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5S and the Visual Workplace
- 1. 5S and the Visual Workplace
- 2. 5S and the Visual Workplace Set in order If in doubt…move it out!!
- 3. Global Vision Engaging all employees by providing a foundation for a culture of Continuous Improvement by delivering a standardized global 5S process
- 4. What Is 5S ? A process and method for creating and maintaining a safe, organized, clean, high-performance workplace A conditioning discipline for continuous improvement Creates a workplace that quickly identifies problems It is everyone’s responsibility and everyone has a role in its success
- 5. The Origin of 5S Level 1: Seiri (say ree)Seiri (say ree) – Segregate & Discard Level 2: Seiton (say ton)Seiton (say ton) – Arrange & Identify Level 3: Seiso (say so)Seiso (say so) – Clean & Inspect Daily Level 4: SeiketsuSeiketsu (say ket sue)(say ket sue) – Revisit Frequently Level 5: ShitsukeShitsuke (she soo ke)(she soo ke) – Motivate To Sustain
- 6. Basic Objectives of 5S Create a clean, safe, well organized work environment Create a structured and predictable workplace Promote a culture of self-discipline Entrench waste elimination in daily activities Enhance productivity and on time deliveries Improve quality of products Make visibility management possible Reduce time looking for things Reduce travel distance and unnecessary motion Reduce inefficiency due to clutter in key work areas
- 7. Benefits of the 5S’s Higher quality Zero defects Lower costs Zero waste Reliable deliveries Zero delays Improved safety & morale Zero injuries Higher available rate Zero breakdowns
- 8. Typical Tangible 5S Improvements Reduction in accidents 70% Productivity increase 15% Defect reduction 60% Increase in available floor space 30% Reduction in WIP 50% Customer satisfaction 15%
- 9. 5S and the Visual Workplace Level 1: Sort Clearly distinguishing between 1. What is needed and to be kept 2. What is unneeded and to be discarded
- 10. 5S and the Visual Workplace Level 2: Set in Order Applying Order to the way needed items are kept so that anyone can find and use them easily (10 sec rule)
- 11. 5S and the Visual Workplace Level 3: Shine Keeping floors and equipment in good condition To see abnormalities at a glance
- 12. 5S and the Visual Workplace Level 4: Standardize Sort, Set in order and Shine are being maintained YES = 1(Evident) NO = 0(NotEvident) SelectOne BoxOnly-EachLine AddTotalofAllColumns Weighted Scoring 1 0 Category ITEM YES NO ACTIONREQUIRED Ifin doubtmove itout!! Area free ofpersonal items Area free ofunnecessary tools/equipment/Supplies /WIP(please list specifics)Necessary items are in theircorrectlocation Emergency and safety equipmentis in area: (please listspecifics) No red tagged items are outside 24hr cool offperiod Only currentand relevantpaperwork is stored in work area Aplace for everything! Tools and equipmentare identified shadowed and labeled Supplies such as pallets,totes,carts,fans,barrels,etc.and WIPare foot printed and labeled,minimum and maximum quantities identified.(please list Push buttons,switches,gauges clearly labeled and identified to shownormal conditions (please listspecifics) Scrapers,shovels,brooms,squeegees are hung,shadowed orlabeled (please listspecifics) Items are putaway afteruse. Emergency and safety equipmentis clearly marked,unobstructed andat pointofuse.(please listspecifics) Walkways and forklifttraffic areas are clearly identifiedand marked with proper warning signs,safety information,emergency exits,etc. Cleaning chemicals are stored in secure location (please listspecifics) Flammable subsatances are storedin fire proofcontainer (please list specifics) Existing footprinting,labeling,shadowing,is in good condition See it….Clean it!!! No items are on the floor or leaning onwalls,chairs,orwork stations Tables,tool and control cabinets are clean and free ofdustand debris (please listspecifics) Tools,carts,racks,bins,and machinery are clean and working properly (please listspecifics) Paperwork is in good order,keptclean and protected from dirt Only currentand relevantpaperwork is stored in work area. All performance andinformation boards are neatand tidy WORKPLACE 5S AUDIT - [AREA] Setin Order Sort Shine Date: Area: Auditor/s:
- 13. 5S and the Visual Workplace Level 5: Sustain Sort, Set in Order, Shine, Standardize are part of everyday culture Set in order 5S Committee Facilitator Facilitator Facilitator Facilitator Area Reps Area Reps Area Reps Area Reps
- 14. Inventory Organization Systems Inventory items Cannot be used or unlikely to be used Can be used Rarely used Occasionally used Often used • Defective goods and dead inventory that will not be used • Used about twice a year • Used once every 1 or 2 months • Used about once a week • Used every hour or every day • Discard • Remove from area and store (Archive) • Store near process where used • Store near operation where used • Keep close at hand at all times
- 15. Red Tagging A methodology to enable us to identify unnecessary items and safely remove them from the local work place. The fundamental tool to successful implementation of 1st and 2nd S Unnecessary items often regarded as personal possessions It is not always easy to identify waste in the factory Waste is often looked at but ignored as it is seen as normal
- 16. Red Tagging A decision making process to ensure that “Required items” are not accidentally discarded Why the colour Red? Red is conspicuous (Easy to see) Red is the colour of stop lights Red identifies a hazard or danger Red in Japanese means “Dirt”
- 17. Red Tagging Red tagging criteria The criteria will differ from factory to factory In less controlled factories, Red tags are applied to all items that are not needed for the next months production schedule In more controlled factories, Red tags are applied to all items that are not required for the next weeks schedule The immediate criteria needs to be decided before commencing the Red tagging process.
- 18. Red Tagging The red tag strategy Step 1 – Establish red tag teams Step 2 – Attach red tags Step 3 – Collect and remove (If possible) unneeded / useless items and put into red tag area Step 4 – Store and dispose of unneeded / useless items Step 5 – Report and follow up on disposal results
- 19. Red Tagging Step 1 – Establish Red tag teams Employees from all areas to make red tag decisions Teams should have 5 members which include some members who have no knowledge of the area
- 20. Red Tagging Step 2 – Attach red tags Establish red tag targets
- 21. Red tagging log Tag No Category Tag date Item description Qty Action required P 1 Tools 24-08 Wire cutters 5 Reduce qty & in store storage Document used to track disposition of red tagged items
- 22. Red Tagging Step 3 – Collect and remove (If possible) unneeded / useless items and put into Red tag area Definition: The red tag area is a 24hr cooling off area where items whose disposition can be decided which prevents necessary items accidentally being discarded (Unless a decision cannot be made) All items that are Red tagged (to be discarded or location improved) if possible should be moved into the red tag area Designate an owner for the red tag area Only the designated owner of the red tag area can remove items from the red tag area
- 23. Safety when sorting •Remember: if weight is more than 15 kgs, ask for help •Adopt the right position when lifting any weight
- 24. Red Tagging Define location for red tag area Can be against a wall or on a red pallet but must be highly visible Agree on an owner for the red tag area Should be somebody that will ensure the log sheet is filled out and that the items are disposed of properly Place Red tag log in the Red tag area To demonstrate items that are tagged and in the area Red Tag area owner
- 25. Red Tagging Step 4 – Store and dispose of unneeded / useless items Treatment methods for unneeded items Treatment Description Discard (Reduce inventory) Dispose of as scrap items that are useless or unneeded for any purpose Sell / Transfer (Reduce inventory) Sell off to other departments items that are useless or unneeded for any purpose Return Return items to their previous owner or to where they were previously purchased (unprocessed inventory can be returned to the supplier) Lend out Send items to other sections / areas that can use them Change location (Long term storage) Move items to another specified storage site (Long / medium time storage) Point Of Use (POU) Storage (In cell / area storage) Return items in better order or apply Set in order to improve storage method and then store the items.
- 26. Red Tagging Step 5 – Report and follow up on disposal results Review all red tag logs As part of the daily SQDC board walk Confirm disposition of needed / unneeded items Ensure all unneeded items have been disposed of in correct manner Ensure that all required items have been allocated a home at POU (Point of Use)
- 27. Red Tagging Pit falls of red tagging: 1. Being too hesitant when red tagging 2. Spending too long red tagging items 3. Not setting a target for red tag application 4. Not breaking large areas down into smaller red tag areas 5. Not tagging needed items as well as unneeded items.
- 28. Level 1 Exercise Establish a Red Tag area for the targeted site Divide the group into two sub groups Designate a leader for each sub group Review the process and the Red Tag items Complete a “red tag log sheet” Suggest the method of disposition of items identified Designate an owner for the red tag area responsible for disposition
Notas del editor
- 5S is a continuous process, it’s not something we do every week, it is something we do every minute of every day, it becomes our culture and the way we work. Any abnormalities outside the standard should be dealt with on a minute by minute basis. Once we start the cycle we continue the cycle.
- Before starting the work shop, Construct a flip chart to ask the following: Name, Years service, Job title, How will 5S help them to do their daily tasks more efficiently ( Re-visit the chart after the 2 day workshop) This will help to generate conversation and also start to help the team members to think about 5S as part of what they do daily. Ask the following questions to establish an understanding of the level of engagement in the room. Also take them through expectations for the workshop. Why are you here? Why do you think you are here? to learn about 5S Why do you need to learn about 5S? We demand a premium price for our products based on the quality of what we sell, this is far higher than our competitors, 5S will help us to maintain that margin through the process improvements and discipline. 5S is the foundation of continuous improvement We are implementing 5S as a business tool and foundation to CI sustainment, it involves very high standards, a lot of discipline and needs time to ensure it is maintained. It is something to be done everyday to become a way of life. It will create a more efficient, high performing, visual work force. 10 second rule – shouldn’t take anyone more than 10 seconds to find something Sort - get rid, find right place Set in order – put in order, make visible, label Shine – clean and inspect Standardise – processes, regularly auditied Sustain – keep it up
- The MCE vision is based on creating a culture of continuous improvement, standardized work, and executional excellence. This, the McCain values/principles/behaviours and spanning capabilities form the foundation of work to come. O Loss; Gap analysis= systemic way to uncover losses, 5S = everything fit for use, Problem Solving = get to root cause The pillars describe the areas of capability required for repeatability and sustainability. They are developed and employed according to size of gap, business priority, and capability required. Developed in Chicago in December, this shows the key pillars in MCE. The target is in the roof – profitable growth and to win we need zero loss (no defects, no product on floor, no machine breakdowns) which needs 100% engagement – time spent ensuring zero loss. What happens if a house has a dodgy foundation - it crumbles, falls apart Therefore foundations must be strong and 5S is a key stone in the foundations strength.
- Everyone in the business will go through the 5S process, all 20,000 employees. Launched in UK last February with a view that all employees at all levels will take part and own the 5S process at all levels It is a global work stream which is very much managed at local level by people on the shop floor and is a major implementation tool to enhance distributed network leadership.
- Think about it, how are we going to have the discipline to maintain standard work or deal with abnormalities if we don’t have the discipline to maintain a clean and organized workplace. Why would we want a workplace that identifies problems quickly? Lead into next slide…”why implement 5S ?” Kaizen is a change for good, it is 2 separate Japanese words – Kai and Zen. If there is no foundation, we can’t sustain the benefits of Kaizen activities. 5S is part of the Kaizen process. If we have the discipline to sustain 5S, we have the discipline to sustain continuous improvement. It is very demanding and takes a lot of discipline and commitment and because of its discipline is the hardest of all lean tools to sustain which is why it is a conditioning discipline for kaizen What happens if you walk past something on the floor? Do you leave it for someone else to pick up? What does that say? It says this is acceptable and it becomes the standard, How you present yourself is how others will present themselves. 5S helps us to set the standard and expectations of all employees.
- The term 5S comes from 5 Japanese words that begin with the letter “S.” Don’t worry about these words. This will be the only time the Japanese terms will be used. It’s important to understand the origin and why it’s called 5S. From here on we’ll stick with the English translations of these terms.
- Discuss the slide questions asking for examples of how 5S creates the 7 answers. How does 5S create a proper environment for Standard work? Confirm that everyone understand what standard work is? - About how we do tasks on a day to day basis - If we always clean the floors, they will always be clean - If we ensure no spillages, then we have no spillages - All tools back to shadow boards, all desks clear And -It’s how we perform our tasks, in the same way and with the same time taken. 5S is the pre-requisite for perfect quality. Q - How does 5S improve quality? - By improving machine conditions and applying standard work it will help to eliminate errors. If the standards are right, the quality is right. How does 5S encourage visual control? – a place for everything and everything in it’s place If I have to ask questions as to what goes where when I enter a department, it’s a sign of bad 5S How does 5S help identify waste? - Eliminates non value added activities and ensures product and equipment is at point of use 5S has a high value on safety – things stored in a safe place, nothing in walkways, all clearly identified. How does 5S promote employee satisfaction? - if everything in it’s correct place, environment is clean and organized, bright and clear it creates a nicer place to work and causes less frustrations.
- It’s a simple process. Level 1 – it’s about removing all unnecessary items and items whose location can be improved to create space to put required items back at point of use.
- Level 2 - Once decks are cleared, put back what you need and apply an order using the 10 second rule when at point of item required. This requires good visual management and discipline.
- Level 3 - Ensuring floors are clean, well swept, tools back on shadow boards, no spillages, so that you could “eat off the floor”.
- Level 4 - We only audit the first 3 S’s – these give the real benefits. 4th and 5th are about standardizing the process and sustaining the gains. Need to ensure the first 3 S’s are maintained at the handover of shifts which will enhance through regular review of our weekly 5S audit score.
- Now we have put Level 1, 2, 3 and 4 in place we move on to Level 5 – Sustain. We need to make sure we sustain all benefits and gains of first 4 S’s – we do this by creating a 5S structure to involve all employees from the shop floor, offices and management. The only exposure to 5S that most employees have experienced is through our 5-day Kaizens and our MDI’s. Our biggest challenge is sustaining the gains. The following slides will demonstrate a robust 5S structure that will help to sustain the gains from this workshop and create a culture of 5S in our day to day lives.
- The 2nd area we will focus on is Inventory. This again falls into 2 categories – Can be used and cannot be used If inventory falls into the cannot be used category. It should be removed from the area and if necessary discarded If it can be used, it will fall into 3 categories: Rarely used – a couple of times through the year but should not be stored in the production area. Occasionally used – more frequently than rarely used but not used on a daily / weekly basis – should be stored near the process Often used – What is required to achieve a weekly production schedule on a daily demand basis – should be stored near the operation where used and pulled into production on demand.
- Red tagging is our key fundamental process to allow us to clearly identify what we need to perform our tasks and what should be left in our working areas Red tagging should be done every day and should be incorporated as part of our daily function Red tagging is a decision making process used to prevent items / tooling or inventory that may be required at a later date from being discarded Red tagging Involves other people and allows others to make key decisions about their processes Unnecessary items are often regarded as personal possessions, People think they need personal possessions, do they really? i.e. calendars, photos – do these assist them in doing their daily tasks? We are here to supply customers, if they are not required to achieve production demands, then they should be discarded or removed. Someone may have their own specialty made tool, if it works and does the job, it should be available for everyone to use, it becomes a standard tool Throw away anything that is obviously of no use rather than applying a red tag, but don’t try and move large pieces of equipment that will need 8 people to lift, red tag instead and leave in location. Waste is not always easy to identify in the factory, as we get used to seeing it and walk past it every day it becomes the norm and is regarded as an acceptable standard by all. We need open minds in order to identify what we really need and use – if there are any doubts at all as to whether we need it, we red tag it and have the discussions. It is very hard to change our mindset and sometimes difficult for people to understand why we need to change, this is down to a culture that has developed over the years of focusing on achieving customer demand at all cost. 5S will help us to achieve our customer demand by improving overall performance whilst establishing a clean working environment
- Note: At this slide, Introduce a red tag to each member of the team and talk through the bullet points on the slide. Take the time to emphasis the visibility of a red tag when displayed on an item that is going through the decision process.
- Note: At this slide, discuss what the plant production schedule is based on ie: daily, weekly or monthly demand. What ever the decision is, this will be applied when deciding what is required when performing the red tagging exercise. Ie: If the production plan is based on a weekly schedule, then everything not required to complete the weekly schedule should be red tagged and moved from the area.
- The red tag strategy compiles of 5 steps: Establishing red tag teams Attaching red tags Collect and remove (If possible) unneeded / useless items and put into red tag area Storing and disposing of unneeded / useless items Reporting and following up on red tagged items We are going to go through each of the stages 1 by 1 (try not to get into details of these at this time since you will cover these steps in the following slides)
- Step 1: When establishing red tag teams, be mindful of ensuring that we have team members from different parts of the business as well as from the area of the workshop. Team members should have sufficient knowledge of the area to be able to make decisions on difficult items. Note: If you have sufficient members in the team to enable you to split the team into 2 groups of at least 4 in a group, then decide with the team who is going to be in what team and what areas within the Workshop area is each team going to look at. Appoint a team leader for each team and make them responsible for leading their team through the red tag process. Give them the red tag log and ask each team member to feed back to the team leader any item that they have tagged.
- Note: Re-iterate the 2 key areas we will be focusing on (Items that cannot be used or are unlikely to be used) but also ensure that items that can be used and who’s location can be improved are also part of the red tagging exercise. If you find items that can be used but are in the wrong place, red tag. Don’t tag everything on a shelf or cupboard, just one tag for the shelf or cupboard is enough.
- Note: Talk the team through completing the red tag and transferring the information onto the red tag log. Notify the team that the red tag log should be the working document that has a record of the number of red tags completed and the status of their completion. The red tag log should be displayed at the red tag area and 1 person should be allocated responsibility for its status. If the item cannot be moved to the red tag area use another tag and record the same information to bring to the red tag area.
- Red tag area: Explain to the team that the red tag area is a cooling off zone that allows 24hrs for the correct disposition to be decided for the red tagged item. If after 24 hrs, a decision cannot be made then the item should be removed from the red tag log and added to the kaizen newspaper. The red tag area should be visited on a shift by shift basis by the owner or their shift counterpart and should also be included as part of the morning SQDC board walk. Only the owner of the red tag area can remove items from the red tag area, or tags from items or update the red tag log. Use the red tag log sheet for action items instead of creating another Kaizen newspaper. Any items that are in the area longer than 24hrs must have a decision made by the SQDC board walk team. If no decision is made, then an owner in the board walk team must be allocated to see the item through to conclusion. It is the owners role to visit each day, to look at the log and decide what to do with items – only they can take items out.
- Everyone in the business will go through the 5S process, all 20,000 employees. Launched in UK last September with a view that all employees at all levels will take part and own the 5S process at all levels It is a global work stream which is very much managed at local level by people on the shop floor and is a major implementation tool to enhance distributed network leadership.
- Red tag area: Emphasize that the red tag area must be in an area that is highly visible – Ask the team why this is important If not already decided, get the team to go out on the process and decide an area for the red tag area to be located Ask the team to decide who the owner of the red tag area should be. This can either be an individual or a level of individuals ie: Charge hand / supervisor/ shift manager.
- There are many ways in which items that have been red tagged can be treated. They can be disposed, sold, returned to where they came from, lent out to other areas, there location can be changed or they can be re-instated in the area at point of use. All red tagged items must fall under 1 of the 6 categories demonstrated in this slide.
- It is the responsibility of the red tag area owner and the SQDC board walk team to ensure that all red tagged items are suitably actioned. They must be visited on a day to day basis and as area employees, we must ensure that the red tagging protocol is followed. POU – storing parts at point of use near workstation.
- These are some of the reasons why red tagging will fail: Being too hesitant when Red tagging – If in doubt RED TAG it. If you follow the protocol, the correct decision will be made Spending too long red tagging items – Blitz the area, don’t spend any longer than 1 hour looking for items to red tag – Remember, this process should now become part of how we work on a day by day basis but there still may be a need to have the occasional red tagging blitz. Not setting a target for red tag application – If blitzing the area, give each team member 4 tags, this keeps the work load after the blitz manageable Not breaking large areas down into smaller red tag gable areas – If the area is too large, you will lose focus of what we are trying to achieve and the process will become unmanageable. Not Tagging needed items as well as unneeded items – Red tagging is the fundamental process to ensure a successful application of the 1st S, don't loose sight that we are not only red tagging items that can potentially be discarded but we are also red tagging items whose location inside or outside of the selected area can be improved.
- 1st Level exercise Facilitator note: Ensure that the Red tag area has been identified and is clearly visible with ownership. If the team is greater than 6, split the team into 2 teams and appoint a team leader Give each team leader enough tags for each of their team members to have 4 tags each. Give the team leader the red tag log sheet and a clip board Ensure that the team uses metal detectable cable ties to attach the tag to the items Ensure that all team members have metal detectable pens Re-confirm with the team what the objective is : To red tag any item that is determined as not required to complete the week’s schedule (If weekly is the agreed criteria in slide #20 )or any item whose location can be improved. Ensure all tags are correctly completed and importantly have a number. Re-confirm that everybody understands what the objective is. Give them 1 hour to complete the red tagging exercise. Tag number should correspond to the team. Ex, team A tag A-1 and team B tag B-1. On there return, ask the team leaders from each group to identify what items have been red tagged and what the recommended disposition is. Discuss this with the other team. Then ask each team to construct an action plan based on Tag#, Red tagged item, Disposition, who, when and status (PDCA) The target is to complete as many of the red tagged items before the end of the 2nd day. DO NOT SEND THE TEAM OUT AT THIS POINT TO START TO DEAL WITH THE ITEMS. TO DO THIS CORRECTLY, THEY WILL NEED TO GO THROUGH THE 2ND S MODULE TO DECIDE WHERE SOME OF THE RED TAGGED ITEMS CAN BE RELOCATED. Every tag must have a number. You will keep the bottom half, top half on item, cupboard or shelf. Transfer everything from tag on to tag log. Each team leader is in charge of their team’s tag log. What are we red tagging? - items not used or not going to be used - anything out of place Any questions? - what do we tie our tags with – metal detectable cable for factories