A STRATEGY FOR

1
5s

• A STRATEGY FOR
• PERFORMANCE
• EXCELLENCE

2
Performance Excellence Series Training Module
Elements
Executive Overview
Tools Workbook
Knowledge Breakthrough
Lecture notes
Lecture notes
Participant manual
3
5s
Table of Contents Knowledge Breakthrough
Session 1.0 Introduction.....
3 Session 2.0 Waste Management ..
14 Session 3.0 5S Implementation.
20 Element 3.1 Systematic Organization
... 31 Element 3.1.1 Red Tag
System. 47 Element 3.2 Sorting
Visual Placement.. 33 Element 3.2.1
Visual Sign System.. 66 Element
3.2.2 Visual Color System... 76
Element 3.3 Scrubbing Clean. 40
Element 3.4 Standardizing Control...
45 Element 3.5 Self Discipline
Control... 48
4
What is 5S ?
5s

• An essential step required for Waste Elimination
• An integral step in Kaizen
• A required element to achieve Lean-site
  Manufacturing.

Systematic Organization Seiri
Orderliness Seiton
Cleanliness Seiso
Cleanup Seiketsu
Cleanup Seiketsu
Standardization/Perseverance
Shitsuke
5
5S Performance Excellence Model
5s
Systematic-Systematic Organization
Improved Quality Improved Safety Reduced
costs Consistent Deliveries Improved Product/
Service Options
Customer Expectations
Standardizing Control
Self-Discipline- Control
Sorting Visual Placement
Scrubbing clean
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The Five Elements of 5S
5s
Systematic Systematic Organization- Identifying
what items are required and which are not.
Self-Discipline/Control-Ensuring that Systematic
Organization, Visual Placement Cleanliness are
maintained.
Standardizing Control- Maintain and continually
improve the previous improvements.
Sorting Visual Placement- Items should be easily
retrievable, easy to get, and visual-easy to see.
Scrubbing Clean-Keep the area free from debris,
dirt, oil, items not needed.
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Tool Kit Comparison
5s
Major CPI Tools (6s) Kaizen
Lean Description Cp/Cpk 4 Process
capability assessment DOE 4 Design of
experiments SPC 4 Process control based on
statistics and data analysis FMEA 4 Risk
assessment tool Regression 4 Correlate
effect one variable has on another Process Map
4 4 4 Map process steps to
communicate and identify opportunities 5 whys /2
hows 4 4 4
Determination methods for root cause
discovery Pareto 4 4 4 Column
chart ranking items highest to lowest Fishbone
4 4 4 Cause / Effect Diagram 5S
4 4 Elimination waste Visual Mgmt 4
4 4 Emphasis on visual techniques to
manage process Poka-Yoke 4
4 Error proofing techniques Spagetti Chart
4 4 Kanban 4
4 Material storage technique used to control
process Takt Time 4 4 Determine
pace or beat of a process Std Work 4
4 Evaluate tasks done during a process SMED
4 4 Single minute exchange of dies -
Quick machine set up TPM 4 Integrate
maintenance strategy with process Cellular
Flow 4 Reduce inventory cycle time
thru process layout and pull production
techniques
Expand Process Improvement Program to Utilize
Kaizen Tool Kit
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Expanding the Strategy
5s
Performance Excellence

• Kaizen
• Philosophical Approach
• Common Sense Approach
• (Qualitative)
• Data Driven - Observation
• Operational Focus
• Waste Elimination 5S
• Incremental Change
• Smaller/Shorter Projects

• 6 Sigma
• Disciplined Methodology
• Technical Approach
• (Quantitative)
• Data Driven - Statistical
• Customer Focus
• Reduce Variation
• Focus on Large Impact
• Larger/Longer Projects

Complimentary Tools Driving Continuous Improvement
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Comparative Analysis
5s

• Improvement Methodologies
• Similar in Structure
• Improvements measured against
  established process
• Team oriented
• Similar improvement tools
• Measure effectiveness of improvements
• Maintain new performance level
• Standardize Proceduralize
• Results
• More Efficient Processes
• Comparison
• Both are Effective Improvement Mechanisms
• CPI/6s best applied to large complex problems

Kaizen/Lean
6s
Measure - Data Collection - Determine Process
Potential / Goals Evaluate - Root Cause / Vital
Few - Statistical Analysis Improve Verify -
Implement Improvement - Validate
Improvement Standardize - Standardize /
Leverage - SPC - Update Procedures
Evaluate - Baseline Process Performance -
Establish Target Decide -Compare solutions -
Choose Act -Communicate - Implement
improvement - Control Measure - Validate
improvement - Standardize - Update Procedures
Focus - Reduce Process Variation - Identify
Critical Cause and Focus Resources for Maximum
Impact
Focus - Eliminate Waste 5S - Seek Incremental
Process Changes
Summary - Common Sense Approach based on
Observation - Applicable to all types of
processes - Defined improvement strategy -
Typical Projects 1 week
Summary - Technical Approach based on Statistical
Analysis - Requires Significant Data Collection -
Best applied to Manufacturing Processes - Typical
Projects 1-3 Months
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Why 5S
5s
Look Familiar?

• To eliminate the wastes that result from
• uncontrolled processes.
• To gain control on equipment, material
  inventory placement and position.
• Apply Control Techniques to Eliminate Erosion of
  Improvements.
• Standardize Improvements for Maintenance of
• Critical Process Parameters.

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The Nine types of wastes.

• Overproduction
• Delays (waiting time)
• Transportation
• Process
• Inventories
• Motions
• Defective products
• Untapped Resources
• Mis-used Resources

9 Wastes
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The Nine types of wastes
Think Break
Give an example of each type of waste.

• Overproduction ______________________________
• Delays (waiting time)__________________________
• Transportation _______________________________
• Process_____________________________________
• Inventories__________________________________
• Motions ____________________________________
• Defective products ____________________________
• Untapped Resources __________________________
• Mis-used Resources ___________________________

9 Wastes
13
Elimination of Waste
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5 S Implementation Plan
Step 1 Establish 5 S Implementation Team
Step 2 Develop Specific Implementation Plan
Step 3 Develop Communication Plan
Step 4 Develop 5 S Training Plan
Step 5 Implement 5 S
Systematic Organization
Progressive Enhancements
Standardization
Cleanliness
Visual Placement
Step 6 Verification of Effectiveness
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• Removing Red Tagged stuff
• What Stuff would you Red Tag in these pictures
  ?

Think Break
Picture A_________________________________________
_________________ Picture B _____________________
____________________________________
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Think Break

• In the following pictures, identify some of the
  finding wastes ( assume you work in a
  distribution center and you have to fill an order
  with product located in the following pictures).
• ___________________ ___________________ __________
  _______
• ___________________ ___________________ __________
  _______
• ___________________ ___________________ __________
  _______
• ___________________ ___________________ __________
  _______

Finding Wastes
Everything has a useable place
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Some evidence of standardized work areas

• Clear, shiny aisle ways
• Color coded areas
• Slogans, banners

• No work-in-process ( WIP )
• One-Piece Flow
• Standardized Work Sheets

18

Visual Color System Implementation

• Develop a map identifying the access
  ways(aisles, entrances, walkways etc.) and
  the action areas.
• Perform any necessary realignment of walkways,
  isles, entrances.
• Assign an address to each of the major action
  areas.
• Mark off the Walkways, Aisles entrances from
  the action areas Table 1.0
• Apply flow-direction arrows to aisles walkways
  Table 1.0
• Perform any necessary realignment of action
  areas.
• Mark-off the inventory locations Table 1.0.
• Mark-off equipment/machine locations Table 1.0
• Mark-off storage locations( Cabinets,shelves,tabl
  es) Table 1.0
• Color-code the floors and respective action
  areas per Table 1.0.

19

Cleanliness involves cleaning every aspect of the
Organization and the removal of dirt, dust,oil,
scraps on the floor, garbage. Key Deliverables
Increased Efficiency
Increased Safety
A clean Systematic Organization results in
increased safety and efficiency.
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Step 2 Allocation Assign resources to the
specific tasks required to make 3S a habit.
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Waste Identification Map

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The Nine Wastes
Percentage of Waste
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