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5 S – A Program To Improve Project
- 1. 5S – A Program to Improve Project Performance Venue: Project Site Office – LSI 3 Project Date : October 10, 2006
- 4. So, What’s good in it? page Before we answer . . .
- 5. Why 5S? page Look Familiar?
- 7. page Remove waste Implement so that ‘waste becomes visible to facilitate waste removal’ Waste = Current work – money generating work From current work remove work that does not generate money
- 8. 5S page A program to help us improve project performance
- 9. Let ’ s begin … . 4 2 1 3 5S
- 11. Promotion of 5S page (1) SEIRI (Sort) Dispose what is not needed (2) SEITON (set in order) Can retrieve when required (3) SEISOU (Shine) Make the workplace clean (4) SEIKETSU (Standard) Standardized the solution (5) SHITSUKE (Discipline) Develop customs that allow practice of regulations and rules
- 13. page SEIRI (Sort) refers to: Distinguishing between necessary things and unnecessary things and getting rid of what you do not need Stratify Steps Dispose Assign fixed place
- 15. page
- 16. page
- 21. INTERACTIVE BIT page Give me three examples of areas that could benefit from sorting
- 23. page Make it compact SEITON (Set in order) refers to : Implementing functional storage by deciding correct placement method and layout so that the required objects can be quickly used what it is required Assign fixed places and fixed quantity Steps
- 25. Decision standards for fixed positions page (1) Where it will be used Clarification of usage objective and place (2) Where it will be placed Near where it will be used so that work can be done while walking. Stand-up operations (3) How much will be placed Maximum, Minimum, Order point (4) How will it be placed Easy to place, Easy to remove (one-touch operation) (5) Indication of placing location Coloring, boundaries (6) Recognize visually Illustrative indication, component name indication, Quantity indication (7) Stagnating time is visible First in- First out, Recognize by observing placement date (8) Decide person in-charge of supervision Indicate person responsible
- 29. page Examples of tools arrangement (Seiton)
- 32. INTERACTIVE BIT page Give me three examples of areas that could benefit from systematic arrangement/
- 34. page Take action to prevent dirtiness and its occurrence SEISO (Shine, cleaning) refers to : Removal of dirt and by investigating source of dirt preparing countermeasures Identify source of occurrence Steps
- 36. page Meaning Cleaning trash, filth, dust and other foreign matter. Cleaning as a form of Inspection. Activity - Keep workplace spotlessly clean - Inspection while cleaning - Finding minor problems with cleaning inspection Success - Reduction in machine down time Indicator - Reduction in no. of accidents SEISO – SHINE - CLEANING
- 37. INTERACTIVE BIT page Give me three examples of areas that could benefit from cleaning.
- 38. page Make abnormalities visible in management points SEIKETSU (Standardization ) refers to: Standardization of 5S through ‘visual management’ Grasp vital points for management Steps
- 40. Points for Visual Management page (1) Recognize well even from a distance (2) There are indicators on items to be managed (3) Whether good or bad is clear, and anybody can point out (4) Anybody can use, and convenient if used (5) Anybody can follow and repair quickly (6) Use of tools leads to neatness
- 42. page Meaning Setting up standards / Norms for a neat, clean, workplace and details of how to maintain the norm (Procedure) Activity - Innovative visual management - Color coding - Early detection of problem and early action Success - Increase in 5S indicator Indicator SEIKETSU - STANDARDIZING
- 43. INTERACTIVE BIT page Give example of how to make the practice become standard.
- 44. page Innovate to ensure observance SHITSUKE (Sustain ) refers to: Preparation of workplace atmosphere where visual management is properly observed Check state of observance of standardization of 5S Steps
- 46. Shitsuke = Self Discipline page We need everyone to maintain 5S guidelines. To maintain DISCIPLINE , we need to practice and repeat until it becomes a way of life . Discipline is the Core of 5S
- 48. page Meaning Every one sticks to the rule and makes it a habit Activity - Participation of everyone in developing good habits - Regular audits and aiming for higher level Success - High employee morale Indicator - Involvement of all people SHITSUKE - SUSTAIN
- 51. page Elimination of Waste
- 52. page 5 S Implementation Plan Systematic Organization Cleanliness Visual Placement Standardization Progressive Enhancements 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 Step 6 Verification of Effectiveness
- 53. 5S Audit page Conduct an audit to measure improvement
- 57. Countdown begins now … . 4 2 1 3 5S
Notas del editor
- The primary focus of 5S is the elimination of wastes in the work environment that result from unorganized, unclean material, tools, machines, desks, inventories, aisles,walkways, storage locations. 5S provides a structured methodical approach towards this goal.
- Introduction Popularized by Hiroyuki Hirano (1990). The origin is rooted in the works of two American pioneers Frederick W. Taylor and Henry Ford – Studied by Japanese managers 5S is a system to reduce waste and optimize productivity through maintaining an orderly workplace and using visual cues to achieve more consistent operational results. Implementation of this method "cleans up" and organizes the workplace basically in its existing configuration, and it is typically the first lean method which organizations implement. The 5S pillars, Sort ( Seiri ), Set in Order ( Seiton ), Shine ( Seiso ), Standardize ( Seiketsu ), and Sustain ( Shitsuke ), provide a methodology for organizing, cleaning, developing, and sustaining a productive work environment. In the daily work of a company, routines that maintain organization and orderliness are essential to a smooth and efficient flow of activities. This lean method encourages workers to improve their working conditions and helps them to learn to reduce waste, unplanned downtime, and in-process inventory. A typical 5S implementation would result in significant reductions in the square footage of space needed for existing operations. It also would result in the organization of tools and materials into labeled and color coded storage locations, as well as "kits" that contain just what is needed to perform a task. 5S provides the foundation on which other lean methods, such as TPM , cellular manufacturing , just-in-time production , and six sigma can be introduced.
- It is difficult and confusing to decide which would be wanted in future. People tend to keep extras or duplicates “just in case a need comes in future” Sort. Sort, the first S, focuses on eliminating unnecessary items from the workplace that are not needed for current production operations. An effective visual method to identify these unneeded items is called "red tagging", which involves evaluating the necessity of each item in a work area and dealing with it appropriately. A red tag is placed on all items that are not important for operations or that are not in the proper location or quantity. Once the red tag items are identified, these items are then moved to a central holding area for subsequent disposal, recycling, or reassignment. Organizations often find that sorting enables them to reclaim valuable floor space and eliminate such things as broken tools, scrap, and excess raw material. People do not realize the importance of space, believing in unlimited space availability.
- Set In Order. Set In Order focuses on creating efficient and effective storage methods to arrange items so that they are easy to use and to label them so that they are easy to find and put away. Set in Order can only be implemented once the first pillar, Sort, has cleared the work area of unneeded items. Strategies for effective Set In Order include painting floors, affixing labels and placards to designate proper storage locations and methods, outlining work areas and locations, and installing modular shelving and cabinets.
- Shine. Once the clutter that has been clogging the work areas is eliminated and remaining items are organized, the next step is to thoroughly clean the work area. Daily follow-up cleaning is necessary to sustain this improvement. Working in a clean environment enables workers to notice malfunctions in equipment such as leaks, vibrations, breakages, and misalignments. These changes, if left unattended, could lead to equipment failure and loss of production. Organizations often establish Shine targets, assignments, methods, and tools before beginning the shine pillar.
- Standardize. Once the first three 5S's have been implemented, the next pillar is to standardize the best practices in the work area. Standardize, the method to maintain the first three pillars, creates a consistent approach with which tasks and procedures are done. The three steps in this process are assigning 5S (Sort, Set in Order, Shine) job responsibilities, integrating 5S duties into regular work duties, and checking on the maintenance of 5S. Some of the tools used in standardizing the 5S procedures are: job cycle charts, visual cues (e.g., signs, placards, display scoreboards), scheduling of "five-minute" 5S periods, and check lists. The second part of Standardize is prevention - preventing accumulation of unneeded items, preventing procedures from breaking down, and preventing equipment and materials from getting dirty.
- Sustain. Sustain, making a habit of properly maintaining correct procedures, is often the most difficult S to implement and achieve. Changing entrenched behaviors can be difficult, and the tendency is often to return to the status quo and the comfort zone of the "old way" of doing things. Sustain focuses on defining a new status quo and standard of work place organization. Without the Sustain pillar the achievements of the other pillars will not last long. Tools for sustaining 5S include signs and posters, newsletters, pocket manuals, team and management check-ins, performance reviews, and department tours. Organizations typically seek to reinforce 5S messages in multiple formats until it becomes "the way things are done." Proper discipline keeps the 5S circle in motion.
- This matrix identifies the first 4 steps in the 5S program and their related wastes and deliverables. This justifies the previous emphasis that 5S eliminates non-value added activities and creates opportunity to increase profits !
- Listed above is the implementation plan for a 5S program. Each step is explained on the upcoming slides.
- A further breakdown of the continual improvement tools for Six Sigma and Kaizen, indicating the importance of waste elimination & 5S in Kaizen efforts.
- Another comparative analysis showing the major steps in each of a Six Sigma and a Kaizen Program and that the primary focus of 5S is process related i.e. not only to the processes of cleaning,organizing etc. associated wtih5S, but also the work processes of documentation,selling,purchasing,manufacturing,distribution and integration of these with5S processes.