FOR SHARING
5S by Rockman
5S STEPS
ü SEIRI > SORT
(ORGANIZATION)
ü SEITON > SET IN ORDER
(ORDERLINESS)
ü SEISO > SHINE
(CLEANLINESS)
ü SEIKETSU > STANDARDIZE
(STANDARDIZED CLEANUP)
ü SHITSUKE > SUSTAIN
(DISCIPLINE)
WHY SHOULD WE IMPLEMENT 5S
A neat and clean factory has higher productivity
A neat and clean factory produces fewer defects
A neat and clean factory meets delivery deadlines better
A neat and clean factory is a much safer place to work
THE FIRST PILLAR:
SORT
MEANS THAT YOU REMOVE ALL ITEMS FROM THE WORKPLACE THAT ARE NOT NEEDED FOR CURRENT PRODUCTION
THE SECOND PILLAR:
SET IN ORDER
CAN BE DEFIFINED AS ARRANGING NEEDED ITEMS SO THAT THEY ARE EASY TO USE AND LABELING THEM SO THAT THEY ARE EASY TO FIND AND PUT AWAY
THE THIRD PILLAR
SHINE
MEANS SWEEPING FLOORS, WIPING OFF MACHINERY, AND GENERALLY MAKING SURE EVERYTHING IN THE FACTORY STAYS CLEAN
THE FOURTH PILLAR
STANDARDIZE
IS THE METHOD YOU USE TO MAINTAIN THE FIRST THREE PILLARS- SORT, SET IN ORDER.AND SHINE.
THE FIFTH PILLAR
SUSTAIN
MEANS MAKIING A HABIT OF PROPERLY MAINTAINING CORRECT PROCEDURES.
COMMON TYPES OF RESISTANCES TO 5S IMPLEMENTATION
RESISTANCE#1
What’s so great about Sort and Set in order?
RESISTANCE#2
Why clean when it just gets dirty again?
RESISTANCE#3
Sorting and Setting in order will not boost output.
RESISTANCE#4
We already implemented Sort and Set in order
RESISTANCE#5
We did 5S years ago
RESISTANCE#6
We are too busy for 5S activities
RESISTANCE#7
Why do we need to implement the five pillars?
Benefits of 5s implementation
Personally to you
v Give you an opportunity to provide creative input regarding how your workplace should be organized and laid out and hoe your work should be done.
v Make your workplace more pleasant to work in.
v Make your job more satisfying
v Remove any obstacles and frustrations in your work
.
v Help you know what you are expected to do, and when and where you are expected to do it
v Make it easier to communicate witheveryone you work with.
Benefits of 5s implementation
To your Company
BENEFIT# 1
Zero changeovers bring product diversification.
BENEFIT# 2
Zero defects bring higher quality.
BENEFIT# 3
Zero waste brings lower costs.
BENEFIT# 4
Zero delays bring reliable deliveries.
BENEFIT# 5
Zero injuries promote safety
BENEFIT# 6
Zero breakdowns bring better equipment availability.
BENEFIT# 7
Zero complaints bring greater confidence and trust.
BENEFIT# 8
Zero Red ink brings corporate growth.
Examples of waste
The following types of waste lead to errors &defects
v Unneeded inventory create extra inventory-related costs, such as storage &management?
v Unneeded transport of parts requires extra pallets and carts.
v The large amount, the harder it is to sort out needed inventory.
v Large quantities of stocked items become obsolete due to design changes, limited shelf life &so on.
v Quality defects result from unneeded in-process inventory & machines breakdown.
v Unneeded equipment poses a daily obstacle to production activities.
v The presence of unneeded items makes designing equipment layout more difficult.
PROBLEMS AVOIDED BY IMPLEMENTING SORT
1. The factory becomes increasingly crowded and hard to work in
.
2. Lockers, shelves, and cabinets need for storage of unwanted items put wall between employees, getting in the way of communication.
3. Time is wasted on searching for the tools and parts.
4. Unneeded inventory and machinery are costly to maintain
.
5. Excess stock on hand hides other types of problems in production.
6. Unneeded items and equipment make it harder to improve the process flow?
The Red-Tagging Strategy is a simple method for identifying potentially unneeded items in the factory, evaluating their usefulness, and dealing with them appropriately.
It is simply putting Red tags on items in Factory that need to be evaluated as being necessary or unnecessary.
An Item with Red-Tag is asking three Questions
v Is this Item needed?
v If it is needed, is it needed in this quantity?
v If it is needed, does it need to be located here
After Evaluation the Item may be:
v Held in “Red-Tag Holding Area” for a period of time to see whether they are needed.
v Disposed of.
v Relocated.
v Left exactly where they are.
RED-TAG HOLDING AREAS
]
v A RED –TAG HOLDING AREA IS AN AREA SET ASIDE FOR USE IN STORING RED-TAGGED ITEMS THAT NEED FURTHER EVALUATION.
v CENTRAL RED-TAG HOLDING AREA
-TO MANAGE THE FLOW OF ITEMS THAT CANNOT OR SHOULD NOT BE DISPOSED OF BY INDIVIDUAL DEPARTMENTS.
v LOCAL RED-TAG HOLDING AREAS
-TO MANAGE THE FLOW OF RED-TAGGED ITEMS WITHIN A LOCAL DEPARTMENT OR PRODUCTION AREA.
STEPS IN RED-TAGGING
STEP1: Launch the red-Tag project.
STEP2: Identify the Red-Tag Targets
STEP3: Set Red-Tag criteria
STEP4: Make red-tags
STEP5: Attach Red-tags
STEP6: Evaluate Red-Tagged Items
STEP7: Document the results of Red-Tagging
STEP1: LAUNCH RED-TAG PROJECT
ü ORGANIZING TEAMS
ü ORGANOIZING SUPPLIES
ü ORGANIZING A TIME SCHEDULE FOR RED-TAGGING
ü SETTING ASIDE CENTRAL AND LOCAL RED-TAG HOLDING AREAS
ü PLANNING FOR DISPOSAL OF RED-TAGGED ITEMS
STEP2: IDENTIFY RED-TAG TARGETS
ü THE SPECIFIC TYPES OF ITEMS TO EVALUATE
ü THE PHYSICAL AREAS WHERE RED-TAGGING WILL TAKE PLACE
STEP3: SET RED-TAG CRITERIA
THREE MAIN FACTORS DETERMINE WHETHER AN ITEM IS NECESSARY OR NOT:
ü THE USEFULNESS OF THE ITEM TO PERFORM THE WORK AT HAND
ü THE FREQUENCY WITH WHICH IT IS NEEDED
ü THE QUANTITY OF THE ITEM NEEDED TO PERFORM THE WORK
STEP4: MAKE THE RED TAGS
VARIOUS TYPES OF INFORMATION ON RED-TAG MAY INCLUDE
-CATEGORY
-ITEM NAME AND MANUFACTURING NUMBER
-QUANTITY
-REASONS
-DIVISION.
-VALUE
-DATE
NOTE; AN EXAMPLE OF A RED-TAG IS SHOWN IN THE NEXT SLIDE.
STEP6: EVALUATE THE RED-TAGGED ITEMS
OPTIONS INCLUDE
Ø KEEP THE ITEM WHERE IT IS
Ø MOVE THE ITEM TO A NEW LOCATION IN THE WORK AREA
Ø STORE THE ITEM AWAY FROM THE WORK AREA
Ø HOLD THE ITEM IN THE RED –TAG HOLDING AREA FOR EVALUATION
Ø DISPOSE THE ITEM
Treatment Description
Throw it away Dispose of as scrap or incinerate items that are useless or unneeded for any purpose
Sell Sell off to other companies items that are useless or unneeded for any purpose
Return Return items to the supplying company
Lend it out Lend items to other sections of the company that can use item on a temporary basis
Distribute Distribute items to other part of the company that can use the item on a permanent basis
Central red-tag holding area Send items to the central red-tag holding area for redistribution, storage, or disposal
Step7: DOCUMENT THE RESULTS OF RED-
TAGGING
FOR DOCUMENTING AND REPORTING THE MOVEMENT, USE, AND THE VALUE OF MATERIAL.
TYPES OF DOCUMENTATION
Ø WRITTEN LOG-BOOK – -IN EACH DEPARTMENT
-IN THE CENTRAL RED-TAG
HOLDING AREA
Ø ENTER DATE FROM RED-TAGS INTO THE COMPUTER.
WHEN RED-TAGGING IS COMPLETED
SET IN ORDER
MEANS THAT YOU ARRANGE NEEDED ITEMS SO THAT THEY ARE EASY TO USE AND LABEL THEM SO THAT ANYONE CAN FIND THEM AND PUT THEM AWAY.
ELIMINATES MANY KINDS OF WASTE
Ø SEARCHING WASTE
Ø WASTE DUE TO DIFFICULTY IN USING ITEMS
Ø WASTE DUE TO DIFFICULTY IN RETURNING ITEMS
PROBLEMS AVOIDED BY IMPLEMENTING SET IN ORDER
1. Motion waste
2. Searching waste
3. The waste of human energy
4. The waste of Excess inventory
5. The waste of Defective products
6. The waste of Unsafe conditions
STANDARDIZATION MEANS CREATING A CONSISTENT WAY THAT TASKS AND PROCEDURES ARE CARRIED OUT.
Set in order is the core of standardization.
I
set
THE CONCEPT OF VISUAL CONTROLS
A VISUAL CONTROL IS ANY COMMUNICATION DEVICE USED IN THE WORK ENVIRONMENT THAT TELLS US AT A GLANCE HOW WORK SHOULD BE DONE.
STANDARDIZATION CAN BE IMPLEMENTED IN SUCH A WAY THAT ALL STANDARDS ARE IDENTIFIED BY VISUAL CONTOLS.
SET IN ORDER PILLAR USES VISUAL CONTROLS TO COMMUNICATE STANDARDS RELATED TO WFERE ITEMS BELONG.
HOW TO IMPLEMENT SET INORDER
STEP ONE: DECIDING APPROPRIATE LOCATIONS
Ø PRINCIPLES OF STORING JIGS, TOOLS, AND DIES TO ELIMINATE WASTE
Ø PRINCIPLES OF MOTION ECONOMY TO ELIMINATE WASTE
USING 5S MAP TO DECIDE LOCATIONS
STEP TWO: IDENTIFYING LOCATIONS
Ø THE SIGN BOARD STRTEGY
Ø PAINTING STRATEGY
Ø “AFTER 5S” MAP
Ø COLOUR CODING STRATEGY
Ø OUTLINING STRATEGY
DEFINITION OF THIRD PILLAR “SHINE”
KEEP EVERYTHING
SWEPT AND CLEAN
WHY SHINE IS IMPORTANT
Ø TURN WORKPLACES INTO CLEAN, BRIGHT PLACE WHERE WILL ENJOY WORKING
Ø KEEP EVERYTHING IN TOP CONDITION SO THAT WHEN SOMEONE NEEDS TO USE SOMETHING IT IS READY TO BE USED
CLEANING SHOULD BECOME A DEEPLY INGRAINED PART OF DAILY WORK HABIT
CLEANING SHOULD BECOME A DAILY HABIT LIKE BATHIHG
PROBLEMS AVOIDED BY IMPLEMENTING SHINE
1. WINDOWS ARE SO DIRTY THAT VERY LITTLE SUNLIGHT FILTERS THROUGH. LEADS TO POOR MORALE AND INEFFICIENT WORK
2. DEFECTS ARE LESS OBVIOUS IN DARK, MESSY FACTORIES
3. PUDDLES OF OIL AND WATER CAUSE SLIPPING AND INJURIES
4. MACHINES DO NOT RECEIVE SUFFICIENT CHECKUP MAINTENANCE AND TEND TO BREAKDOWN FREQUENTLY. THIS LEADS TO LATE DELIVERIES
5. MACHINES THAT DO NOT RECEIVE SUFFICIENT MAINTENANCE TEND TO OPERATE INCORRECTLT AT TIMES; WHICH CAN BE HAZARDOUS
6. CUTTING SHAVINGS CAN GET MIXED UP INTO PRODUCTION AND ASSEMBLY PROCESSES AND RESULT IN DEFECTS
7. CUTTING SHAVINGS CAN BLOW INTO PEOPLE’S AND CREATE INJURIES
8. FILTHY WORK ENVIRONMENTS CAN LOWER MORALE
CLEANING MEANS INSPECTION WHEN WE CLEAN AN AREA IT IS INEVITABLE THAT WE ALSO DO SOME INSPECTION OF MACHINERY, EQUIPMENT, AND WORK CONDITIONS
HOW TO IMPLEMENT SHINE
STEP 1: DETERMINE SHINE TARGETS
Warehouse items-equipment-space
STEP2: DETERMINE SHINE ASSIGNMENTS
A 5S ASSIGNMENT MAP
A 5S SCHEDULE
STEP3: DETERMINE SHINE METHODS
Ø C housing targets and tools
Ø Performing five-minute shine
Ø Creating standards for shine procedures
STEP4: PREPARE TOOLS
STEP5: START TO SHINE
Ø Sweep dirt from floor cracks, wall corners, and around pillars
Ø Wipe off dust from walls, windows, and doors
Ø Clean dirt, scraps, oil, rust, cutting shavings. Sand. Paint, and other foreign matter from all surfaces
Ø Use cleaning agents when sweeping is not enough
ONGOING INSPECTION AND MAINTENANCE OF CLEANLINESS
THE NEED FOR SYSTEMATIC CLEANING/INSPECTION
TURN” CLEANING” INTO” CLEANING/INSPECTION” ONCE
PERIODIC MAJOR CLEANUPS BECOME A HABIT
FOLLWING TYPES OF EQUIPMENT PROBLEMS FREQUENTLY EXIST IN FACTORIES
1. Oil leaks from the equipment onto the floor
2. Machines are so dirty that operators avoid touching them
3. Gauge displays and other indicators are too dirty to be read.
4. Nuts and bolts are either loose or missing.
5. Motors overheat.
6. Sparks flare from power cords.
7. V-Belts are loose or broken.
8. Some machines make strange noise.
ONGOING INSPECTION AND MAINTENANCE OF CLEANLINESS
STEPS IN CLEANING
STEP1: DETERMINE
CLEANING/INSPECTION TARGETS
Ø Machines, equipment, jigs, fixtures, dies, cutting tools, and measuring instruments
STEP2: ASSIGN CLEANLINESS/INSPECTION
JOBS
Ø Same person who operates the machine
Ø Indicate assignments on a large signboard or small signs attached to each machine
ONGOING INSPECTION AND MAINTENANCE OF CLEANLINESS
STEP3: DETERMINE CLEAN/INSPECTION
METHODS
Ø List all of the inspection items
Ø Prepare “Cleaning/Inspection” Checklist
STEP4: IMPLEMENT
CLEANING/INSPECTION
Ø Key is to all your senses to detect abnormalities. Inspection is not simply a visual activity
STEP5: CORRECT EQUIPMENT PROBLEMS
Ø Instant Maintenance
Ø Requested Maintenance
STANDARDIZE
STANDARDIZATION IS THE CONDITION THAT EXISTS WHEN THE FIRST THREE PILLARS-SORT, SET IN ORDER AND SHINE ARE PROPERLY IMPLEMENTED.
PROBLEMS AVOIDED BY IMPLEMENTING STANDARDIZE ACTIVITIES
Ø Conditions go back to their old undesirable levels even after a Company wide 5S implementation campaign
Ø At the end of the day piles of unneeded items are left from the day’s production and lie scattered around the production equipment
Ø Tool storage sites become disorganized and must be put back in order at the end of the day.
Ø Even after implementing Sort and Set in order, it does take long for office workers to start accumulating more stationery supplies than needed.
THE BASIC PURPOSE OF STANDARDIZE IS TO PREVENT SETBACKS IN FIRST THREE PILLARS, TO MAKE IMPLEMENTING THEM A DAILY HABIT, AND TO MAKE SURE THAT ALL PILLARS ARE MAINTAINED IN FULLY IMPLEMENTED STATE.
HOW TO IMPLEMENT STANDARDIZE
Ø STEP1: DECIDE WHO IS RESPONSIBLE FOR WHICH ACRTIVITIES WITH REGARD TO MAINTAINING 3S CONDITIONS
Ø STEP2: TO PREVENT BACKSLIDING, INTEGRATE 3S MAINTENANCE DUTUIES INTO REGULAR WORTK ACTIVITIES.
Ø STEP3: CHECK ON HOW WELL 3S CONDITIONS ARE MAINTAINED.
STEP1 ASSIGN RESPONSIBILITIES
EVERY ONE MUST KNOW EXACTLY WHAT THEY ARE RESPONSIBLE FOR DOING AND EXACTLY WHEN. WHERE AND HOW TO DO IT.
TOOLS FOR ASSIGNING THE 3S RESPONSIBILITIES
Ø 5S MAPS
Ø 5S SCHEDULES
Ø 5S JOB CYCLE CHARTS
STEP2: INTEGRATE 5S DUTIES INTO REGULAR WORK DUTIES
THE FIVE PILLARS-0 CENTERD ON MAINTAINING 3S CONDITIONS MUST BE PART OF THE WORK FLOW.
1. VISUAL 5S
Ø ANY ONE SHOULD BE ABLE
Ø TO DISTINGUISH BETWEEN ABNORMAL AND NORMAL CONDITIONS
Ø AT A GLANCE
VISUAL CONTROLS IS CENTRAL TO THE SUCCESFUL IMPLEMENTATION OF VISUAL 5S
HOW TO IMPLEMENT STANDARDIZE
FIVE-MINUTE 5S
SIMILAR TO FIVE MINUTE SHINE TECHNIQUE BUT EXTENDED TO ALL FIVE PILLARS RATHER THAN JUST THE THIRD
NOTE: THE TERM FIVE MINUTE USED IS A LOOSE ONE. ACTUAL TIME CAN BE THREE MINUTES, SIX MINUTES OR ANY TIME APPROPRIATE
THE POINT IS TO MAKE THE 5S WORK BRIEF, EFFICIENT, AND HABITUAL.
STEP3: CHECK ON 3S MAINTENANCE LEVEL
STANDARDIZATION-LEVEL CHECK LIST
To evaluate the Effectiveness of the maintenance activities, the evaluation ranks the SORT, SET IN ORDER AND SHINE levels on a scale of 1 to 5
5s Checklists are used to check Five- pillar levels in the factory as whole
SHOULD BE DONE ON A WEEKLY BASIS.
Take it to the next Level
PREVENTION
HOW TO IMPLEMENT STANDARDIZE
THE CONCEPT OF PREVENTION
When the same problems keep happening over and over again, it is time to take the concept of standardize to the next level: PREVENTION
THREE PREVENTIVE METHODS
Ø PREVENT UNNEEDED ITEMS FROM ACCUMULATING
Ø PREVENT THINGS FROM HAVING TO PUT BACK
Ø PREVENT THINGS FROM GETTING DIRTY
HOW TO IMPLEMENT STANDARDIZE
PREVENT UNNEEDED ITEMS FROM ACCUMULATING
(PREVENTIVE SORT PROCEDURES)
Preventive Sorting means that instead of waiting until unneeded items accumulate; we find ways to prevent their accumulation.
To achieve unbreakable sorting, we must prevent unneeded items from even entering the workplace
We must find a way to procure and produce
Ø Only those materials that are needed
Ø
Ø Only when they are needed
Ø Only in the amount they are needed
Extends to just in time manufacturing
HOW TO IMPLEMENT STANDARDIZE
PREVENT THINGS FROM HAVING TO PUT BACK
(PREVENTIVE SET IN ORDER PROCEDURES)
Preventive Setting in order means keeping Set in order procedures from breaking down. To achieve preventive setting in order, we must somehow prevent the inefficiency that results from the lack of orderly control of any specific item.
TWO WAYS TO PREVENTIVE SETTING IN ORDER
1) MAKE IT DIFFICULT TO PUT THINGS IN THE WRONG PLACE
Depends on discipline and visual controls.
2) MAKE IT IMPOSSIBLE TO PUT THONGS IN THE WRONG PLACE.
ü The 5 Why’s and 1 How approach
ü Suspension
ü Incorporation
ü Use Elimination
HOW TO IMPLEMENT STANDARDIZE 5W1H
We begin by asking “why?” at least five times to get the root of the problem. When we find the underlying cause, we ask “How?” We can fix it.
SUSPENSION
Tools are literally suspended from above, Just within
R+-each of the user a weighted pulley is used to suspend tools from an overhead rack. When the operator finishes using the tool, he merely releases it and it automatically returns to its proper storage place.
INCORPORATION
Incorporation means creating a flow of goods or operations in a factory process in which (1) jigs, tools, and measuring instruments are smoothly integrated into the process and (2) such devices are stored where they are used and therefore do not have to be returned
HOW TO IMPLEMENT STANDARDIZE USE ELIMINATION
The question is whether there is some way to serve the function of the tool without using the jig, tool, or measuring instrument. A Set in order approach that eliminates the use of a particular jig, tool, or measuring instrument is in fact unbreakable setting in order.
Three techniques for eliminating use of certain tools
Tool unification -combining the functions of two or more tools into a single tool
Tool substitution- using other than a tool to serve the tools function, thereby eliminating the tool
Method Substitution-
-We may find we can improve efficiency even more by replacing one method from another.
HOW TO IMPLEMENT STANDARDIZE
PREVENT THINGS FROM GETTING DIRTY
(PREVENTIVE SHINE PROCEDURES)
Preventive Shine procedures will prevent things from getting dirty to begin with.
To minimize the drudgery of cleaning up, the key is to treat contamination problems at their source.
USE 5W1H APPROACH FOR PREVENTING MOPPING UP OF OIL PUDDLES
1) Question: Why mop the floor every day?
Answer: Because oil collects on the floor
2) Question: Why does oil collects on the floor every day?
Answer: Because there’s a leak from the drill press machine.
3) Question: Why is there a leak from the drill press machine?
Answer: Because oil is leaking from a valve.
4) Question: Why is oil leaking from a valve?
Answer: Because it is broken.
5) Question: Why isn’t the valve been replaced?
Answer: Because we didn’t notice it was broken.
6) Question: How can w coordinate getting the valve fixed?
Answer: The maintenance team will order the part and the
Operator will replace it.
SUSTAIN
THE FIFTH PILLAR IS TO SUSTAIN. TO SUSTAIN MEANS TO MAKE A HABIT OF PROPERLY MAINTAINING CORRECT PROCEDURES.
PROBLEMS AVOIDED BY IMPLEMENTING SUSTAIN
1) Unneeded items begin piling up as soon as sorting is completed.
2) No matter how well Set in order is planned and implemented, tools and jigs do not get returned to their designated places after use.
3) No matter how dirty equipment becomes, little or nothing is done to clean it.
4) Items are let protruding into walkways, causing people to trip and injured.
5) Dirty machines start to malfunction and produce defective goods.
6) Dark, dirty, disorganized workplaces lower workers morale.
WHY SUSTAIN IS IMPORTANT
LEADERSHIP BY MANAGEMENT IS ESSENTIAL
HOW TO IMPLEMENT SUSTAIN
CREATING CONDITION FOR SUSTAIN
AWARENESS: Understand what the five pillars are and how important it is to sustain them
TIME : Provide enough time to perform
5s implementation.
STRUCTURE: Structure for implementation of 5s activities
SUPPORT : Support the efforts of everyone in terms of acknowledgement, leadership, and resources.
SATIFACTION AND EXCITEMENT
Needs to be fun and excitement
For everyone in the company.
ROLES IN IMPLEMENTATION
ROLE OF MANAGEMENT
¨ Educating all employees about 5S concepts, tools, and techniques.
¨ Creating teams for implementation
¨ Allowing time for implementation and creating schedules for the work
¨ Providing resources for 5S implementation such as supplies
¨ Acknowledging and supporting 5S efforts
¨ Encouraging creative involvement by all workers. Listening to their ideas, and acting on them.
¨ Creating both tangible and intangible rewards for 5S efforts
¨ Promoting ongoing 5S efforts
ROLE OF MANAGERS
¨ Improving the quality and efficiency of their own work
¨ Teaching by example
¨ Demonstrating the company’s commitment to 5S implementation
HOW TO IMPLEMENT SUSTAIN
ROLE OF EVERY INDIVIDUAL IN THE ORGANIZATION
1.Continuing to learn more about 5S implementation
2.Helping your to educate your colleagues about the 5S
3.Being enthusiastic about 5S implementation
4.Helping to promote 5S implementation efforts
5.Taking initiative to figure out ways to implement the five pillars
In you own work on a daily basis
6.Asking your Manager or Supervisor for the support or
Resources for implementation
7.Participating fully in company 5S implementation efforts
8.Bringing your creative ideas for promoting or implementing the
Five pillars
9.Paricipating fully in the company 5S promotion efforts
HOW TO IMPLEMENT SUSTAIN
TOOLS AND TECHNIQUES FOR TO SUSTAIN 5S IMPLEMENTATION
¨ 5S SLOGANS
¨ 5S POSTERS
¨ 5S PHOTO EXIHIBITS AND STORYBOARDS
¨ 5S NEWSLETTERS
¨ 5S MAPS
¨ 5S POCKET MANUALS
¨ 5S DEPARTMENT STORES
¨ 5S MONTHS
HOW TO IMPLEMENT 5S
5S IS
TEAMWORK
I
WE
HOW TO IMPLEMENT 5S
TEN COMMANDMENTS-FOR CONTINOUS IMPROVEMENT
v THROW OUT TIRED-OLD PRODUCTION METHODS.
v THINK OF WAYS TO MAKE IT WORK-NOT WHY’T IT WON’T.
v DEAL WITH CURRENT CONDITIONS –DO NOT MAKE EXCUSES.
v DON’T EXPECT PERFECTION- 50% IS FINE AT THE BEGINNING
v CORRECT MISTAKES IMMEDIATELY.
v DON’T SPEND LOT OF MONEY IMPROVEMENTS.
v WISDOM GROWS OUT OF DIFFICULTY.
v ASK WHY AT LEAST 5 TIMES TO FIND THE REAL CAUSE.
v BETTER THE WISDOM OF TEN PEOPLE THAN THE KNOWLEDGE OF ONE.
v IMPROVEMENTS ARE UNLIMITED.
From India, Mumbai
95S by Rockman
5S STEPS
ü SEIRI > SORT
(ORGANIZATION)
ü SEITON > SET IN ORDER
(ORDERLINESS)
ü SEISO > SHINE
(CLEANLINESS)
ü SEIKETSU > STANDARDIZE
(STANDARDIZED CLEANUP)
ü SHITSUKE > SUSTAIN
(DISCIPLINE)
WHY SHOULD WE IMPLEMENT 5S
A neat and clean factory has higher productivity
A neat and clean factory produces fewer defects
A neat and clean factory meets delivery deadlines better
A neat and clean factory is a much safer place to work
THE FIRST PILLAR:
SORT
MEANS THAT YOU REMOVE ALL ITEMS FROM THE WORKPLACE THAT ARE NOT NEEDED FOR CURRENT PRODUCTION
THE SECOND PILLAR:
SET IN ORDER
CAN BE DEFIFINED AS ARRANGING NEEDED ITEMS SO THAT THEY ARE EASY TO USE AND LABELING THEM SO THAT THEY ARE EASY TO FIND AND PUT AWAY
THE THIRD PILLAR
SHINE
MEANS SWEEPING FLOORS, WIPING OFF MACHINERY, AND GENERALLY MAKING SURE EVERYTHING IN THE FACTORY STAYS CLEAN
THE FOURTH PILLAR
STANDARDIZE
IS THE METHOD YOU USE TO MAINTAIN THE FIRST THREE PILLARS- SORT, SET IN ORDER.AND SHINE.
THE FIFTH PILLAR
SUSTAIN
MEANS MAKIING A HABIT OF PROPERLY MAINTAINING CORRECT PROCEDURES.
COMMON TYPES OF RESISTANCES TO 5S IMPLEMENTATION
RESISTANCE#1
What’s so great about Sort and Set in order?
RESISTANCE#2
Why clean when it just gets dirty again?
RESISTANCE#3
Sorting and Setting in order will not boost output.
RESISTANCE#4
We already implemented Sort and Set in order
RESISTANCE#5
We did 5S years ago
RESISTANCE#6
We are too busy for 5S activities
RESISTANCE#7
Why do we need to implement the five pillars?
Benefits of 5s implementation
Personally to you
v Give you an opportunity to provide creative input regarding how your workplace should be organized and laid out and hoe your work should be done.
v Make your workplace more pleasant to work in.
v Make your job more satisfying
v Remove any obstacles and frustrations in your work
.
v Help you know what you are expected to do, and when and where you are expected to do it
v Make it easier to communicate witheveryone you work with.
Benefits of 5s implementation
To your Company
BENEFIT# 1
Zero changeovers bring product diversification.
BENEFIT# 2
Zero defects bring higher quality.
BENEFIT# 3
Zero waste brings lower costs.
BENEFIT# 4
Zero delays bring reliable deliveries.
BENEFIT# 5
Zero injuries promote safety
BENEFIT# 6
Zero breakdowns bring better equipment availability.
BENEFIT# 7
Zero complaints bring greater confidence and trust.
BENEFIT# 8
Zero Red ink brings corporate growth.
Examples of waste
The following types of waste lead to errors &defects
v Unneeded inventory create extra inventory-related costs, such as storage &management?
v Unneeded transport of parts requires extra pallets and carts.
v The large amount, the harder it is to sort out needed inventory.
v Large quantities of stocked items become obsolete due to design changes, limited shelf life &so on.
v Quality defects result from unneeded in-process inventory & machines breakdown.
v Unneeded equipment poses a daily obstacle to production activities.
v The presence of unneeded items makes designing equipment layout more difficult.
PROBLEMS AVOIDED BY IMPLEMENTING SORT
1. The factory becomes increasingly crowded and hard to work in
.
2. Lockers, shelves, and cabinets need for storage of unwanted items put wall between employees, getting in the way of communication.
3. Time is wasted on searching for the tools and parts.
4. Unneeded inventory and machinery are costly to maintain
.
5. Excess stock on hand hides other types of problems in production.
6. Unneeded items and equipment make it harder to improve the process flow?
The Red-Tagging Strategy is a simple method for identifying potentially unneeded items in the factory, evaluating their usefulness, and dealing with them appropriately.
It is simply putting Red tags on items in Factory that need to be evaluated as being necessary or unnecessary.
An Item with Red-Tag is asking three Questions
v Is this Item needed?
v If it is needed, is it needed in this quantity?
v If it is needed, does it need to be located here
After Evaluation the Item may be:
v Held in “Red-Tag Holding Area” for a period of time to see whether they are needed.
v Disposed of.
v Relocated.
v Left exactly where they are.
RED-TAG HOLDING AREAS
]
v A RED –TAG HOLDING AREA IS AN AREA SET ASIDE FOR USE IN STORING RED-TAGGED ITEMS THAT NEED FURTHER EVALUATION.
v CENTRAL RED-TAG HOLDING AREA
-TO MANAGE THE FLOW OF ITEMS THAT CANNOT OR SHOULD NOT BE DISPOSED OF BY INDIVIDUAL DEPARTMENTS.
v LOCAL RED-TAG HOLDING AREAS
-TO MANAGE THE FLOW OF RED-TAGGED ITEMS WITHIN A LOCAL DEPARTMENT OR PRODUCTION AREA.
STEPS IN RED-TAGGING
STEP1: Launch the red-Tag project.
STEP2: Identify the Red-Tag Targets
STEP3: Set Red-Tag criteria
STEP4: Make red-tags
STEP5: Attach Red-tags
STEP6: Evaluate Red-Tagged Items
STEP7: Document the results of Red-Tagging
STEP1: LAUNCH RED-TAG PROJECT
ü ORGANIZING TEAMS
ü ORGANOIZING SUPPLIES
ü ORGANIZING A TIME SCHEDULE FOR RED-TAGGING
ü SETTING ASIDE CENTRAL AND LOCAL RED-TAG HOLDING AREAS
ü PLANNING FOR DISPOSAL OF RED-TAGGED ITEMS
STEP2: IDENTIFY RED-TAG TARGETS
ü THE SPECIFIC TYPES OF ITEMS TO EVALUATE
ü THE PHYSICAL AREAS WHERE RED-TAGGING WILL TAKE PLACE
STEP3: SET RED-TAG CRITERIA
THREE MAIN FACTORS DETERMINE WHETHER AN ITEM IS NECESSARY OR NOT:
ü THE USEFULNESS OF THE ITEM TO PERFORM THE WORK AT HAND
ü THE FREQUENCY WITH WHICH IT IS NEEDED
ü THE QUANTITY OF THE ITEM NEEDED TO PERFORM THE WORK
STEP4: MAKE THE RED TAGS
VARIOUS TYPES OF INFORMATION ON RED-TAG MAY INCLUDE
-CATEGORY
-ITEM NAME AND MANUFACTURING NUMBER
-QUANTITY
-REASONS
-DIVISION.
-VALUE
-DATE
NOTE; AN EXAMPLE OF A RED-TAG IS SHOWN IN THE NEXT SLIDE.
STEP6: EVALUATE THE RED-TAGGED ITEMS
OPTIONS INCLUDE
Ø KEEP THE ITEM WHERE IT IS
Ø MOVE THE ITEM TO A NEW LOCATION IN THE WORK AREA
Ø STORE THE ITEM AWAY FROM THE WORK AREA
Ø HOLD THE ITEM IN THE RED –TAG HOLDING AREA FOR EVALUATION
Ø DISPOSE THE ITEM
Treatment Description
Throw it away Dispose of as scrap or incinerate items that are useless or unneeded for any purpose
Sell Sell off to other companies items that are useless or unneeded for any purpose
Return Return items to the supplying company
Lend it out Lend items to other sections of the company that can use item on a temporary basis
Distribute Distribute items to other part of the company that can use the item on a permanent basis
Central red-tag holding area Send items to the central red-tag holding area for redistribution, storage, or disposal
Step7: DOCUMENT THE RESULTS OF RED-
TAGGING
FOR DOCUMENTING AND REPORTING THE MOVEMENT, USE, AND THE VALUE OF MATERIAL.
TYPES OF DOCUMENTATION
Ø WRITTEN LOG-BOOK – -IN EACH DEPARTMENT
-IN THE CENTRAL RED-TAG
HOLDING AREA
Ø ENTER DATE FROM RED-TAGS INTO THE COMPUTER.
WHEN RED-TAGGING IS COMPLETED
SET IN ORDER
MEANS THAT YOU ARRANGE NEEDED ITEMS SO THAT THEY ARE EASY TO USE AND LABEL THEM SO THAT ANYONE CAN FIND THEM AND PUT THEM AWAY.
ELIMINATES MANY KINDS OF WASTE
Ø SEARCHING WASTE
Ø WASTE DUE TO DIFFICULTY IN USING ITEMS
Ø WASTE DUE TO DIFFICULTY IN RETURNING ITEMS
PROBLEMS AVOIDED BY IMPLEMENTING SET IN ORDER
1. Motion waste
2. Searching waste
3. The waste of human energy
4. The waste of Excess inventory
5. The waste of Defective products
6. The waste of Unsafe conditions
STANDARDIZATION MEANS CREATING A CONSISTENT WAY THAT TASKS AND PROCEDURES ARE CARRIED OUT.
Set in order is the core of standardization.
I
set
THE CONCEPT OF VISUAL CONTROLS
A VISUAL CONTROL IS ANY COMMUNICATION DEVICE USED IN THE WORK ENVIRONMENT THAT TELLS US AT A GLANCE HOW WORK SHOULD BE DONE.
STANDARDIZATION CAN BE IMPLEMENTED IN SUCH A WAY THAT ALL STANDARDS ARE IDENTIFIED BY VISUAL CONTOLS.
SET IN ORDER PILLAR USES VISUAL CONTROLS TO COMMUNICATE STANDARDS RELATED TO WFERE ITEMS BELONG.
HOW TO IMPLEMENT SET INORDER
STEP ONE: DECIDING APPROPRIATE LOCATIONS
Ø PRINCIPLES OF STORING JIGS, TOOLS, AND DIES TO ELIMINATE WASTE
Ø PRINCIPLES OF MOTION ECONOMY TO ELIMINATE WASTE
USING 5S MAP TO DECIDE LOCATIONS
STEP TWO: IDENTIFYING LOCATIONS
Ø THE SIGN BOARD STRTEGY
Ø PAINTING STRATEGY
Ø “AFTER 5S” MAP
Ø COLOUR CODING STRATEGY
Ø OUTLINING STRATEGY
DEFINITION OF THIRD PILLAR “SHINE”
KEEP EVERYTHING
SWEPT AND CLEAN
WHY SHINE IS IMPORTANT
Ø TURN WORKPLACES INTO CLEAN, BRIGHT PLACE WHERE WILL ENJOY WORKING
Ø KEEP EVERYTHING IN TOP CONDITION SO THAT WHEN SOMEONE NEEDS TO USE SOMETHING IT IS READY TO BE USED
CLEANING SHOULD BECOME A DEEPLY INGRAINED PART OF DAILY WORK HABIT
CLEANING SHOULD BECOME A DAILY HABIT LIKE BATHIHG
PROBLEMS AVOIDED BY IMPLEMENTING SHINE
1. WINDOWS ARE SO DIRTY THAT VERY LITTLE SUNLIGHT FILTERS THROUGH. LEADS TO POOR MORALE AND INEFFICIENT WORK
2. DEFECTS ARE LESS OBVIOUS IN DARK, MESSY FACTORIES
3. PUDDLES OF OIL AND WATER CAUSE SLIPPING AND INJURIES
4. MACHINES DO NOT RECEIVE SUFFICIENT CHECKUP MAINTENANCE AND TEND TO BREAKDOWN FREQUENTLY. THIS LEADS TO LATE DELIVERIES
5. MACHINES THAT DO NOT RECEIVE SUFFICIENT MAINTENANCE TEND TO OPERATE INCORRECTLT AT TIMES; WHICH CAN BE HAZARDOUS
6. CUTTING SHAVINGS CAN GET MIXED UP INTO PRODUCTION AND ASSEMBLY PROCESSES AND RESULT IN DEFECTS
7. CUTTING SHAVINGS CAN BLOW INTO PEOPLE’S AND CREATE INJURIES
8. FILTHY WORK ENVIRONMENTS CAN LOWER MORALE
CLEANING MEANS INSPECTION WHEN WE CLEAN AN AREA IT IS INEVITABLE THAT WE ALSO DO SOME INSPECTION OF MACHINERY, EQUIPMENT, AND WORK CONDITIONS
HOW TO IMPLEMENT SHINE
STEP 1: DETERMINE SHINE TARGETS
Warehouse items-equipment-space
STEP2: DETERMINE SHINE ASSIGNMENTS
A 5S ASSIGNMENT MAP
A 5S SCHEDULE
STEP3: DETERMINE SHINE METHODS
Ø C housing targets and tools
Ø Performing five-minute shine
Ø Creating standards for shine procedures
STEP4: PREPARE TOOLS
STEP5: START TO SHINE
Ø Sweep dirt from floor cracks, wall corners, and around pillars
Ø Wipe off dust from walls, windows, and doors
Ø Clean dirt, scraps, oil, rust, cutting shavings. Sand. Paint, and other foreign matter from all surfaces
Ø Use cleaning agents when sweeping is not enough
ONGOING INSPECTION AND MAINTENANCE OF CLEANLINESS
THE NEED FOR SYSTEMATIC CLEANING/INSPECTION
TURN” CLEANING” INTO” CLEANING/INSPECTION” ONCE
PERIODIC MAJOR CLEANUPS BECOME A HABIT
FOLLWING TYPES OF EQUIPMENT PROBLEMS FREQUENTLY EXIST IN FACTORIES
1. Oil leaks from the equipment onto the floor
2. Machines are so dirty that operators avoid touching them
3. Gauge displays and other indicators are too dirty to be read.
4. Nuts and bolts are either loose or missing.
5. Motors overheat.
6. Sparks flare from power cords.
7. V-Belts are loose or broken.
8. Some machines make strange noise.
ONGOING INSPECTION AND MAINTENANCE OF CLEANLINESS
STEPS IN CLEANING
STEP1: DETERMINE
CLEANING/INSPECTION TARGETS
Ø Machines, equipment, jigs, fixtures, dies, cutting tools, and measuring instruments
STEP2: ASSIGN CLEANLINESS/INSPECTION
JOBS
Ø Same person who operates the machine
Ø Indicate assignments on a large signboard or small signs attached to each machine
ONGOING INSPECTION AND MAINTENANCE OF CLEANLINESS
STEP3: DETERMINE CLEAN/INSPECTION
METHODS
Ø List all of the inspection items
Ø Prepare “Cleaning/Inspection” Checklist
STEP4: IMPLEMENT
CLEANING/INSPECTION
Ø Key is to all your senses to detect abnormalities. Inspection is not simply a visual activity
STEP5: CORRECT EQUIPMENT PROBLEMS
Ø Instant Maintenance
Ø Requested Maintenance
STANDARDIZE
STANDARDIZATION IS THE CONDITION THAT EXISTS WHEN THE FIRST THREE PILLARS-SORT, SET IN ORDER AND SHINE ARE PROPERLY IMPLEMENTED.
PROBLEMS AVOIDED BY IMPLEMENTING STANDARDIZE ACTIVITIES
Ø Conditions go back to their old undesirable levels even after a Company wide 5S implementation campaign
Ø At the end of the day piles of unneeded items are left from the day’s production and lie scattered around the production equipment
Ø Tool storage sites become disorganized and must be put back in order at the end of the day.
Ø Even after implementing Sort and Set in order, it does take long for office workers to start accumulating more stationery supplies than needed.
THE BASIC PURPOSE OF STANDARDIZE IS TO PREVENT SETBACKS IN FIRST THREE PILLARS, TO MAKE IMPLEMENTING THEM A DAILY HABIT, AND TO MAKE SURE THAT ALL PILLARS ARE MAINTAINED IN FULLY IMPLEMENTED STATE.
HOW TO IMPLEMENT STANDARDIZE
Ø STEP1: DECIDE WHO IS RESPONSIBLE FOR WHICH ACRTIVITIES WITH REGARD TO MAINTAINING 3S CONDITIONS
Ø STEP2: TO PREVENT BACKSLIDING, INTEGRATE 3S MAINTENANCE DUTUIES INTO REGULAR WORTK ACTIVITIES.
Ø STEP3: CHECK ON HOW WELL 3S CONDITIONS ARE MAINTAINED.
STEP1 ASSIGN RESPONSIBILITIES
EVERY ONE MUST KNOW EXACTLY WHAT THEY ARE RESPONSIBLE FOR DOING AND EXACTLY WHEN. WHERE AND HOW TO DO IT.
TOOLS FOR ASSIGNING THE 3S RESPONSIBILITIES
Ø 5S MAPS
Ø 5S SCHEDULES
Ø 5S JOB CYCLE CHARTS
STEP2: INTEGRATE 5S DUTIES INTO REGULAR WORK DUTIES
THE FIVE PILLARS-0 CENTERD ON MAINTAINING 3S CONDITIONS MUST BE PART OF THE WORK FLOW.
1. VISUAL 5S
Ø ANY ONE SHOULD BE ABLE
Ø TO DISTINGUISH BETWEEN ABNORMAL AND NORMAL CONDITIONS
Ø AT A GLANCE
VISUAL CONTROLS IS CENTRAL TO THE SUCCESFUL IMPLEMENTATION OF VISUAL 5S
HOW TO IMPLEMENT STANDARDIZE
FIVE-MINUTE 5S
SIMILAR TO FIVE MINUTE SHINE TECHNIQUE BUT EXTENDED TO ALL FIVE PILLARS RATHER THAN JUST THE THIRD
NOTE: THE TERM FIVE MINUTE USED IS A LOOSE ONE. ACTUAL TIME CAN BE THREE MINUTES, SIX MINUTES OR ANY TIME APPROPRIATE
THE POINT IS TO MAKE THE 5S WORK BRIEF, EFFICIENT, AND HABITUAL.
STEP3: CHECK ON 3S MAINTENANCE LEVEL
STANDARDIZATION-LEVEL CHECK LIST
To evaluate the Effectiveness of the maintenance activities, the evaluation ranks the SORT, SET IN ORDER AND SHINE levels on a scale of 1 to 5
5s Checklists are used to check Five- pillar levels in the factory as whole
SHOULD BE DONE ON A WEEKLY BASIS.
Take it to the next Level
PREVENTION
HOW TO IMPLEMENT STANDARDIZE
THE CONCEPT OF PREVENTION
When the same problems keep happening over and over again, it is time to take the concept of standardize to the next level: PREVENTION
THREE PREVENTIVE METHODS
Ø PREVENT UNNEEDED ITEMS FROM ACCUMULATING
Ø PREVENT THINGS FROM HAVING TO PUT BACK
Ø PREVENT THINGS FROM GETTING DIRTY
HOW TO IMPLEMENT STANDARDIZE
PREVENT UNNEEDED ITEMS FROM ACCUMULATING
(PREVENTIVE SORT PROCEDURES)
Preventive Sorting means that instead of waiting until unneeded items accumulate; we find ways to prevent their accumulation.
To achieve unbreakable sorting, we must prevent unneeded items from even entering the workplace
We must find a way to procure and produce
Ø Only those materials that are needed
Ø
Ø Only when they are needed
Ø Only in the amount they are needed
Extends to just in time manufacturing
HOW TO IMPLEMENT STANDARDIZE
PREVENT THINGS FROM HAVING TO PUT BACK
(PREVENTIVE SET IN ORDER PROCEDURES)
Preventive Setting in order means keeping Set in order procedures from breaking down. To achieve preventive setting in order, we must somehow prevent the inefficiency that results from the lack of orderly control of any specific item.
TWO WAYS TO PREVENTIVE SETTING IN ORDER
1) MAKE IT DIFFICULT TO PUT THINGS IN THE WRONG PLACE
Depends on discipline and visual controls.
2) MAKE IT IMPOSSIBLE TO PUT THONGS IN THE WRONG PLACE.
ü The 5 Why’s and 1 How approach
ü Suspension
ü Incorporation
ü Use Elimination
HOW TO IMPLEMENT STANDARDIZE 5W1H
We begin by asking “why?” at least five times to get the root of the problem. When we find the underlying cause, we ask “How?” We can fix it.
SUSPENSION
Tools are literally suspended from above, Just within
R+-each of the user a weighted pulley is used to suspend tools from an overhead rack. When the operator finishes using the tool, he merely releases it and it automatically returns to its proper storage place.
INCORPORATION
Incorporation means creating a flow of goods or operations in a factory process in which (1) jigs, tools, and measuring instruments are smoothly integrated into the process and (2) such devices are stored where they are used and therefore do not have to be returned
HOW TO IMPLEMENT STANDARDIZE USE ELIMINATION
The question is whether there is some way to serve the function of the tool without using the jig, tool, or measuring instrument. A Set in order approach that eliminates the use of a particular jig, tool, or measuring instrument is in fact unbreakable setting in order.
Three techniques for eliminating use of certain tools
Tool unification -combining the functions of two or more tools into a single tool
Tool substitution- using other than a tool to serve the tools function, thereby eliminating the tool
Method Substitution-
-We may find we can improve efficiency even more by replacing one method from another.
HOW TO IMPLEMENT STANDARDIZE
PREVENT THINGS FROM GETTING DIRTY
(PREVENTIVE SHINE PROCEDURES)
Preventive Shine procedures will prevent things from getting dirty to begin with.
To minimize the drudgery of cleaning up, the key is to treat contamination problems at their source.
USE 5W1H APPROACH FOR PREVENTING MOPPING UP OF OIL PUDDLES
1) Question: Why mop the floor every day?
Answer: Because oil collects on the floor
2) Question: Why does oil collects on the floor every day?
Answer: Because there’s a leak from the drill press machine.
3) Question: Why is there a leak from the drill press machine?
Answer: Because oil is leaking from a valve.
4) Question: Why is oil leaking from a valve?
Answer: Because it is broken.
5) Question: Why isn’t the valve been replaced?
Answer: Because we didn’t notice it was broken.
6) Question: How can w coordinate getting the valve fixed?
Answer: The maintenance team will order the part and the
Operator will replace it.
SUSTAIN
THE FIFTH PILLAR IS TO SUSTAIN. TO SUSTAIN MEANS TO MAKE A HABIT OF PROPERLY MAINTAINING CORRECT PROCEDURES.
PROBLEMS AVOIDED BY IMPLEMENTING SUSTAIN
1) Unneeded items begin piling up as soon as sorting is completed.
2) No matter how well Set in order is planned and implemented, tools and jigs do not get returned to their designated places after use.
3) No matter how dirty equipment becomes, little or nothing is done to clean it.
4) Items are let protruding into walkways, causing people to trip and injured.
5) Dirty machines start to malfunction and produce defective goods.
6) Dark, dirty, disorganized workplaces lower workers morale.
WHY SUSTAIN IS IMPORTANT
LEADERSHIP BY MANAGEMENT IS ESSENTIAL
HOW TO IMPLEMENT SUSTAIN
CREATING CONDITION FOR SUSTAIN
AWARENESS: Understand what the five pillars are and how important it is to sustain them
TIME : Provide enough time to perform
5s implementation.
STRUCTURE: Structure for implementation of 5s activities
SUPPORT : Support the efforts of everyone in terms of acknowledgement, leadership, and resources.
SATIFACTION AND EXCITEMENT
Needs to be fun and excitement
For everyone in the company.
ROLES IN IMPLEMENTATION
ROLE OF MANAGEMENT
¨ Educating all employees about 5S concepts, tools, and techniques.
¨ Creating teams for implementation
¨ Allowing time for implementation and creating schedules for the work
¨ Providing resources for 5S implementation such as supplies
¨ Acknowledging and supporting 5S efforts
¨ Encouraging creative involvement by all workers. Listening to their ideas, and acting on them.
¨ Creating both tangible and intangible rewards for 5S efforts
¨ Promoting ongoing 5S efforts
ROLE OF MANAGERS
¨ Improving the quality and efficiency of their own work
¨ Teaching by example
¨ Demonstrating the company’s commitment to 5S implementation
HOW TO IMPLEMENT SUSTAIN
ROLE OF EVERY INDIVIDUAL IN THE ORGANIZATION
1.Continuing to learn more about 5S implementation
2.Helping your to educate your colleagues about the 5S
3.Being enthusiastic about 5S implementation
4.Helping to promote 5S implementation efforts
5.Taking initiative to figure out ways to implement the five pillars
In you own work on a daily basis
6.Asking your Manager or Supervisor for the support or
Resources for implementation
7.Participating fully in company 5S implementation efforts
8.Bringing your creative ideas for promoting or implementing the
Five pillars
9.Paricipating fully in the company 5S promotion efforts
HOW TO IMPLEMENT SUSTAIN
TOOLS AND TECHNIQUES FOR TO SUSTAIN 5S IMPLEMENTATION
¨ 5S SLOGANS
¨ 5S POSTERS
¨ 5S PHOTO EXIHIBITS AND STORYBOARDS
¨ 5S NEWSLETTERS
¨ 5S MAPS
¨ 5S POCKET MANUALS
¨ 5S DEPARTMENT STORES
¨ 5S MONTHS
HOW TO IMPLEMENT 5S
5S IS
TEAMWORK
I
WE
HOW TO IMPLEMENT 5S
TEN COMMANDMENTS-FOR CONTINOUS IMPROVEMENT
v THROW OUT TIRED-OLD PRODUCTION METHODS.
v THINK OF WAYS TO MAKE IT WORK-NOT WHY’T IT WON’T.
v DEAL WITH CURRENT CONDITIONS –DO NOT MAKE EXCUSES.
v DON’T EXPECT PERFECTION- 50% IS FINE AT THE BEGINNING
v CORRECT MISTAKES IMMEDIATELY.
v DON’T SPEND LOT OF MONEY IMPROVEMENTS.
v WISDOM GROWS OUT OF DIFFICULTY.
v ASK WHY AT LEAST 5 TIMES TO FIND THE REAL CAUSE.
v BETTER THE WISDOM OF TEN PEOPLE THAN THE KNOWLEDGE OF ONE.
v IMPROVEMENTS ARE UNLIMITED.
From India, Mumbai
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