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5S - Workplace OrganizationIntroduction
Thinking win, Win, WIN
5S – Workplace OrganizationIntroduction
Marek Piatkowski – January 2017
Thinking win, Win, WIN
5S - Workplace OrganizationIntroduction
Thinking win, Win, WIN
Introduction - Marek Piatkowski Professional Background
Toyota Motor Manufacturing Canada (TMMC) - Cambridge, Ontario from 1987-1994
TPS/Lean Transformation Consulting - since 1994 Professional Affiliations
TWI Network – John Shook, Founder Lean Enterprise Institute (LEI) – Jim Womack Lean Enterprise Academy (LEA) – Daniel Jones CCM/CAINTRA – Monterrey, Mexico SME, AME, ASQ, CME
Lean Manufacturing Solutions - Toronto, Canada
twi-network.com
5S - Workplace OrganizationIntroduction
Thinking win, Win, WIN
Lean Transformation – 5S Process
1. SEIRI
SEPARATE
Separate the necessary items
from the unnecessary
2. SEITON
ORGANIZE
Organizenecessary items
in its optimal position in the
storage area and label it.
3. SEISO
CLEAN
Clean thoroughly the relevant work
items and the surrounding environment
4. SEIKETSU
STANDARDIZE
Standardize work procedures in order
to assure correct material deliveries and withdrawals (pulls). Define
inventory levels –Min/Max
5. SHITSUKE
SUSTAIN
Disciplinedapplication of the previous steps to maintain a well
organized Supermarket
1. Separate2. Simplify3. Sweep4. Standardize5. Sustain
5S - Workplace OrganizationIntroduction
Thinking win, Win, WIN
5S – Foundation of Just-in-Time
1. Proper Arrangement2. Orderliness3. Cleanliness4. Cleanup5. Discipline
1. SEIRI
2. SEITON
3. SEISO
4. SEIKETSU
5. SHITSUKE
Proper Arrangement• Sort through, then sort out• Sort through what you have, identify what you need and discard what is unnecessary
Orderliness• Set things in order• Assign a separate location for all essential items.
•Make the space self-explanatory
Cleanliness• Clean equipment, tools and workplace• Keep the workplace spotless
Cleanup• Maintain equipment and tools• Keep the workplace clean
Discipline• Stick to the rules scrupulously• Make them a habit
5S - Workplace OrganizationIntroduction
Thinking win, Win, WIN
5S - Workplace Organization
5S - Workplace OrganizationIntroduction
Thinking win, Win, WIN
5S - Workplace Organization
5S - Workplace OrganizationIntroduction
Thinking win, Win, WIN
ProperArrangement
Orderliness
CleanlinessDISCIPLINE
Discipline – Foundation of JIT
5S - Workplace OrganizationIntroduction
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5’S
Seiri (Clasificación) Seiton (Orden) Seiso (Limpieza) Seiketsu (Estandarización) Shitsuke (Disciplina)
El método de las 5’S, es llamado así por la primera letra (en japonés) de cada una de sus cinco etapas, es una técnica de trabajo japonesa basada en cinco principios simples:
5S - Workplace OrganizationIntroduction
Thinking win, Win, WIN
5S - Workplace Organization
Workplace Organization is a starting point of Shop Floor Management and Continuous Improvement process.
Organization and orderliness are a foundation for achieving zero defects, cost reductions and safety improvements
Fact - an average factory has 30% of floor space designated for manufacturing, 70% for storage and warehousing An organized and clean operation will produce fewer defects and
problems A clean operation will have higher productivity A neat and clean operation will meet deadlines better A cleaner work area will increase employees’ morale
5S - Workplace OrganizationIntroduction
Thinking win, Win, WIN
History of 5S – Workplace Organization
The 5S – Workplace Organization program originated in Japan during the 60’s.
The program helped to: Reduce Waste Increase in individual productivity Reduce accidents Optimize space Increase efficiency Reduce In process material inventory
5S - Workplace OrganizationIntroduction
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In 20 seconds tell me:
Which numbers between 1- 30 are missing?
7 2 15 22 29 1 14
17 11 9 26 13 19 27
30 4 6 24 3 28 12
5 25 10 21 18 20 16
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Which numbers between 1-30 are missing?
1 2 3 4 5 6 7
9 10 11 12 13 14
15 16 17 18 19 20 21
22 24 25 26 27 28
29 30
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5S Enables Visual Control
No organization Lean ideal
Good or bad?? Unclear No standard or basis for comparison
Inventory exampleType W Type X Type Y Type Z
Min = 1
Max = 4
Min = 1
Max = 3
Min = 1
Max = 3
Min = 1
Max = 2
Normal vs. Abnormal clear Standard basis for comparison
Max.
Min.
Inventory
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Why does Lean Transformation start with 5S?
To provide an on-going self-regulated system that focuses on a discipline in the workplace
To create, improve, and maintain a clean, well organized, and safe work environment
The cleaner, more organized, and more self-regulated, the better the quality, productivity, and safety
To reduce downtime dues to searching for tools, parts and materials
To identify problems more quickly To develop control through Visual Management Establish clean, organized and inviting place to work
5S - Workplace OrganizationIntroduction
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Why do we need 5S?
To improve Productivity To improve Quality To improve Safety To identify Normal Vs Abnormal To improve Visibility Management To reduces amount of Floor Space To improve Work Environment
5S - Workplace OrganizationIntroduction
Thinking win, Win, WIN
Lean Transformation – 5S Process
1. SEIRI
SEPARATE
Separate the necessary items
from the unnecessary
2. SEITON
ORGANIZE
Organizenecessary items
in its optimal position in the
storage area and label it.
3. SEISO
CLEAN
Clean thoroughly the relevant work
items and the surrounding environment
4. SEIKETSU
STANDARDIZE
Standardize work procedures in order
to assure correct material deliveries and withdrawals (pulls). Define
inventory levels –Min/Max
5. SHITSUKE
SUSTAIN
Disciplinedapplication of the previous steps to maintain a well
organized Supermarket
1. Separate2. Simplify3. Sweep4. Standardize5. Sustain
5S - Workplace OrganizationIntroduction
Thinking win, Win, WIN
5S – Foundation of Just-in-Time
1. Proper Arrangement2. Orderliness3. Cleanliness4. Cleanup5. Discipline
1. SEIRI
2. SEITON
3. SEISO
4. SEIKETSU
5. SHITSUKE
Proper Arrangement• Sort through, then sort out• Sort through what you have, identify what you need and discard what is unnecessary
Orderliness• Set things in order• Assign a separate location for all essential items.
•Make the space self-explanatory
Cleanliness• Clean equipment, tools and workplace• Keep the workplace spotless
Cleanup• Maintain equipment and tools• Keep the workplace clean
Discipline• Stick to the rules scrupulously• Make them a habit
5S - Workplace OrganizationIntroduction
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1. Separate (Sort)
Separate necessary items from unnecessary Separate old/obsolete items from items that are still you recognize
and they are still good and we will keep them Separate what you need from what you do not need Remove from the workplace everything not needed on a regular
basis. Leave only the bare essentials.
Identify all items at the workplace - when were they last used, when will they be used next.
Red Tag items if not used or unknown. Reduce the ‘clutter’ Get rid of unnecessary items - conduct a “5S Workshop”
S1
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Red Tagging
A visible way to identify items that are not needed or are in the wrong place in the workplace
Use Frequency ActionObsolete (unneeded)
Seldom used (once/year)
Less than once/month
Once/day or more
Throw away
Store in distant place
Store in factory/officeStore in areaCarry or keep at workplace
Once/week
Use Frequency ActionObsolete (unneeded)
Seldom used (once/year)
Less than once/month
Once/day or more
Throw away
Store in distant place
Store in factory/officeStore in areaCarry or keep at workplace
Once/week
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Red Tag procedureStep 1: Launch a 5S WorkshopStep 2: Identify red tag targetsStep 3: Set red tag criteriaStep 4: Write red tagsStep 5: Attach red tagsStep 6: Evaluate red tagged itemsStep 7: Document the results Step 8: Assign a highly visible
holding area for the red tagged items
Step 9: Decide on disposition
RED TAGTag Number:
Item Number:
Description:
Quantity:
Area Moved From:
Reason for Moving:
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What to look for
Types of items to be Red Tagged: defective/excess/obsolete inventory broken/worn tools or fixtures outdated posters/signs/memos any items not needed for current production
Red Tag items and decide what to do with unnecessary items: Describe a part number – if you know it “Out of Order” – fixable or not “Good Condition” – but we do not need it “We do not know what this is and who can use it”
Look for Waste - Waste is any tool, part, component, fixture, furniture, cabinet and item that does not add value to the product from the customer’s point of view.
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Sorting Ideas
Once you identified which items you are going to keep (non-obsolete parts and components) classify them by frequency of use:
Used every hour - keep them close to the Operator Used several times a day - keep them at the work station Used once a week - keep them in the area Used once a moth - keep them in central storage
- ask how many of these items do we really need
Used few times a year - keep them in central storage- ask a question again – do we really
need them
Inventory Wall of Shame
Inventory Wall of Shame
Inventory Wall of Shame
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5S Red Tagged Items
Tag# Area
Item Number Description
Quantity
Area moved from
Reason for moving
Resp. Date
Item Number
Description
Quantity
Area moved from
Reason for moving
Resp. Date
Item Number
Description
Quantity
Area moved from
Reason for moving
Resp. Date
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2. Organize
Organize means removing from the workplace all items that are not needed for current production or activities
Organize each item in its optimal position in the storage area and label it.
Identify a place for each item using racks, bins, cabinets and designated floor locations marked out with painted lines
Create and identify a place all items and tools that you need and use at a worksite. Clearly identify designated storage locations. Create “Shadow Boards”
Organize all needed things so that anyone can find and use them easilyS2
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2. Organize
Ensuring place for everything that you need in a workplace To have place for everything and everything in its place To minimize or eliminate time looking and searching for tools,
materials, drawings, jigs, fixtures, etc … To make things easy to see and understand To establish order Use color coding
S2
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How to Organize area
Decide on appropriate locations: Locate items according to their frequency of use Store them in a sequence they are used Store tools and jigs according to function or products they are used
for Minimize distance to get them Minimize time to search for them
Identify and label locations – so everybody knows what goes where:
Location indicators – description and address labels Shadow Boards Color code locations
S2
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Storage Color Standards
Establish color codes for storage of tools, parts and materialsGREEN Good raw or purchased parts and material ORANGE Work in ProcessRED Non-Conforming product and ScrapBLUE Overproduction or material to take awayBLACK Tool racks or cartsWHITE Limit lines for product locationYELLOW Limit lines for aisles or passageways
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3. Clean
Clean thoroughly the relevant work items and the surrounding environment. Allow time for cleaning and painting
Cleaning also means inspection. As you clean, look over all tools and machinery for any defects. Report/repair findings as appropriate. Visually inspect and control work area
Develop a measurement system for housekeeping Post the results of the housekeeping audit. Spent time to monitor
housekeeping on regular basis Return items and tools to their designated storage areas when not
in useS3
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How to Implement “Clean”
Cleanliness is keeping everything swept and clean – removal of dirt, grime and dust from workplace. Steps to implement Cleanliness:1. Determine cleaning area targets – what are we going to clean2. Assign responsibilities – who is going to clean what3. Determine cleaning method4. Prepare cleaning tools5. Start cleaning6. After the Cleaning is done:
1) Have the Team walk through the area2) Inspect – identify what is acceptable and what is not3) Define Standards
S3
Before
After
Before After
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4. Standardize Standardization is creating a consistent way that tasks and
procedures are done There are three steps to implement Standardization:
decide who is responsible for what task (accountability) combine Standardization duties into daily work activities
(prevention) check on how well it is being maintained (audit)
Standardization is having a specific process that everybody understands and follows
Involve everyone in establishing procedures related to housekeeping
Develop standards for the workplace organization and cleanliness.
S4
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Implementing Standardization
Standardize work procedures in order to assure correct tools and material deliveries and withdrawals Define inventory levels – Min/Max Start-up procedures are followed Use audit and check lists Develop Safety procedures Parts and materials in well marked designated areas - very visual
Clean-up areas daily, follow procedure Process to ensure S1, S2 and S3 are done Document all team agreements and proceduresS4
5S - Workplace OrganizationIntroduction
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How to Standardize new Order in the Workplace
Assign Responsibilities Make everything Visual:
Anyone should be able to distinguish between normal and abnormal at a glance
Make it difficult to put things in the wrong place Make it impossible to put things in a wrong place
When you are Standardizing ask yourself these questions: Why do tools get put together incorrectly? – how can we prevent
this? Why do floors get dirty? – how can we prevent this?
Implement Daily 5-minute Clean up processS4
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5. Sustain
Each employee is responsible for sustaining 5S his or her work area - make a habit of maintaining established procedures, develop new habits
Discipline in a workplace - everybody follows specified standards and procedures. Without discipline the area will return to it’s old unorganized ways
Follow your team’s agreements all day Everybody has to participate Disciplined application of the previous steps to maintain a well
organized Supermarket Management must support and the Group must work as a team
S5
5S - Workplace OrganizationIntroduction
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How to Sustain
Some companies use word Discipline for the 5th S – this carries a negative connotation of reprimands and warnings
SHITSUKE – means making a habit of properly maintaining correct procedures
Keep educating people about importance of 5S Teach by example Implement instant corrective action process – if the tools have
been put back incorrectly, we immediately take action. Praise or award good behaviour
Discipline cannot be implemented by a set of techniques, nor it cannot be measured.
However you can create conditions or a structure to promote Discipline with respect to 5S.
S5
5S - Workplace OrganizationIntroduction
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Process Audit0 problem: 4 pts, 1 - 2 problems: 3 pts, 3 - 6 problems: 2 pts Location: 7 - 10 problems: 1 pt, > 10 problems: 0 pt
Category Item Score Comment
1st S Sort Determine what is needed and what is not needed(1) Is there any excess amount of office supplies (folders, paper, pads, etc.)? (2) Is there any dated or duplicate reference material in the area? (3) Is there any waste, clutter, or broken items accumulated in the area? (4) Is there any production material stored in the area? (5) Are the files and drawers organized?
sub-total 0
2nd S Storage Organize, identify storage according to needs(1) Is there a visually marked, designated location for everything in the area? (2) Is everything in its respective location? (3) Is the storage quantity identified and displayed? (4) Is there a storage plan for quick reference? (5) Is there a floor plan for the area?
sub-total 0
3rd S Shine Keep it clean and orderly, ready for use(1) Are the work surfaces free of dirt, dust, trash and not congested? (2) Are the floors clean and free of debris? (3) Are the drawers and cabinets free of debris? (4) Is there a schedule for cleaning, garbage and recycling material removal? (5) Is there a list of person-in-charge for the area?
sub-total 0
4th S Standardize Maintain consistency of standard performance(1) Are the procedures set up for the office activities? (2) Are the office staff trained on the standardized procedures? (3) Are the procedures visible and readily accessibe? (4) Are the staff following the standardized procedures? (5) Is there a feedback mechanism to capture and correct abnormalities?
sub-total 0
5th S Sustain Self-directed efforts, repeatable performance and continuous improvement(1) Is 5S audit conducted on a periodic basis (monthly) in the area? (2) Are 5S results posted in the area and the process maintained? (3) Is there any consistency in performance as indicated in 5S score trend? (4) Are the procedures reviewed and updated periodically? (5) Is there a constant challenge to improve the work processes?
sub-total 0TOTAL 0
S5
5S - Workplace OrganizationIntroduction
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WORKPLACE ORGANIZATION CHECKLIST Possible # of Actual If score is less than 5, indicate the following :
Category Measurement Criteria Points Problems Score Countermeasure / Action By Whom Date
Sort Unneeded equip., tools, etc. in work area 5(Organization) Unneeded items are on guards, tables, etc. 5
Items blocking walkways 5Unneeded inventory, materials etc. in area 5
Set in order A designated place for everything is obvious 5(Orderliness) Everything is in it's designated place 5
Toolboards marked and stocked 5Portable equipment returned after use 5
Shine Floors are swept and free of debris, oil, etc. 5(Cleanliness) Equipment is clean, free of spare parts, etc. 5
Cleaning materials are easily accessible 5Signage is present, clean and legible 5
Standardize Standard work is posted at each operation 5 (Adherence) Min. and Max. levels are being adhered to 5
Production results are plotted daily 5Issue boards are being utilized/reacted to 5
Sustain Standard work is being followed ( audit ) 5 (Discipline) Associates understand 5S practices (audit) 5
All parts are in proper totes and labeled 5Loose components are not accumulating 5at or around work areas
TOTAL 100
Comments
1. Line 1 6. Maint.2. Line 2 7. A&E Auditor : __________________
Date________ Shift________ Area________ 3. Line 3 8. Offline __________________4. Line 4 9. Whse __________________5. Line 5
S5
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Conclusions – 5S
5S – Workplace Organization program is simple, but challenging Making the program work requires a commitment from Team
Leaders and Managers to use it and teach it For the change to occur the Senior Management Team of an
organization must be committed to the program. Senior managers lead the organization to change by teaching the
5s techniques and using the principles themselves on daily basis as an example.
The results that we derive from the 5s program are highly visible and profitable.
Ensure that the standards are understood Our success with cleanliness relies on personal commitment
5S - Workplace OrganizationIntroduction
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5S - First sign of Leadership
Involve everyone in establishing procedures related to housekeeping
Develop a measurement system for housekeeping Post the results of the housekeeping audit Spent time to monitor housekeeping on regular basis Teach housekeeping awareness by example Discipline in a workplace - everybody follows specified standards
and procedures Reward those who participate and discipline those who do not
5S - Workplace OrganizationIntroduction
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5S - Workplace Organization
Workplace Organization is an essential component of Just-in-Time processing: Produce only what is needed Only in the amount that is needed Only when is needed
Without Workplace Organization discipline you will not be able to implement Lean Transformation successfully
In an organized workplace 7 types of Waste are minimized or eliminated
5S - Workplace OrganizationIntroduction
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Changing the World. One Transformation at a timeThis presentation is an intellectual property of W3 Group Canada Inc.
No parts of this document can be copied or reproducedwithout written permission from:
Marek PiatkowskiW3 Group Canada Inc.iPhone: 416-235-2631
Cell: 248-207-0416
[email protected]://twi-network.com
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5S - Workplace OrganizationIntroduction
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