5s - good housekeeping

OF GOOD HOUSEKEEPINGHOUSEKEEPING

COURSE OBJECTIVES COURSE OBJECTIVES

At the end of the session, participants are expected to:

• Know the principles and requirements of 5S• Appreciate how they can be applied in their specificwork areas

• Generate 5S checklists to serve as company standards• Know typical and best practices of companies who• Know typical and best practices of companies who implemented 5S.

• Appreciate the benefits that can be brought by practicing 5S

5S PHILOSOPHY 5S PHILOSOPHY

Customer satisfaction is the ultimate goal of world class management.

The goal of the 5S program is to make the work area most efficient and productive.

Productivity comes from the elimination of waste

5S is neither for the workers nor for a special area within the company

Productivity comes from the elimination of waste which is highly associated with cost.

within the company.Time spent for looking for information is costing you and your company.It is necessary to attack the root cause of the problem.Everybody’s participation.Acknowledge that the human being is not infallible (People forget things).

WHAT IS 5SWHAT IS 5S

A systematic approach to organize workA systematic approach to organize work areas, keep rules and standards, and maintain the discipline.

Utilizes workplace organization and work simplification techniques to ensure safety,simplification techniques to ensure safety, make work faster and easier.

Develops positive attitude among workersDevelops positive attitude among workers and cultivate an environment of efficiency, effectiveness and economy.

WHAT IS 5SWHAT IS 5S

SEIRI (SORTING OUT)SEIRI (SORTING OUT)

SEITON (SYSTEMATIC ARRANGEMENT)

SEISO (SPIC AND SPAN)

SEIKETSU (STANDARDIZING)

SHITSUKE (SELF DISCIPLINE)SHITSUKE (SELF DISCIPLINE)

SEIRI (SORTING OUT)

Means sorting things into different categories:

• most frequently used (closer to your work area)

• less frequently used items (keep in a distant storage area)g )

• will never use (dispose the items)

SEITON (SYSTEMATIC ARRANGEMENT)

• Systematic arrangement of things for the• Systematic arrangement of things for the most efficient and effective retrieval (e.g. office supplies, jigs & tools, spare parts, documents, books, etc)

• Requires a thorough analysis of currentRequires a thorough analysis of current usage

• Think of your own work area What• Think of your own work area. What arrangement is best suited for your information retrieval.

Some SEITON Practices

1. Place goods in wider frontage along passages.2. Store goods for first-in-first-out retrieval.3. Everything must have its location.4. Label items and their locations.5 Separate special tools from common ones5. Separate special tools from common ones.6. Put frequently-used items nearer to the user.7. Make things visible to reduce searching time,

i b lorganize by color.8. Don’t pile up items without separator.9. Put everything at right angles to the passage time.10. Fix unstable article for safety.11. Provide signs for abnormal condition or

when help is needed.when help is needed.12. Keep space for safety equipment and evacuation

passages clear.

Some SEITON Practices

A good filing system is one which assures the quick and easy retrieval or recovery of records when they are needed.

METHODS OF FILING:METHODS OF FILING:

records that are referred to by name of an individual or organization

By Name of Individual/Organization

should be arranged by name in strict alphabetic sequence or successive continuity. Correspondence from individuals representing organization should be filed under the name of the organization

By Subject

records which are referred to by the subject matter should be arranged alphabetically by subject, title or caption. All records on a particular subject should be kept together, inasmuch as each related records fit somewhere to complete a story.p y

SEISO (SPIC AND SPAN)

Cleaning is not only cleaning per se but alsoCleaning is not only cleaning per se but also includes analysis of dirt build-up

Regular cleaning can eliminate several steps

Ultimate goal is to eliminate or at leastUltimate goal is to eliminate or at least minimize the need to clean the work area through innovative ideas

SEIKETSU (STANDARDIZING)

Originally meant to maintain a clean environment at all times.

Requires some standardization of procedure. Without standardization, the situation will deteriorate right back to old habits.

Some SEIKETSU Practices

1. Visual control signs2 C l di2. Color coding3. Foolproofing (Poka-yoke)4 R ibilit l b l4. Responsibility labels5. Wire management6. Inspection marks7. Maintenance labels8. Prevention of dust, dirt, noise and vibration9. “I can-do-it blindfolded

O10. One point lessons

SHITSUKE (SELF DISCIPLINE)

Treat your workplace as your (own) second home.

You are spending more of your WAKING TIMEYou are spending more of your WAKING TIME at your work place than at home.

Your workplace is an important place whereYour workplace is an important place where you make income for yourself and your family.

If you hope your home to be clean and comfortable place, why don’t you try to make your workplace as clean and comfortable y pas your home.

ONE IS-BEST-CAMPAIGN

one locationone-file projectsone-day processingone-hour meetingsone-copy filingone-minute telephone callsone-tool work

OFFICE 5S ACTIVITIES

1. Reducing the number of ledgers, forms, tools.2. Better storage to get anything needed in 30

seconds.3. Keep things in just one place.4. Have just one form for things.5. Eliminate the idea that everyone has to have

his own copy of everything.6. Shift from individual-based to group based g p

work.7. Standardize and create manuals detailing office

procedures.p8. Provide mechanisms to evaluate what is

happening at any time.9. Maintain cleanliness and orderliness.9. Maintain cleanliness and orderliness.

SUCCESS FACTORS

1. Strong sponsorship and leadership of the Dept. Head

2. Active promoters/5S Committee3. Regular audits4 G d d t ti4. Good documentation5. Healthy internal competition

KEY POINTS IN THE IMPLEMENTATION OF 5S

POINT 1:

Start small and easy , proceed slowly but steadily.IF YOU MAKE HASTE IT IS EASY TO FAILIF YOU MAKE HASTE, IT IS EASY TO FAIL.

SMALL organizations, can start department-wide.

Trial practice at model area.


POINT 2:

Start with the most suitable “S”

For messy workplace start from 1st S-SeiriFor messy workplace, start from 1st S-Seiri

For trouble some machine first conduct SEISO then do SEISO inspection.SEISO then do SEISO inspection.

Everyone can participate in “SEISO” but they need to be familiar with machines, properneed to be familiar with machines, proper cleaning procedures and tools.


POINT 3:

Only 1 or 2 or 3S’s are enough for the initial practice, not all 5S’s.

First 3S’s (SEIRI, SEISO, SEITON) are ACTION WORDS

4TH S - SEIKETSU is a CONDITION

5TH S - SHITSUKE is accordingly CULTURE5TH S - SHITSUKE is accordingly CULTURE


POINT 4:

Set simple, easily achievable and step-by-step targets.

THEMES are helpful to concentrate efforts and achieve greater results.

Practice 5S together with other movements.

Integration through selection of common themes.Integration through selection of common themes.


POINT 5:

Everyone’s participation is importantEveryone’s participation is important.

TWO heads are better than ONE.

FOUR eyes see more than TWO.

Encourage participation first by EDUCATIONEncourage participation first by EDUCATION then by DEMONSTRATION, later through ACTUAL PRACTICE.

Set aside a DAY for launching (e.g. Big Clean-Up-Day)

TYPICAL PATH TO 5S IMPLEMENTATION

ACTION PLAN DETAILSMake it a corporate program

• Submit proposal to management for approval.

• Disseminate/promote to everyoneDisseminate/promote to everyone.Start with a BIG Clean Up Day

• Form clean-up teams and let them choose which work area to clean. Their own work process is recommended.

• During clean up be mindful of what must be• During clean-up, be mindful of what must be the system/standard to sustain the orderliness of the area.

Establish Systems and Standards

• Work process/area owners are to make their own standards / systemsand Standards own standards / systems.

• Establish a checklist , operational policies and procedures, as appropriate of the work area’s 5S standard, as appropriate. Get inputs observed during the big clean upinputs observed during the big clean up day. Have them approved and disseminated.

• Include or propose necessary structures/ logistics that can enhance the 5S. (e.g. making of shelves, pallets, lifts, etc.)

• May be included as a criteria of performance appraisal system or KRAs

TYPICAL PATH TO 5S IMPLEMENTATION

ACTION PLAN DETAILSAudit the 5S system regularly

• Create an audit team. At the start, let the top man with his generals do the audit. It creates an impact. Subsequent audits willcreates an impact. Subsequent audits will be done by the audit team

• Orient the audit team and auditees on:– The audit flow– How to use the Systemy– Raising and addressing the Corrective Action

Request (CAR), if used– Closing the audit findings

• Conduct the audit on a regular basis. Provide feedback on performance. If linked with the performance appraisal / KRA, the rating of the audit team will be the basis of the performance.

M t Thi b i l d d i th i tiManagement Review

• This may be included in the existing meetings of management where targets and accomplishments are discussed.

• Discuss on status of 5S program. Act on necessary improvements and providenecessary improvements and provide resources.

Continue Improving • Tighten standards

SOME REASONS WHY 5S DETERIORATE OR REMAIN STALE

• Management flaws• No resources provided• Just plain lack of support• Nobody reviews the progress

• Audit flaws:• Audit is not regular

A dit i t bj ti “P b b ”• Audit is not objective – “Pabor-pabor”• Audit is not sustained• Auditors are knit pickers• Auditee refuses to correct findings• Auditee refuses to correct findings

• Standard/System flaws• Standard too rigid• Standards are too lax or are not improvedStandards are too lax or are not improved• Standards are not understood by everyone or not knownto everyone.

• People flawsp• Lapses in implementation of 5S in workplace.• “The system was forced on me!”• Just plain indifference to the program.

SUSTAINING AND IMPROVING 5S The 1st Key to Workplace Improvement

11QA

System9

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12Dev’t of

7

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20Leading

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16Prod’tion

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14Empower

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6Mfg. Value

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Energizing theWorkplaceCheaper

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17Efficiency

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8Couple

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18UsingInfo.Tech. 19

ConservingEnergy &

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15Skill

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EliminatingWaste

2RationalizingTh t /

3Improvement

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WasteThe system/Mgt. of

Obj.

TeamActivities


LEVEL 1:LEVEL 1:

• Clutter is everywhere• Disorganized • Tools are scattered• Worn-out and dirtyo out a d d tyfacilities

• Papers/pens/recordson top of tableson top of tables

• What have you inmind?


LEVEL 2:M t d l• May appear neat and clean

• at first glance.• When you examine detailsyou would see items notyou would see items notneeded in work area.

• Example:• Tools are neatly piledTools are neatly piledbut piles are on thefloor.


Problems @ Level 2:Problems @ Level 2:• You find dirt, dusts &

items not needed in corners, walls, pillarscorners, walls, pillars

• Signage are faded• “Spaghetti” wiring are

exposed• Pathways are used/not identified/marked

• Others.


Level 3:Level 3:• Work areas are paintedand clean

• Bulleting board info areBulleting board info areupdated/current

• Equipment are clean • Pathways are free fromobstructions and marked


Problems Level 3:Problems Level 3:• Tabletops, cabinets,shelves are still clutteredwith tools, parts, rags,with tools, parts, rags,papers, unused things,etc.

• Sometimes tools andother parts are hard tofind.


Level 4:• The ff: are used:• The ff: are used:

• Labels• Numbering• Color-codingColor coding

to indicate things• Tools are within easy reach

• Cabinets and shelves areorganized and clean

• Work can be doneeasily and efficiently


Problems at Level 4:• Sustaining level 4 isdifficult

• Backsliding is apparentW t ti• Wastes sometimespiles up before they arethrown.

• Work in progress are• Work in progress arepiling up after a day’swork

• Run-out of criticalRun out of criticalstock items


Corrective Action to getT L l 5To Level 5:• Set up systems like supermarkets.

• Identify what cause the• Identify what cause theproblems and put upsystems to eliminate them

• Hold routine inspectionsHold routine inspections• Correct findings ASAP• Device ways to dispose(4R + Sell) of wastes. ( )


Level 5:• Causes of dirt/wastes areeliminated.

• Workplace stays clean / h iw/o much sweeping

• Everyone has practicedthe habit of sustainingthe 5Sthe 5S

• Reduction in wastesobserved.

• We are earning extraWe are earning extraincome from wastes.

PREPARING THE 5S CHECKLIST

WORK AREA

WORK AREA STANDARDS

Y N REMARKS

Records Management

• Files and records are bound and labeled /Management bound and labeled / coded using prescribed system

• A master list of records is maintainedrecords is maintained identifying the file name, location, responsibilities and retention periodretention period.

• Records are:- Complete- Legible- Maintained- Stored in

designated locations.

- Disposed off when retention period is over

PREPARING THE 5S CHECKLIST

LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5FILES & RECORDS MANAGEMENTFiles are:• Loose• In a mess

Files are:• placed in

foldersLabeled

Files are:• placed in

foldersLabeled

Files are:• All of level

3 std.Any one

Files are:• All of level

4 std.Sustained• Not sorted

• No storage designation

• Not legible

• Labeled• Some are

loose• Etc.

• Labeled• Listed in a

master list with

l

• Any one with authority can locate / retrieve the

• Sustained all through out.

• Saving on ot eg b e• No system

in filing.• Etc.

complete info.

• Individual folders are

retrieve the files.

• Current –obsolete

resources are observed.

• Etc.complete and arranged sequentially

ones are disposed off according t t• Etc. to system.

• Etc.

AUDITING THE 5S PROGRAM

• Form an audit team (members must cut-acrossth ti i ti )the entire organization)

• Appoint a chairman, who should prepare:• Audit schedule• Consolidated reports• Continually train the auditors• Initiate improvement of the 5S checklistInitiate improvement of the 5S checklist• Follow-up if findings were acted uponeffectivelyS t f ti th 5S f• System for rating the 5S performance

• Update competence and effectiveness of5S auditors

• Use the checklists prepared by the workers themselves

ENSURING SUSTAINABILITY OF THE PROGRAM

• Conduct of the audit is regular• Integrate in KRA or Performance Appraisal of• Integrate in KRA or Performance Appraisal of

• Department• Individual

• When rating or level is attained and sustained,improve on:

• Checklist standards• Increase performance indicators• Look for other areas not covered by 5Sthen integrate in standardsthen integrate in standards

ENSURING SUSTAINABILITY OF THE PROGRAM

Example KRA Performance Indicators:

• GH Rating of 90% minimum• 5% in savings of:

P• Paper• Inventory Items• etc.

• Generate income from scrap = USD xxx forthe period AAA to BBB

• Attain level 5 rating in (specific work area)Attain level 5 rating in (specific work area)

5s - good housekeeping

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