Introduction to 6S

1
Introduction to 6S

• The Basic Building Block for Effective Lean
  Implementation
• For Any Organization

2
Introduction To 6S

• In this training session you will learn
• - Part I- Background and History of 6S- What
  Makes it So Powerful and Critical for
  Lean Implementation
• - Part II- The Steps of 6S
• - Part III- How To Effectively Implement a
  Cost-Effective 6S Program in Your Organization

3
Introduction to 6S

• Instructor Background
• 10 years of assisting organizations in
  successfully implementing 6S and Lean
  Manufacturing.
• Over 20 years hands-on experience in
  Manufacturing and Manufacturing Support
  Leadership in several industries.
• Certified Lean Practitioner (CLP).
• 20 years experience as an effective change agent
  using Lean TQM Theory of Constraints Toyota
  Production System and other leading-edge systems.

4
Introduction to 6S

• PART I
• In this section you will learn
• How 6S was developed.
• What 6S is and why it is critical to lean program
  success.
• Why so many organizations fail to implement 6S in
  their organizational improvement programs.
• Why 6S is the building block for future lean
  initiatives.

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Introduction to 6S

• 6S is an approach to workplace organization,
  orderliness, and cleanliness that can improve
• (1) A company's image.
• (2) Improve work place productivity.
• (3) Eliminate wasted time and motion.
• (4) Reduce in-process defects and
• reduce overall cost-of-quality.
• (3) Create a safer place to work, and
• (4) Improve morale.

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Introduction to 6S

• Studies have shown that people often spend
  half their time at work looking for things! Often
  we don't even notice the waste.
• Like many things in the work environment, we get
  used to things being this way and never see the
  waste right in front of our eyes.
• 6S helps to eliminate that waste and allows
  people to work smarter, not harder.

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Introduction to 6S

• Can uncluttered minds with fresh ideas
  function in cluttered workplaces? The answer is
  obvious-and the solution so simple." --Norman
  Bodek

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Introduction to 6S

• Using 6S techniques involves proper labeling and
  visual signs to create a workplace in which
  employees
• - Have the information they need
• - Know where to find and place
• tools, equipment and materials.
• - Understand their work role and
  - Contribute in a positive
  way to the
• the overall success of the company

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Introduction to 6S

• 6S Supports
• - Managers
• - Supervisors
• - Employees and
• - Support Personnel
• TO
• Safely build a consistent quality product.
• At a low cost.
• In the necessary quantities.
• In the shortest lead times
• With minimal waste.

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Introduction to 6S

11
Introduction to 6S

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Introduction to 6S

• 6S methodology is not an expensive management
  tool nor is it difficult to implement. It
  involves
• Posting information about the job to be done,
• Organizing the work area (environment),
• Organizing the equipment and materials to be
  used, integrated with orderliness discipline and
  cleanliness.
• Standard work practices are introduced.

13
Introduction to 6S

• Today many organizations such as Toyota,
  General Motors, and Boeing have implemented 6S
  programs with astonishing results.
• But it is an approach that is ideal for small
  organizations with limited budgets and the public
  sector as well

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Introduction to 6S

• 6S should be used as a preliminary step to
  process improvement and be used as the first step
  in implementing lean principles.
• Once 6S is implemented, standardized work
  practices and be developed.
• In-process quality can be built-in and not
• inspected in.
• Because workplace organization and orderliness
  are intuitively beneficial, it is helpful in
  getting employee buy-in to other improvement
  efforts.

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Introduction to 6S

• How It Started
• In the 1950's the Japanese applied principles
  they used in their homes to manufacturing. These
  principles involved cleaning up their facilities,
  organizing them, labeling and identifying
  everything (materials, equipment and locations),
  and most importantly -- doing it in a way that
  was sustainable. It was called Five S.

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Introduction to 6S

• -The result were factories that American
  visitors referred to as "parlor factories."
• -They were white glove clean. No grease, oil,
  scrap material, waste, or dirt.
• -Floors were spotless.
• -Machines shined.
• -Tools were in their proper places, and
  readily available for use.
• -Safety records were perfect.

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Introduction to 6S

• From the initial 5S program, we have now
  evolved the concepts to be 6Ss- adding safety to
  the other 5S steps.
• (We will discuss the 6 steps in greater detail
  in Part II).

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Introduction to 6S

• The 6S program focuses on having visual order,
  organization, cleanliness and standardization.
• The results you can expect from a 6S program
  are
• Improved profitability
• Improved Efficiency
• Improved Process and Organizational
• Effectiveness
• Improved Customer Service and
• Improved Safety.
• Improved quality and reduced waste

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Introduction to 6S

• The principles underlying a 6S program at
  first appear to be simple, obvious common sense.
  And they are.
• The simplicity of 6S makes many organizations
  believe it is not critical to the future success
  of their other lean efforts.

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Introduction to 6S

• The bottom line is that a 6S program will
  improve profits, and at the same time improve
  both quality and safety while enhancing the
  ability to improve customer service and
  satisfaction.

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Introduction to 6S

• It does this by
• - Reducing wasted time and materials
• - Creating and Maintaining Organization
• and orderliness.
• - Improving daily or shift start-up times
• - Reducing maintenance and downtime
• - Improving efficiency and productivity
• - Improving employee morale and
• - Simplifying the work environment.
• - Providing timely information through visual
  management techniques

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Introduction to 6S

• Everyone and all types of business benefit
  from having a 6S program.
• Manufacturing and industrial plants.
• A retail store.
• Accounting firms and offices.
• A power plant.
• Hospitals.
• Television stations.
• Administrative Functions/Areas.
• Maintenance.

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Introduction to 6S

• Benefits of lean manufacturing cannot succeed in
  a workplace that is cluttered, disorganized, or
  dirty.
• Poor workplace conditions lead to wastes such as
  extra motion to avoid obstacles, time spent
  searching for things, and delays due to defects,
  machine failures, or accidents.

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Introduction to 6S

• Establishing basic workplace conditions is an
  essential first step in creating a manufacturing
  cell.
• In many companies, employee teams use the 6S
  system to improve and standardize workplace
  conditions for safe and effective operation

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Introduction to 6S

• In our efforts to start doing something most
  organizations fail to understand the significance
  of implementing an effective 6S program first,
  then introduce other tools and initiatives
  afterwards

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Introduction to 6S

• The significance of the 6S program is that it
• - Allows a simple starting point for employee
  involvement and understanding of what the
  organization is striving to achieve with Lean.
• - If an organization cannot effectively
  implement 6S, it will find it nearly impossible
  to effectively implement other Lean initiatives.
• - If you cant do the basics right, you wont
  get the more complex tasks right either.

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Introduction to 6S

• Review of Part I
• Describe in your own words, what 6S is.

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Introduction to 6S

• Review of Part I
• List 5 goals or results that a 6S program
  strives to attain.

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Introduction to 6S

• Review of Part I
• Why should a 6S program be the first step in an
  organizations lean initiative?

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Introduction to 6S

• Review of Part I
• If 6S concepts and methods are so simple, why
  do most companies fail to achieve the goals of a
  6s program?

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Introduction to 6S

• Part II
• In this section, you will learn
• The 6S Steps.

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Introduction to 6S

• Does this describe your work areas?
• Space is crowded with parts and tools

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Introduction to 6S

• Does this describe your work areas?
• Equipment is dirty and the work place
  unorganized.

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Introduction to 6S

• Does this describe your work areas?
• Too many things packed into storage spaces.

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Introduction to 6S

• Does this describe your work areas?
• Work areas are used as storage spaces instead
  of work spaces.

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Introduction to 6S

• Does this describe your work areas?
• Work areas are used as storage spaces instead
  of work spaces.

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Introduction to 6S

• Does this describe your work areas?
• Information is posted and available, yet no
  one seems to know what is going on.

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Introduction to 6S

• Does this describe your work areas?
• Accidents are just waiting to happen

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Introduction to 6S

• Does this describe your work areas?
• Administrative work areas are unorganized and
  cluttered.

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Introduction to 6S

• These are signs that your facility is in need
  of a 5S Program and can reap significant benefits
  from implementing 6S!!!!

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Introduction to 6S

• Most organizations look like they need to have a
  garage sale.
• There is never enough space to place things or
  create a new plant layout.
• Equipment is placed wherever there is an
  opening.
• Plant expansions are being considered because of
  not enough space.
• People spend up to 50 of their time looking for
  tools, materials or resources.

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Introduction to 6S

• What is each S?
• SORT (SEIRI)- Get rid of clutter
• SET IN ORDER (SEITON)- Organize the work area
• SHINE (SEISO)- Clean the work area
• STANDARDIZE (SEIKETSU)- Use standard methods to
  keep Sort, Set In Order, and Shine to a condition
• SUSTAIN (SHITSUKE)- Maintain through empowerment,
  commitment, and discipline
• - SAFETY - Preventing accidents and injuries
  while enhancing safety consciousness.

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Introduction to 6S

• SORT (Clean Up) (Seiri)
• This is step 1 in a Five S program
• Sorting" means to sort through everything in
  each work area.
• - Go through and inventory everything.
• - Keep only what is necessary.
• - Materials, tools, equipment and supplies
  that are not frequently used should be moved to a
  separate, common storage area.
• - Items that are not used should be discarded.

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Introduction to 6S

• SORT (Clean Up) (Seiri)
• Get rid of what you dont need.
• Rid the workplace of all unnecessary items.
• Separate the unnecessary from the necessary.
• You need to make room for what you really do
  need.

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Introduction to 6S

• SORT (Clean Up) (Seiri)

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Introduction to 6S

• Sort (SEIRI)
• Once you have eliminated unnecessary items from
  an area, you can finally see the true space
  that you have.
• Most organizations find they will have 20 - 50
  more floor/office space than before just by
  eliminating unnecessary items from each work
  place.
• Many plant expansion plans have been able to
  be put on hold once a Sort/Clean-Up program has
  shown how much wasted space the organization
  had.

47
Introduction to 6S

• SORT (SEIRI)-
• Unless this initial step of sorting/cleaning--u
  p is done, moving equipment creating new line
  layouts work flow and creating standardized work
  practices will result in less than desired
  results.

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Introduction to 6S

• SET IN ORDER (SEITON)-
• - Straightening means to create a place
• everything put everything in is place.
• - Once only necessary items are in a
  workplace, it becomes easier to organize
  what remains to create the most optimum and
  effective workplace layout and work flow.

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Introduction to 6S

• SET IN ORDER (SEITON)
• Examples of setting-in order
• Using Shadow Boards to show where tools,
  equipment and materials are place and returned,
  each time, every time

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Introduction to 6S

SET IN ORDER (SEITON)
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Introduction to 6S

• SET IN ORDER (SEITON)

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Introduction to 6S

SET IN ORDER (SEITON)
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Introduction to 6S

• SET IN ORDER (SEITON)

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Introduction to 6S

SET IN ORDER (SEITON)
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Introduction to 6S

SET IN ORDER (SEITON
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Introduction to 6S

• SET IN ORDER (SEITON)
• Crib Areas , Material Storage and Parts
  Storage cages/areas are located near the work
  center(s) where the tools, equipment and
  materials are directly used.
• Reduces transportation needs inventory control
  costs and insures timely availability to the
  using work center.

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Introduction to 6S

SET IN ORDER (SEITON)
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Introduction to 6S

• SET IN ORDER (SEITON)

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Introduction to 6S

• SET IN ORDER (SEITON)

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Introduction to 6S

• SET IN ORDER (SEITON)
• Set up tooling and dies along with set-up
  reduction practices can now be implemented to
  further reduce costs and wastes associated with
  lengthy set-ups.

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Introduction to 6S

• SET IN ORDER (SEITON)
• - Equipment problems (oil leaks for example) can
  now be identified earlier, thereby, improving
  maintenance costs and equipment up-time, all
  because it is easier to see things in the work
  place once it is organized cleaned and
  set-in-order.

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Introduction to 6S

• SHINE (SEISO)- Clean the work area
• Once you have organized the work area and
  gotten rid of unnecessary items and set-in-order,
  it becomes necessary to clean the work area so it
  shines constantly.

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Introduction to 6S

• SHINE (SEISO)- Clean the work area
• In most organizations, shine is not existent
  because no one is given the time or understands
  the importance of keeping things clean.
• Production and getting the job out are the
  excuses that are most often given why peoples
  work areas not maintained in a shine state.
• This is also where it is appropriate to introduce
  Total Predictive Maintenance (TPM) to improve
  equipment reliability and up-time performance.

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Introduction to 6S

SHINE (SEISO)- Clean the work area
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Introduction to 6S

• SHINE (SEISO)- Clean the work area
• When a work area is kept in shine, abnormal
  conditions are easier to spot and take care of
  before they become larger problems.
• A work area kept in shine presents an image of
  high-quality capability.
• A clean work area improves employee pride and
  morale.
• Time must be given to keep work areas in shine
  state every day. Each person understands their
  role in keeping their areas clean.

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Introduction to 6S

• STANDARDIZE (SEIKETSU)- Use standard methods
  to keep Sort, Set In Order, and Shine to a
  condition.
• Standardized work practices and procedures form
  the basis for continuous improvement (KAIZEN)
  while maintaining the benefits of Sort
  Set-in-Order and Shine.
• Without Standardizing, the benefits and gains
  attained with the first 3 steps will be eroded
  over time and most likely everything will slowly
  revert back to the old way.

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Introduction to 6S

• STANDARDIZE (SEIKETSU)- Use standard methods
  to keep Sort, Set In Order, and Shine to a
  condition
• In this step, managers/supervisors will develop
  standardize work procedures/practices that will
  serve to train new employees in 6S as well as
  insure that current employees continue to
  maintain the 6S ways.
• Once managers/supervisors have written the
  standardize work procedures, employees should be
  given opportunity to review and offer input.

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Introduction to 6S

• STANDARDIZE (SEIKETSU)- Use standard methods
  to keep Sort, Set In Order, and Shine to a
  condition
• Be alert to resistance to change.
• Understand the concept that it takes a person
  doing something 21 times before it becomes a
  habit.
• Be aware that people will naturally try to do
  things their way in the belief that they are
  more productive doing it the way they prefer.
• All shifts, all employees must perform procedures
  and practices as written and standardize, or
  things will revert back to the old way.

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Introduction to 6S

• STANDARDIZE (SEIKETSU)- Use standard methods
  to keep Sort, Set In Order, and Shine to a
  condition
• - It is critical that managers and supervisors
  constantly reinforce the standard practices and
  take immediate corrective action when
  non-conformance to standard practices are
  observed.
• - This is often the most common cause for
  back-sliding to the old methods.

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Introduction to 6S

• SUSTAIN (SHITSUKE)- (Discipline)
• Practice good work habits to maintain the other
  Ss.
• Develop a sense of self-discipline to always work
  according to the 6S principles. No deviation.
• Utilize problem-solving techniques to resolve
  day-to-day 6S problems and involve those doing
  the work in identifying and solving problems in
  their areas of responsibility.
• Communicate the success of the 6S program and
  expand throughout entire organization.

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Introduction to 6S

• SAFETY
• Safety is priority 1.
• Safety and quality go hand-in-hand.
• Safety improves as the other Ss are established.
• Safety is a critical element of any incentive or
  bonus program.

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Introduction to 6S

• SAFETY
• A safety consciousness must be developed in order
  to minimize accidents, injuries and near misses.
• All accidents can be prevented must be understood
  by everyone.
• Each person must accept their personal
  responsibility and accountability for safety.
• Each person accepts their responsibility and
  accountability for observing and correcting the
  unsafe behavior of other team members.

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Introduction to 6S

• SAFETY
• Heinrichs Principle states - For every
  3000 potential hazards in the workplace, it will
  result in
• 300 near misses.
• 29 minor accidents/injuries.
• 1 major accident/injury.

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Introduction to 6S

• SAFETY
• - Studies have verified that in a typical
  organization there are several times the 3000
  potential hazards.
• - Zero Accidents and Injuries can only be
  attained when accident prevention, through hazard
  identification and elimination, is the stated
  goal of all safety programs and actions.

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Introduction to 6S

• SAFETY
• HAZARD RECOGNITION
• Definition of Hazard
• Any equipment, device, material, workplace
  or situation which may endanger a person or
  damage equipment.
• Toyota Production System

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Introduction to 6S

• SAFETY
• Hazard recognition must be a basic job
  responsibility of each person in the work place.
• Hazard recognition asks
• Is this a dangerous situation?
• Are there equipment, materials, or
  environmental hazards in the area?
• Is anyone in my area doing anything that
  could be dangerous or is not consistent with
  safety practices?
• Is everyone in my areas wearing the
  required personal protective equipment?
• What am I going to do about it if I
  answered YES to any of the above 4 questions?

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Introduction to 6S

• SAFETY
• Tools for improving safety
• Job Safety Analysis (JSAs).
• Personal Protection Survey.
• Safety Training.
• Safety Committee.
• Safety Polices.
• Incentives for working safely.
• Recognition for Safety Records.
• Establishment of concrete, measurable safety
  goals.

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Introduction to 6S

• Review of Part II
• Describe your organizations current state of
  6S readiness, based upon what you have learned in
  Part Two.

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Introduction to 6S

• Review of Part II
• Name each of the 6S Steps providing an brief
  explanation of how each step is applied.

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Introduction to 6S

• Review of Part II
• Name at least three areas within your
  organization which would benefit from
  participating in a 6S event.

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Introduction to 6S

• PART III
• How To Effectively Implement
• a 6S Program in Any
• Organization

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Introduction to 6S

• STEP ONE
• - Determine need for a 6S program within the
  organization.
• This will usually be a top-level management and
  strategic decision.
• Select a 6S Facilitator who will be responsible
  for developing, facilitating and implementing 6S
  projects throughout the company.

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Introduction to 6S

• STEP TWO
• Conduct 6S Training
• Determine who will attend the initial training.
• Include Managers, Supervisors and employees.
• Preferably conduct training as part of a in-house
  6S Event, using the skills as they are taught in
  an actual project area within the organization.
• Conduct training.

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Introduction to 6S

• STEP III
• Select 6S Project Area
• NOTE If training is not done in-house as part of
  a 6S event, then once training has been
  completed, selection of a 6s Project area would
  be done.
• Select a project area where there is high
  visibility and if successful, can be used to
  generate enthusiasm and support for other 6S
  projects in the organization.

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Introduction to 6S

• STEP IV
• Select Initial 6S Project Team
• Once training has been completed and a initial 6s
  Project selected, select a 6S Project Team.
• Team Members should be selected, based upon
  leadership motivation to participate openness
  to change and ability to help sell the 6S
  project results to others in the organization.
• Organizational 6S Facilitator would be the
  Project Teams Sponsor and assist in managing the
  6S project and Team.

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Introduction to 6S

• STEP V
• Conduct 6S Project
• Establish procedures and scope of authority for
  project team.
• Establish how Sort and Set-in Order steps
  will be implemented as part of the project
  (detail process follows on later slides).
• Establish a regular communication/feedback
  schedule where 6S Team reports on progress and
  results.
• Establish concrete and measurable goals for the
  team in order to determine success.
• Establish project schedule and milestones.

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Introduction to 6S

• STEP V
• Conduct 6S Project
• (6) Hold final review meeting with Project Team
  to finalize results costs, benefits and lessons
  learned.
• (7) Communicate 6S project results to rest of the
  organization.
• (8) If successful, establish plan for future 6S
  projects within the company.
• (9) Develop further Lean Initiatives.

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Introduction to 6S

• Sort Process
• Management team establishes guidelines to
  determine what is a necessary item and what is
  an unnecessary item.
• These guidelines should be in writing and clearly
  explained and understood by 6S project team and
  anyone involved in Sort process.
• Establish a tagging system to tag and identify
  each item in the selected area.

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Introduction to 6S

• Sort Process
• (4) Tagging System will use color coded tags to
  be placed on each item -
• - RED TAG- Not needed item.
  Can be disposed of immediately.
• - YELLOW TAG- Unnecessary
  item for this area. Move to central location or
  the area where item is used for further
  determination by Management Team as to
  disposition.
• - GREEN TAG- Necessary item
  for this area. Stays.
• - WHITE TAG- Unnecessary but
  may be needed within next 6 moths. Move to
  pre-determined area. If not used within 6 months-
  dispose of at that time.
• NOTE Disposal can be either scrap or sold to
  someone else.

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Introduction to 6S

• Sort Process
• (5) All tags will have place for information to
  be written on the tag
• - Item Identification.
• - Date.
• - Estimate value of item.
• - Disposition.
• -Tag Number.
• (6) Each tag will be accounted for and as used
  put on a Master List.

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Introduction to 6S

• Sort Process
• (7) Once all items in an area have been tagged
  and accounted for on the Master List, 6S Team
  will review list and tagging with Management Team
  to insure agreement on tagging and disposition.
• (8) Any disputes are resolved by these two teams.
• (9) Once RED TAGGED ITEMS (Not Necessary) are
  agreed to, determine disposition means and
  establish date to be disposed of.
• (10) Follow up on date items were to be disposed
  of and determine if it has been accomplished.

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Introduction to 6S

• Sort Process
• (11) Calculate the costs of items RED TAGGED and
  disposed of any money from sales.
• (12) Calculate the square footage freed up by the
  Tagging Process and calculate the cost savings,
  based upon total facility square footage and
  inventory costs.
• (13) Move all YELLOW TAGGED ITEMS to the central
  location or to the area where used. Insure
  further disposition is done.

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Introduction to 6S

• Sort Process
• (14) Move all WHITE TAGGED ITEMS to
  pre-determined storage area for storage. Review
  in 6 months. Dispose of any items not used by
  that time.
• (15) Keep all GREEN TAGGED ITEMS in the area.
• (16) Conduct general housekeeping to clean up
  general area.

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Introduction to 6S

• Set-In-Order
• After Sort has been completed, you can proceed
  with setting-in order.
• Determine use of Shadow Boards and other
  techniques for improved material, tools and
  equipment placement.
• Establish specific places for forklifts, etc and
  mark off designated area on floor where each
  forklift or other equipment will be stored when
  not in use.

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Introduction to 6S

• Set-In-Order
• (4) Use color tape and.or paint to draw areas for
  equipment placement tools placement material
  placement, based upon analysis of improved layout
  and flow of materials and products.
• (5) Establish a Total Predictive Maintenance
  Facilitator and establish a TPM Team.
• (6) Conduct TPM training for TPM Team Members.
• (7) Select TPM Project Area.
• (8) Establish TPM project goals that are
  measurable

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Introduction to 6S

• Set-In-Order
• (9) Establish Work Standardization Team to
  develop program on developing writing and
  implementing standardized work procedures.
• (10) Standardize work procedures must be put in
  writing, along with visual displays of critical
  work tasks.
• (11) Select area for initial standardized work
  team application.
• (12) Initiate Standardize work procedures after
  reviewing with area employees and managers for
  their input and making any agreed upon
  corrections or additions.
• (13) Enforce Standardized work procedures
  consistently and constantly.
• (14) Use Standardized work procedures as basis
  for employee training and continuous improvement.

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Introduction to 6S

• SAFETY
• Write Top Management Support Letter for Safety
  establishing Safety as a Strategic Goal. Safety
  is established as Priority 1.
• Develop a Company Safety Committee with
  membership comprised of managers supervisors
  support personnel and shop-floor employees.
• Establish specific and measurable safety goals
  through Safety Committee review of accidents
  injuries workers compensation costs and work
  place hazards.

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Introduction to 6S

• SAFETY
• (4) Develop written safety manual and procedures
  (if you do not already have).
• (5) Establish a Safety training calendar and use
  to conduct safety training throughout the
  organization on a regular basis (not less than
  once per month).
• (6) Write and communicate Job Safety Analysis
  (JSAs) for each job in the organization. Use to
  train employees on hazards associated with each
  job and how to protect people from the hazards.