5 s

5S

THE SECRET TO JAPANESE SUCCESS

• WHAT PROBLEMS DO U COMMONLY ENCOUNTER AT YOUR WORKPLACE

• HIGH ABSENTEEISM• HIGH TURNOVER• DEMOTIVATED EMPLOYEES• DISORDERED/ CLUTTERED

ENVIRONMENT• MISTAKES/ERRORS

Poor workplace organisation

• Does any of this look familiar?

• What issues would result?

Office:

3

Impact of poor organisationTypical issues:• untidy, clutter, obstacles to workflow• poor image• time wasted searching for things• plant and equipment not positioned to support efficient working• damaged materials• over production/over ordering• potential health and safety issues• poor housekeeping• difficult to ‘see’ the status of things — stock levels• would create inefficiency or waste• impacts on other processes

4

Possible workplace organisation projects

There are many ways in which the organisation of a workplace can be improved through the use of a variety of tools:

•works planning and programming •layouts and flow (spaghetti) diagrams•standardising work operations•process mapping

But one tool has been specifically designed to improve this and is known as 5C/5S.

5

5C/5S

The first ‘building block’ of lean/continuous improvement

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5C/5S definition

• A structured method for achieving, maintaining and improving the standard setup, organisation, layout and control of a work area, so as to ensure safe and efficient operations with minimum waste.

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5S • HOUSEKEEPING TECHNIQUE• PRODUCTIVITY AND SAFETY

• ENHANCEMENT TECHNIQUE

IDEA BEHIND 5S

• IN ORDER TO ACHIEVE HIGH LEVELS OF QUALITY, SAFETY,AND PRODUCTIVITY, WORKERS MUST HAVE A CONDUCIVE WORKING ENVIRONMENT

WHAT IS 5S?

• Developed by the Japanese

• Housekeeping System

• Helps Create a Better Working Environment and a Consistently High Quality Process

THE 5S PRINCIPLES

• SEIRI – Organisation/Sort out

• SEITON – Orderliness/Systemize

• SEISO – The Cleaning/Shining

• SEIKETSU – STANDARDIZE

• SHITSUKE - Sustain/Discipline

5C / 5S

The original Japanese 5Ss have been adopted and adapted by Western industries. The translations and basic meanings are shown in the table.

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The purpose of 5C/5S

• to improve the organisation and working standards of the work environment

• to create a work environment that supports safe working practices, right first time quality and efficient, productive working

• to provide the basis for other ‘building blocks’

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Health and safety and the 5C/5S process

• Carry out a health and safety risk assessment in the work area.• What are the hazards within the target area?• Ensure that all health and safety requirements are met and

understood by everyone involved in the process improvement activity.

• Identify and provide the necessary personal protective equipment.

• Does the team require any further health and safety training?

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5S is short for: Sort, Set in Order, Shine, Standardize and Sustain

5S represents 5 disciplines for maintaining a visual workplace (visual controls and information systems).

These are foundational to Kaizen (continuous improvement) and a manufacturing strategy based "Lean Manufacturing" (waste removing) concepts.

5S is one of the activities that will help ensure our company’s survival.

5S1. Sort - All unneeded tools, parts and supplies are

removed from the area 2. Set in Order - A place for everything and everything is

in its place 3. Shine - The area is cleaned as the work is performed 4. Standardize - Cleaning and identification methods are

consistently applied 5. Sustain - 5S is a habit and is continually improved Also - Work areas are safe and free of hazardous or dangerous conditions

Some New Words

Red Tag-Process for tagging, removing and disposing of items not needed in the work area.

Lean Manufacturing-concepts that seek continuous improvement by removing waste in processes

Some Japanese words:

Kaizen-(pronounced “ki zen”) - improvement

Kaizen Event and 5S Event-Planned improvements to a specific area or process (usually take 3 to 5 days).

5S Events focus on making 5S improvements.

Muda-(pronounced “moo da”) - waste

Gemba-(pronounced “gim ba”) - workplace

New Words - ContinuedKanban-(pronounced “kon bon”) - Pull type inventory control system. Items are only produced to meet customer needs. The request to produce more is signaled from an upstream operation and/or customer orders.

Value Stream Map - A diagram of all processes needed to make and deliver the product to the customer.

OTHER PROBLEM SOLVING TOOLS

TOC-Short for Theory of Constraints. Problem solving and constraint management methods. Use the 5 Step form of TOC to solve problems that you will encounter in your continuous improvement efforts.

DISCOVERY OF 5S• Thirty years ago researchers started

studying the secret of success of Japanese manufacturing companies

• 5S turned out to be the most impressive "secret"

• The factories were so well organized that abnormal situations were readily apparent

• Equipments were so clean and well maintained that any problem such as a loose bolt or leaking oil could be easily seen

• This passion of cleanliness and orderliness became a hallmark of Japanese organizations

ADVANTAGES OF 5S

• If tools and materials are conveniently located in uncluttered work areas

• Operators spend less time looking for items

• This leads to higher workstation efficiency, a fundamental goal in mass production

ADVANTAGES OF 5S

• A clean and tidy workplace leads to

greater well being and increased

motivation

• Company image improves

• Health and Safety is ensured

• Machine maintenance

• Quality

• Productivity

• Lean Manufacturing

ADVANTAGES OF 5S

• RESULTS IN A PLACE EASIER TO MANAGE• SMOOTH WORKING NO OBSTRUCTION• NO DEVIATION, NO PROBLEMS

• B/C EVERYONE KNOWS WHERE THE THINGS ARE SPPOSEDF TO BE

ADVANTAGES OF 5S

• TIME SAVING • QUICK RETRIEVAL• ACCIDENTS & MISTAKES MINIMIZED• INCREASES SPACE• CREATES WORKPLACE OWNERSHIP

ADVANTAGES OF 5S• FOUNDATION OF ALL QC TOOLS• CONTINUOUS QUALITY IMPROVEMENT• LEAN MANUFACTURING• KINDERGARTEN OF QUALITY TOOLS & TECHNIQUES• VISUAL CONTROL TO SEE THE ABNORMALITIES• SIMPLE SIGNALS THAT PROVIDE AN

UNDERSTANDING OF THE CONDITION( NORMAL/ ABNORMAL)

• A LOOK AT THE PROCESS REVEALS ITS DIRECTION (RIGHT/WRONG)

KINTERGARTEN OF ALL THE QC TOOLS

• 5S IS THE STARTING POINT OF ALL THE QC TOOLS

• COULD BE SAID AS THE PRE- REQUISITE OF ALL QC TOOLS

Some 5S Examples

Before 5S

After 5S - Cleaned, organized and drawers labeled (less time and frustration hunting)

Customer Service Center Before 5S:

Service Center After 5S:5S Kaizen

Workshop resulted in identifying

9, 300 excess filefolders

Copy Center

Moving the printer next to the half-wall eliminated the necessity for employees to walk inside the area

Which has more wastewith associated tasks

or

#1

#2

#2#1

#2

The winner is……..

We start with 5S for common areas to learn about waste….

Tackling the hidden waste in business systems is much more difficult………..

1.Sort and 2.Set in Order

See the difference?

1. Sort - All unneeded tools, parts and supplies are removed from the area

2. Set in Order - A place for everything and everything is in its place

‘You can’t see the wood for the trees’

• Remove those items from the workplace that are not essential to enable the work activity to be carried out.

1. Clear-out/sort

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1. Clear-out/sort• Clear-out/sort non-essential items (eg tools, equipment,

inventory, paper, rubbish, furniture).

• By being present, such non-essential items:• create clutter• can create unsafe working conditions• take up space• can hinder efficient operations• often will be moved from one place to the next• can hide other problems within the work place

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• Designate an area to which all items will be cleared to.• Direct the team on health and safety considerations and how

the activity will be run.• Log all items as they are cleared from the work area.• Red-tag any items that are in a poor condition.

1. Clear-out/sort — how do we do it?

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1. Clear-out/sort — how do we do it?

• As items are cleared/sorted, and prior to putting back into the work environment, ‘clean and check’:

• Make sure the work area and necessary items in as-new condition

— health and safety— efficient operation— makes problems visible

• Set the standard condition• Red-tag any items that are in a poor state of repair, etc

Check the condition of all items being put back.

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1. Clear-out/sort

5C/5S applied to an office work area

5C/5S applied to a construction site stores

In one such clear-out activity in a small office area, 12 bin sacks were filled with unnecessary

items!38

2. Configure/straighten (Set in Order)

The orderly organisation of those items that are necessary to complete the work activity, in a way that ensures safe and efficient operations, which can be repeated with minimal waste.

‘A place for everything and everything in its place’

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2. Configure/straighten (Set in Order) — how do we do it?1. Identify where to locate each necessary item:

• Establish where best to place or store an item, to support efficient work activity.

• Think about how often the item is used.• Consider safe working and minimise bending, reaching,

twisting, etc.• Consider the whole work area and the location of items to

fit with the typical work pattern — aim to support efficient workflow.

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• One step rule:Ideally nothing stored more than a step away.Improve efficiency by eliminating time lost looking for items.

• 30 second rule:Organise workplace to allow any tool, information or material to be located and retrieved within 30 seconds. This includes computer files!

• 45 degree rule:Immediate work area layout to minimise twisting.

• Strike zone rule:Store things above the knees and below the chest.

• The higher the pounds, the closer to the knuckles:Locate heavy items to eliminate bending, stooping or unnecessary arm movements during lifting.

Criteria to help effective configuring

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2. Configure/straighten — how do we do it?2. Use visual methods to clearly show where each item should

be located:• labels showing name, ID number, etc• shadow boards• floor tape, painted lines and footprints• colour coding

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2. Configure/straighten — how do we do it?

3. Establish ways, preferably visual methods, to manage the replenishment of regularly used items including materials and consumables:

• determine the lead times for replenishment• set and clearly shown maximum storage quantities and the

point at which an item needs to be re-ordered (ie the minimum level or re-order point)

• min-max labelling• two-bin replenishment system — when the first bin

is emptied this is the signal to refill it

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2. Configure/straightenA configured/straightened site:• racked-out• stored items have a designated location• locations are labelled:

— description— part/order number— min and max storage quantities

• area is clean and tidy• lighting helps to improve the storage

environment and standard• What impression does this give?• Would you waste time searching for the

item you want?

Sets the standard for workplace layout and organisation

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Configure — before and after

• items stored with no defined location

• What is the stock status?

• items have clearly defined locations

• labels used to indicate what should be at each location and the storage quantities

Configuring an office stationery cupboard

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5S Examples - Shine

3. Shine - The area is cleaned as the work is performed (best) and\or there is a routine to keep the work area clean.

3. Clean and check/shine

• Clean and check (or shine), is used to ensure that items are clean and ready to be used. Regular, ideally daily, ‘clean and check’ activities are carried out to maintain the 5C standards for cleanliness and workplace organisation.

Keep things clean and in good working order

Clean — on the surface! Check — uncover the problems

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• Undertake regular ‘clean and check’ activities.• Ensure that items are clean and ready to be used — ‘as new’:

• identify any abnormal conditions (red-tag)• items missing, damaged or broken

• Check for safe operating conditions.• Maintain the 5C/5S standards for cleanliness and workplace

organisation.


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• Regular clean and check activity, carried out by the people who operate within the workplace, will create ownership and make people aware of any issues.

• Aim to make the cleaning activity part of every day’s work.• On-site, work areas should be tidied and any rubbish disposed

of.– If done every day, it becomes normal practice.– Clean-up by trades as they finish a job must be enforced, so

that any wasted time experienced by follow-on trades will be minimised.


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• should include the area as well as the tools, equipment and plant to be used

• When checking tools, equipment and plant ask:—Is it in good repair?—Is it fit for purpose?—Does the condition pose a risk to either health and safety or

quality?• If an issue is found, TAG IT!


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Putting our hands onto and cleaning this motor, we found:


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•It is important that where any items have been identified with issues, the resolution of these is effectively managed.

•A commonly applied 5C/5S practice is the use of ‘red-tagging’.

Managing any identified issues

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Tagging procedure

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3. Clean and check/shine — red-tagging•Red tags are used to provide a visual indicator of an abnormal

condition.•Brief details of the issue and possible countermeasure are logged. •Each red tag is given a unique number to enable recording and

tracking of issues.•The red tag is tied to the item that has the issue.

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Red tag issues

• Log all red tag occurrences on a red tag action log sheet.• Prioritise each red tag issue according to the severity of the

issue and/or urgency required for resolution:– A simple system is to categorise an issue as either low,

medium or high.– Use an agreed severity rating scale.

Effective resolution and management

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3. Clean and check/shine — red tag log sheetA red tag log sheet is used to track the progress of resolving red-tag issues.

Severity

(H, M, L)ProgressCause Action Owner

Target Date

Location Tag No. Issue / ProblemDate

Logged

5C / 5S Red Tag Log SheetLocation: Activity Owner:

5S Examples - Standardize

4. Standardize - Cleaning and identification methods are consistently applied

Departments have weekly 5S tours

Every job has duties that use Sort, Set in Order and Shine

We all have common duties to do our part to keep all areas of the plant in shape - breakroom, restrooms, locker area, parking lot, etc

4. Conformity / StandardizeThe process of setting the 5C/5S standards and making them easy to maintain by using simple systems and processes.

• It can prove difficult to maintain the 5C/5S standard that has been set during the first three 5Cs/5Ss.

• The use of forms, diagrams, checklists and clearly defined roles and responsibilities will help ensure that everyone in the work area can maintain the 5C/5S standard.

• It is important that this information is effectively communicated to people within the work area and to those people who interact with the work area.

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4. Conformity / StandardizeThe process of setting the 5C/5S standards and making them easy to maintain by using simple systems and processes.

This can be achieved by following some simple guidelines:

•pre-work set-up checklist (do you have all the tools, materials and equipment ready?)

•display how work tasks should be done•display the 5C standard of the workplace•define how the 5C standard is to be maintained (eg clean and

check rota)•use visual methods to show the location of necessary items

A 5C/5S board ensures everyone’s involved.

4. Conformity / Standardize

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Visually defining the workplace layout

Photographs to illustrate:

ClearoutConfigureClean to check

Supply of Red Tags

A site layout plan showing the location of facilities and is marked-up to indicate the ‘Traffic Plan’.

Work Type: Site: Ref No. Originator

Last Revised

Form P:19

Standard Job Detail Ref. No.Standard Workplace Layout

Chart Timber Frame Erection

LIVING ROOMLIVING ROOM

KITCHEN DINER KITCHEN DINERHALL HALL

NOT DRAWN TO SCALE

WCWC

FRONT OF PLOT PAD Flow of Timber Frame Products: - Build from back to front to aid access

1

3

5

6

42

8

9

10

12

13

7

14

11 DPC

15

PLOT 1 PLOT 2

Work Type Where Used Previously Ref No.

Last Revised

Standard Job Detail Ref. No.

OriginatorStandard Workplace Layout

Chart

Form P:19

M B MM B

Mixer

Work Type Where Used Previously Ref No.

Last Revised

Standard Job Detail Ref. No.

OriginatorStandard Workplace Layout

Chart

Form P:19

M B MM B

Mixer

A detailed workplace layout chart indicating the location of materials andbuild sequence for timber frame erection.

A standardised work layout chart showing where material

items (bricks and mortar) should be located to aim

efficient working.

4. Conformity

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5S Examples - Sustain

5. Sustain - 5S is a habit and is continually improved

5S is a simple concept with powerful results.

You will get additional information on 5S so that you will be well equipped.

Our experience is that the more we do 5S the better the work environment becomes: cleaner, safer, more organized, the work is easier, less confusion and less stress.

Use the 5S (work\home\play) - The more you use it the easier it becomes and life just gets better and better.

5.Custom and practice/self-discipline / Sustain

Ensuring consistent adoption and use of 5C/5S by all personnel who are either involved directly with the workplace or who interact with the workplace.

• Train all personnel in 5C/5S — it’s not just good housekeeping!• Give ownership of the 5C/5S standard.• Consistently enforce the 5C/5S standard and culture.• Conduct independent 5C/5S audits.• Seek to improve the 5C/5S standard.

Consistent application, training and everyday routine

Good companies develop beginning with the 5Cs /5Ss, bad companies fall apart beginning with the 5Cs/5Ss.

— Hiroyuki Hirano63

5C summary steps1. Clear-out / sort

– remove everything not bolted to the ground– get rid of all rubbish and unnecessary tools/materials/docs etc– keep, quarantine, chuck areas

2. Configure / set in order– decide ‘what do we need?’, establish optimum ‘buffer’– find everything its home– consider logistics, frequency of use, worker motion waste, sequence of tasks– use visual aids, eg to show location, replenishment of materials,

quarantine area

3. Clean and check/shine– make sure all tools and machinery are in good condition

4. Conformity / Standardize– create SOPs, eg cleaning schedule, maintenance procedures, location chart

5. Custom and practice / Sustain– the company way

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5C/5S levels of excellence

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5C/5S audit sheet

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Division: Auditor: Date:

Name

Are

the

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ms

in th

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Are

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tem

s in

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ork

area

?

Is th

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ork

area

cl

ean

& ti

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Is th

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filin

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stem

bei

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corr

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Are

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alth

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(e.

g. T

rip

Haz

ards

)?

Are

all

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/ abn

orm

al

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s re

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?

Yes No Garry Cotterrell

1 Is the area clean and tidy? Richard Green

2 Are the floors and aisles clear of non-essential items?3 Are all cables/wires etc safely stored and connected?4 Are all storage areas clean and tidy?5 Are all storage areas free of non-essential items?6 Are storage areas clearly labelled and is everything in it's place?7 Are all notice boards tidy? 8 Is all of the required information displayed and is it up-to-date?9 Are all notice boards free of non-essential items?

10 Is the central filing system in order? (hard and electronic)11 Is the central filing system clearly marked up?12 Is the central filing system complete?13 Is the drawing rack tidy and in order?14 Are all disks, documents, folders etc clearly labelled/identified?15 Are reference items such as brochures organised & accessible?

Ref No. Issue/Opportunity Who Target Date Done?

Ref No. ObservationCheck

IMPROVEMENT ACTION PLAN

Office 5C Audit Check Sheet

Improvement Action

DeskOffice Working Environement

The Good, Bad and the Ugly

First the Bad and the Ugly - Life Without 5S

The Good

What is Waste (Muda)? Some of the main forms of waste are:

Overproduction

Waiting for materials, machines, or instruction

Transportation or movement

Excessive inventory

Inefficient machine processing and/or operation

Producing defects

Part or line changeover or machine setup

Inadequate housekeeping

Miscommunication or inadequate instruction

Improvement (Kaizen) Principles

•Get rid of all old (false) assumptions.

•Don't look for excuses, look for ways to make it happen . .

•Don't worry about being perfect - even if you only get it half right “start NOW”!

•It does not cost money to do KAIZEN.

•If something is wrong “Fix it NOW”.

•Good ideas flow when the going gets tough.

•Ask "WHY" five times - get to the root cause.

•Look for wisdom from Ten people rather than one.

•Never stop doing KAIZEN.

METHODOLOGY OF 5S, the

japenese way

1. ORGANISATION(SEIRI)

• Decide what you need

• Remove unnecessary clutter

• All tools, gauges, materials, classified and then stored

• Remove items which are broken, unusable or only occasionally used

RED TAG TECHNIQUE

• GIVE STAFF RED LABELS• ASK STAFF TO GO THROUGH EVERY

ITEM IN THE WORK PLACE• ASK IF NEEDED & THOSE THAT ARE

NEEDED,IN WHAT QUANTITY• NOT NEEDED RED TAG IT • STORE IN THE RED TAG AREA

REDTAG

For wavering items

• PLACE THE SUSPECTED ITEMS IN THE RED TAG AREA FOR ONE WEEK

• ALLOW THE STAFF TO REEVALUATE THE NEEDED ITEMS

• AT THE END OF WEEK THOSE WHO NEED ITEMS SHOULD BE RETURNED

REDTAG

ORGANISATION

PRIORITY FREQUENCY OF USE HOW TO USE

Low Less than once per year

Once per year

Throw away

Store away from the workplace

Avg. Once per month

Once per week

Store together but offline

High Once Per Day Locate at the workplace

2. ORDERLINESS(SEITON)

• ONCE YOU HAVE ELIMINATED ALL THE UNNEEDED ITEMS

• NOW TURN TO THE LEFT OVER ITEMS

ORDERLINESS(SEITON)

Organise layout of tools and equipment– Designated locations– Use tapes and labels – Ensure everything is available as it

is needed and at the “point of use”

ORDERLINESS(SEITON)

Workplace Checkpoints:-

• Positions of aisles and storage places clearly marked?

• Tools classified and stored by frequency of use?

• Pallets stacked correctly?• Safety equipment easily accessible?• Floors in good condition?

3. SEISO (CLEAN/SHINE)

• Create a spotless workplace• Identify and eliminate causes of dirt

and grime-remove the need to clean• Sweep, dust, polish and paint• Divide areas into zones• Define responsibilities for cleaning• Tools and equipment must be owned

by an individual• Focus on removing the need to clean

4. SEIKETSU (STANDARDISE)

• Generate a maintenance system for the first three

• Develop procedures, schedules, practices

• Continue to assess the use and disposal of items

• Regularly audit using checklists and measures of housekeeping

• Real challenge is to keep it clean

5. SHITSUKE (SUSTAIN / DISCIPLINE)

• Means inoculate courtesy & good habits

• Driving force behind all 5S

• Deming’s point number 1: Constancy of purpose

• Make it a way of life

• Part of health and safety

• Involve the whole workforce*

• Develop and keep good habits

LITMUS TEST FOR 5S

• 30 SECOND RULE

• ONE MUST LOCATE THE ITEM WITH IN 30 SECOND IF 5S IS PROPERLY IMPLEMENTED

• ALSO APPLIES TO THE ELECTRONIC RECORDS RETRIEVAL

WHAT U HAVE COME ACROSS AT THE END OF DAY

Followings can be harnessed form the 5S1. NEAT & CLEAN WORKPLACE2. SMOOTH WORKING3. NO OBSTRUCTION4. SAFETY INCREASES5. PRODUCTIVITY IMPROVES6. QUALITY IMPROVES7. WASTAGE DECREASE8. MACHINE MAINTENANCE9. VISUAL CONTROL SYSTEM10. EMPLOYEES MOTIVATED11. WORKSTATIONS BECOME SPACIOUS

Lean Production

• The latest incarnation of JIT• Based on Toyota Production System.

• Waste elimination• Widely used in automotive

manufacturing & other repetitive mfg.

It’s a mindset & commitment to achieve a totally waste-free operation that’s focused on your customer’s success… achieved by simplifying and continuously improving all processes

It’s the elimination of waste Everywhere – while adding customer value…

Lean production cuts costs & inventories rapidly to free cash, which is critical

It also supports growth by improving productivity & quality, reducing lead times, and freeing huge amounts of resources.

From the operations perspectiveFrom the operations perspectiveFrom the operations perspectiveFrom the operations perspective

From the operations perspectiveFrom the operations perspective

For example, lean production frees office and plant space and increases capacity so companies can

1. Add product lines 2. In-source component production3. Increase output of existing products

without acquiring new facilities.

TOPMGT.

Safety

Employee

NO!!!

Safety model based on decadesof “we need more support and commitment………..”

Safety is a leadership issue

TOPMGT.

Safety

Employee

YES!!!In

tegra

ted

Info

rmat

ion

Action

Inputs

The proper mantra is“Hey boss, you lead andI’ll support you…..”

Lean & Safe are both leadership issues….

MIT defines “lean” as “production design that is aimed at the elimination

of waste in every area, including customer relations, product design, supplier networks and factory management. Its goal is to incorporate less human effort, less inventory, less time to develop products, and less space to become highly responsive to customer demand, while producing top quality products in the most efficient and economical manner possible.”

A simpler definition with broader application is:1)Identify waste2)Eliminate waste

Companies UsingCompanies Using

• Toyota

• General Motors

• Boeing

• UTC / Sikorsky

• Printing

• Financial Services

• Engineering

• Testing Labs

Lean is a term coined to describe the Toyota Production System

Fujio Cho, Toyota Chairman, in a Business 2.0 interview, Jan/Feb 2005

“…..Some people think that if they just implement our techniques, they can be as successful as we are. But those that try often fail. That's because no mere process can turn a poor performer into a star. Rather, you have to address employees' fundamental way of thinking. At Toyota, we start with 2 questions:

1. "Where are we wasting resources like time people or material?"

2. "How can we be less wasteful?"

• Difficult to recognize

• Need to make waste obvious

• Waste identification is the first step towards attaining improvement in efficiency

• Must re-examine the way we think about waste

But first, we need to better understand Lean & Safe……..

The Relationship of Culture and Lean & Safe Operations

Leadership

5S

Application

Self sustainingCulture

ContinuousImprovement

Other Lean Tools

Value StreamMapping

Verify & Validate

Implement

Design

Risk Assessment

Lean & Safe CultureChanges organizational

culture using 5S, value stream mapping and other lean tools to establish a self sustaining

lean culture

Lean & Safe Designapplication specific

safeguardingfor lean & safe productive

operations; utilizes risk assessment and waste

elimination based on 5S and lean principles

Company “x”

Traditional Safety vs. Lean & Safe

• Traditional Safe strives for – acceptable risk

• Lean & Safe strives for– acceptable risk with minimized waste

• The integration of lean and safe is an emerging issue full of opportunity– Threat is confusion about “Lean” and how it

integrates with Safety

Emerging issue

Confusion• “Lean” seems to be an “in” thing

– Many companies are tacking “Lean” onto whatever they’re currently doing and selling it as “lean”• Lean 6 Sigma, Lean Behavior Based Safety, Lean

Ergonomics, Lean Accounting, Lean Office, Lean Engineering….. may all have value,

• “Lean” is thought of for the factory floor, engineering and supply chain, but

• Lean is the identification and elimination of waste in every facet of your daily business………..

Let’s first look at the factory………….

1. Sort

2. Straighten

3. Shine

4. Standardize

5. Sustain

5S on the factory floor....

5S / Lean uses simple changes toeliminate

waste

What you needWhen you need itWhere you need it……

Lean & Safety are both Leadership Issues

• Broad application beyond the factory floor

• Must apply to offices, sales, administration, etc…. To develop desired culture

• If we expect leaders to lead the integration of lean and safe, it’s incumbent upon safety pros / staff to understand both………– Can you name the 7 forms of waste and the 5

repeatable steps to eliminate waste?

• WASTE NOT DEFINED• REACT TO LARGE EXAMPLES• REACTIVE IMPROVEMENT

• WASTE IS "TANGIBLE"• IDENTIFY MANY SMALL OPPORTUNITIES - LEADS TO LARGE OVERALL CHANGE• CONTINUOUS IMPROVEMENT

Over-Production

Processing

MaterialMovement

Waiting

Inventory

Correction

MotionWASTEWASTE

TYPES OF

WASTE

?

Hidden waste is always the worst

Computer issues……..• OS runs slowly• Files won’t open• Crashes• Virus• Can’t find files• Email jail• Redundant files• Shared drive chaos• Etc…..

Resultant waste……1. Corrections (defects)2. Over-production3. Motion (extra key

strokes)4. Material movement

(electrons)

5. Waiting6. Inventory7. Process (call IT,

compress files, reboot, pray….)

=

Value stream / process mapping is used to make hidden waste visible

Typical Value Stream Mapping Workshop

Current State VSM with material flow; lead times, capacity profile and simulation

• cross functional team• no computers• effective not pretty• displays the true current state• promotes team work and brainstorming…..

How would an executive or staff tackle the waste in this process if they can’t see all of the steps???

Value Stream Mapping Makes Hidden Waste Visible

Team of knowledge workers estimated that they would have 20-50 steps in this process…. Two hours of work identified 101 steps

Knowledge FoldersA series of folders stored in one

central location, each of which has detailed and complete information on

how to do something

• Usually filed alphabetically• simple manila folders work just fine• storage can be a strong box or a plastic milk crateUsed to

standardize work within

a value stream or process

Initial 5STraining

Office orWorkspace

Process

Lean Tool kit

5S is the enabling process to identify& eliminate waste in value stream mapping

A lean culture is more productive and less stressful

Do your offices have?– 5S – Process or value stream mapping of

Salaried business processes– Lean Council– Safety for salaried workers– Metrics for waste / visual wall to display

Projects and metrics – Standardized one-page reports– Visual controls– Standardized work– Knowledge folders– Teamwork and balanced workloads– Quality and problem solving training– Continuous improvement efforts– Management system

Lean Tool kit

Like safety, lean demands active leaders who wish to demonstrate “I care”

Staffing Productivity

Waste Productivity=

=

Lean is not just for the factory floor…………

Reduce Waste & Stress - - not people

Respect for

people

Stress in Today’s World• Waiting for:

– Someone to return a call– Approvals– Paperwork– Meeting to start

• Correcting other’s mistakes• Last minute changes – working OT• Searching frantically for paperwork• Excess steps• Bureaucratic processes• Incorrect or incomplete instructions• Email “Jail”• Unbalanced workload• Roles and responsibilities not clear• Technology problems….

Learning to apply lean in offices helps the entire organization…

Comparison of Traditional Learning with hands-on Lean

Traditional• Difficult to translate into

action in the workplace– Read – Seminars– Webinar, etc….

• Describes “what” without “how”

• Kaizen / Other Lean Workshops– Hands-on learning– Teamwork– Workplace is improved– Foundation for

continuous improvement– Act your way to a new

way of thinking…• Lean Living

– Truly a learning journeyExperiential

Learning

Your Current State?• Workplace neat, clean & organized• Good cadence of work – little stress• Inventory of business processes

– Processes mapped and waste eliminated• Standardized non – standard work• Safety integrated into daily operations• Visual controls and common processes• Good teamwork and workload balance

– Employees understand how lean and safety work together

Standardizing non-standard work

• On a factory floor, this concept is well understood– Quality and operational standards– Safety, etc….

• In an office setting, most everything is non-standard– An organization cannot become truly lean

until the leaders and front office personnel also become lean

– How then does one proceed?

Standards……

• Represent the best, easiest and safest way to do a job

• Preserve know-how and organizational knowledge

• Provide a means to measure performance• Provide a basis for maintenance and

improvement• Facilitate objectives and training goals• Create a basis for audit or analysis• Prevent recurring errors • Minimize variability

Standardizing Office Work Overview

• 5S – standards for each area• Lean Council – standard agenda• Safety – standardized visitor protocol / emergency procedures• Visual Controls

– Tape– Order / reorder cards– Signs– Templates– Visual Wall

• Written standards, procedures, etc….• E.g. meetings

• One page reports – standard format• Knowledge folders – template for instructions• Management system – standardizes the way you do business

Something is missing

How to do it wrong……• WSJ Oct 27, 2008: “Neatness Counts at Kyocera and at Others in

the 5S Club ; Sort, Straighten, Shine, Standardize, Sustain…..”

• Overview of Kyocera approach– Corporate mandate with audits

• “….. companies like Kyocera are patrolling to make sure that workers don't, for example, put knickknacks on file cabinets. To impress visitors, the company wants everything to be clean and neat…..”

– “Perfect 5S” misses the point• Reviewer comments…..

– “It's all about removing waste, not looking neat.”– “I'm afraid that this article is a guide to how NOT to implement 5S.

Kyocera, like unfortunately many other companies, doesn't seem to realize is that 5S involves change management, not just the perfect execution of a lean tool….”

Lean and safe is a long journey

Culture change and respect for people comes from the top

5C/5S

The outcomes of 5C/5S

118

The outcomes of 5C/5S• improved working environment• safer since safety depends on care and workplace

organisation• improved organisation and image• helps create ownership of the working environment and

encourages teamwork

119

The outcomes of 5C/5S• A standard is set :

– Only items that are required or essential to support the work are held in the area.

– Essential items are organised and located in a set position to support effective and efficient work, with the view of minimising wasteful motion.

– Tools, plant and equipment are maintained to support safe operations and ensure good working conditions.

The outcomes of 5C/5SThe 5S standard:• enables any abnormal conditions to be easily spotted• provides the basis for continuous process improvement• gives confidence to your clients/customers since it reflects

the standards of operation to which your business follows

121

What do we get from 5C/5S?

122

5C/5S

Successfully implementing 5C/5S

123

Successfully implementing 5C/5SMake sure everyone is involved.• 5C /5S is the responsibility of all.• All levels of management should be involved in decision making.

Communicate 5C/5S effectively.• Don't leave people to ask:

– ‘Why are we using these red tags?’ – ‘Is 5C/5S really necessary to improve?’

Go all the way.• Use the correct formats and procedures.

124

Successfully implementing 5C/5SManagers should carry out the 5C/5S audit:• spotting positive and negative conditions• identifying specific improvements

Final responsibility lies with senior management:• The board/senior management needs to take responsibility for and show interest in 5C/5S for it to be taken seriously.• Managers must take a strong leadership role in promoting 5C/5S.

Never do half a job:•Develop procedures to maintain the discipline.

125

Check sheets and SOPs• Check sheets and other

documentation can be used to maintain the standard of the revised workplace.

• SOPs can also be used to ensure that the cleaning and checking regimes are in place.

126

5C/5S activitiesPossible team make-up and roles

• An activity leader to plan, co-ordinate and organise the team and to ensure safe working practices are used.

• Process stakeholders who do the work to gather, clean, sort and organise all items in their workplace.

• An ‘auctioneer’ who will lead the sorting process in the work area.

• A scribe to record the disposition of items during the sorting process. Also to record any red-tag items on a red-tag log sheet.

127

5C/5S activityExample agenda for one-day 5C/5S activity

08:00 Activity kick-off and final co-ordination for the 5C/5S leader(s)09:00 Training and activity planning for 5C/5S team09:45 Break10:00 Team returns to the area and conducts survey 10:15 Start sorting process (red-tag exercise carried out in-parallel)10:45 Complete sorting process and prepare for auction11:15 Auction (if appropriate)12:00 Lunch12:30 Clean and check necessary items (red-tag as necessary)13:30 Agree locations for necessary items and configure as appropriate14:30 Create visual controls to support the new 5C/5S standard 15:30 Re-survey area and capture the new 5C/5S standard16:00 Draft 5C/5S documentation and associated audit check sheet and roles and responsibilities to maintain the standard16:30 End of activity review with all relevant personnel128

Summary

5-S is for you.

Clean-up and organize your work area every day so that each new day is easier and safer than the day before

Share your input with your leaders so that the tools you need will be available to you, increasing your efficiency.

Volunteer to help with the 5S tours and 5S events.

Take a good look around...Imagine zero waste/zero confusion!

It may be simple, but…….

5 s

Documents

timber frame erection

central filing system

check shinekeep things clean

red tag area

visual methods

efficient operations

working environment

5s examples