5s plus safety

Operational Excellence5S + Safety

Operational Excellence

Introduction

2/4/2017 Ronald Morgan Shewchuk 1

• Fundamentals of any company are process flow and workplace organization.

• You may have visited factories in the past, which were cluttered, poorly organized, unclean and lacking in visual controls.

• Often, these same factories have poor safety records and are at risk for environmental impacts.

• You probably did not leave these facilities with a good impression and confidence in the output product quality.

• Similarly, you have probably come across a colleague, associate or acquaintance whose personal work area (office, cube, work station etc.) looks like the wreck of the Hesperus.

• The look of incredulity on your face is responded to with “Don’t worry … Harold can zero-in on any document blind-folded”.

• But what if a bus hits Harold?

• Who will sort out his mess and establish an organized work environment so that the job functions that Harold conducted can be effectively continued?



Introduction


• Companies that accept shoddy workplace organization as a function of the workplace owner’s persona are demonstrating bad management and setting a poor precedent within the organization.

• 5S + Safety is a methodology for organizing, cleaning, developing and sustaining a productive work environment.

• It is a key component of the House of Quality as shown in Figure 5.1.

• Hiroyuki Hirano popularized the 5S method in his book 5 Pillars of the Visual Workplace in 1990 and the Productivity Press Development Team focused Hirano’s work in 5S for Operators in 1996.

• 5S refers to the acronym of the original Japanese terms that describe this improvement process – Seiri, Seiton, Seiso, Seiketsu and Shitsuke.

• The literal English translation of these terms are Organization, Orderliness, Cleanliness, Standardized Cleanup and Discipline.

• OOCSD does not make for a user-friendly acronym, consequently the Client Services Group at Productivity Press adopted the English-equivalent 5S terms –Sort, Set in Order, Shine, Standardize and Sustain.




Lean Manufacturing Infrastructure Six Sigma

Customer Satisfaction

Market Leadership

Our People

Our Technology

Our Shareholders

Our Customers

Our Community

Waste Minimization

VOC

Standardized Work

5S+Safety

TPM

SMED

Pull System

Flow

Value Stream

Poka-yoke

Variation Minimization

DMAIC

Process Map

C&E Diagram

MSA

SPC

ANOVA

FMEA

DOE

Control Plan

5S + Safety is a Key Component of the Lean Six Sigma Tool Kit

Figure 5.1 House of Quality



Sort


• The first step in 5S + Safety is to sort out the clutter which has accumulated in your work area over many years.

• You may have thought that the pullout keyboard drawer attachment which came with your new workstation was a neat idea at the time, but since the attachment was never installed and has not been used for five years it is probably safe to say that you do not need this attachment.

• This is the essence of the sorting step.

• Your work area should contain only the items needed for you to accomplish your job – everything else is just taking up space.

• Non-essential items create clutter, which impede the workflow and prevent proper safety inspections from occurring.

• An effective method for sorting is the Red Tag Event.

• No … this is not a sale at your favorite fashion boutique - it is much more pragmatic.

• It is a systematic way of identifying items requiring disposition action.

• The steps in a Red Tag Event are described in Figure 5.2.

Sort




Figure 5.2 Red Tag Event Steps

1.

• Select team members

• Organize supplies

• Block-off time for the red tag event

• Identify red tag holding area

• Plan for disposal of red tag items

2.

3.

• Inventory

• Equipment

• Physical areas

4.

5.

6.

7.

8.

9.

Review Status of Red Tag Register at Monthly Staff Meetings

Continue Reg Tagging Items During Monthly 5S+Safety Audits

Establish Red Tag Criteria

Team Visits Each Production and Support Area

Items Meeting Red Tag Criteria are Tagged

Document Red Tags on Red Tag Register

Red Tag Event Steps

Prepare for the Red Tag Event

Define Areas of Responsibility

Identify Red Tag Targets

Sort



Sort


• The Red Tag Team typically consists of the functional department managers and supervisors within the organization.

• The team must include representatives from all the areas to be sorted who are intimately familiar with operations and managers with the authority to implement changes to the workflow and organization.

• The supplies required are minimal.

• You will need a supply of red tags, which are commercially available from a number of 5S supply stores such as that shown in Figure 5.3.

• These tags come in packages of one hundred and include wire ties to facilitate hanging on items to be sorted.

• You will also need two clipboards to hold the Red Tag Registers and two clipboards to hold the 5S+Safety Improvement Logs.

• It is recommended to bring along a digital camera to record the “before improvement” conditions if this is not prohibited by your company’s safety or confidentiality policy.

Sort




Figure 5.3 Red Tag – Front & Back

Source: http://www.the5sstore.com/5s-red-tags.html

Sort



Sort


• The time required for the Red Tag Event is dependent on the size of your plant and the intended scope of your 5S+Safety program.

• It is typical to allocate two days to the event – the first four hours are dedicated to 5S+Safety training and the next day and a half are allocated to physically walking through the plant, tagging items and recording 5S+Safety improvement actions required.

• By the end of the second day you will clearly see that your team knows what to look for and how to document required actions.

• It is helpful to identify a red tag holding area.

• This area is for obsolete goods and items no longer required in the work area that are easily transportable.

• Items transferred to the holding area may not reside there for more than thirty days.

• Advance plans for disposal are also helpful, such as arranging for scrap steel, wood and cardboard roll-off containers.

Sort



Sort


• You will be pleasantly surprised to see managers make quick decisions to discard an item to avoid writing it up on the Red Tag Register.

• Be careful, however, to not discard something which has book value – this will impact your plant’s P&L for the month.

• Why not include your cost accountant on the Red Tag Team?

• Items that are too large to move can be tagged in place.

• Once the disposition is decided the item will be moved to its final location which may be outside the plant.

• It is important for the Red Tag Team to agree upon areas of responsibility.

• A layout drawing of the plant must be divided into areas of 5S+Safety responsibility.

• Any area that is not assigned typically defaults to the facility manager otherwise known as the “landlord” for your site.

• An example of defined areas is shown in Figure 5.4.

Sort




Figure 5.4 Defined Areas of 5S+Safety ResponsibilityN

W E

S

West Tank Farm

East Tank Farm

Shipping

Receiving &

Warehouse

Production Bldg

Packaging

Quality Control

Maint Shop

Maint Stores

Administrative/Sales

Waste Water

Treatment

Plant

Production Control

Boiler Room

Compressed Air

Production – Production Mgr

Shipping, Receiving & Warehouse – SRW Mgr

Quality Control – QC Mgr

Administrative/Sales – HR Mgr

Maintenance – Maint Mgr

All Other Areas – Facilities Mgr

N

W E

S

West Tank Farm

East Tank Farm

Shipping

Receiving &

Warehouse

Production Bldg

Packaging

Quality Control

Maint Shop

Maint Stores

Administrative/Sales

Waste Water

Treatment

Plant

Production Control

Boiler Room

Compressed Air

Production – Production Mgr

Shipping, Receiving & Warehouse – SRW Mgr

Quality Control – QC Mgr

Administrative/Sales – HR Mgr

Maintenance – Maint Mgr

All Other Areas – Facilities Mgr

Sort



Sort


• The Red Tag Event targets can focus on physical areas, items or both.

• Physical areas include floor space, walkways, operations areas, walls, shelves, etc.

• Items include inventory such as raw material, work-in-process (WIP), finished goods and supplies.

• Items also include equipment, jigs, tools, gages, dies, carts, conveyors, worktables, cabinets, chairs, etc.

• Prior to visiting the production and support areas the Red Tag Team needs to establish the red tag criteria – the rules by which the team decides to tag a certain item.

• These rules will vary depending on the type of business you are in, local, state and federal regulations, your company’s quality policy, and your company’s records retention policy.

• An example set of Red Tag Criteria is presented in Figure 5.5.

Sort




Figure 5.5 Red Tag Criteria

Red Tag

Sort



Sort


• The group now visits each production and support area to tag items that violate the Red Tag Criteria.

• Each tag gets a unique log number with the details of the tag transcribed onto the Red Tag Register, an example of which is shown in Figure 5.6.

• It is recommended to have two team members writing up red tags and two team members documenting the red tags on their Red Tag Registers to maintain productivity and avoid other team members from getting distracted during the documentation process.

• Care must be taken to issue and record unique log numbers without duplication.

• Once a red tag log number has been used it is retired for life.

• The Red Tag Register hard copy is later transcribed to an electronic file that is stored on your company’s shared drive.

• This allows the responsible parties to update their individual assigned actions.

• A monthly review of the current status of open red tags on the register should be part of your facility’s monthly staff meeting agenda.

• This follow-up is a requirement of the sustain pillar of the 5S+Safety process.

Sort




Figure 5.6 Red Tag Register Example

Project Date: Jan 19 Work Area: West Tank Farm Status Date: Jan 26

Item Description Date Sorted Log Number Reason for Tag Action Responsibility TCD Status1

Discarded seal flush

plumbing for Pump 826A Jan 19 WTF001

Plumbing clogged - not

recoverable

Determine if classified as

hazardous waste and dispose

of accordingly Richard Jones Feb 19 In process

Pallets stacked in

northwest corner of tank

farm Jan 19 WTF002

Pallets have not been used or

moved in 6 months

Email announcement to key

plant personnel if they have

need for these pallets - if not

discard Lynda Thompson Jan 31 Email sent out Jan 20

Used butterfly valves

sitting on pallet by tank #

823 Jan 19 WTF003

Valves were removed 3 month's

ago as part of capital upgrade.

Relocate valves to

maintenance shop Joe Phillips Feb 19 Done Jan 26

1Status Color Coding: Disposition under review

Disposition complete

Disposition exceeded Target Completion Date

Red Tag Register

Sort



Sort


• During the red tag walk through it is a convenient time to begin documenting 5S+ Safety improvement activities required for a given area.

• For example, how can we expect Operators to perform cleaning and inspection if they don’t have cleaning supplies?

• How will Operators know what to clean, how to clean and what to inspect if they don’t have the proper instructions?

• How can we ask the Shipping Clerk to organize his labels if he doesn’t have appropriate shelving or shelving labels?

• These kinds of actions are documented on the 5S Improvement Activity Log, an example of which may be found in Figure 5.7.

• Similar to the Red Tag Register, the 5S+Safety Improvement Activity Log is stored on your shared drive and is reviewed at monthly staff meetings.

• The Red Tag Event will give you a jump-start on sorting. The next pillar of the 5S+Safety improvement process is Set in Order.

Sort




Figure 5.7 5S+Safety Improvement Activity Log Example5S+Safety Improvement Activities

Facility: Shipping/Receiving Warehouse

Indicates Improvement Activities in Process Indicates completed Improvement Activities

Issue

#

Date

Identified Location

Assigned

To Close Date

Effectiveness

Checked By

1 Jan 19 Near Bay # 1 J. Smith Feb 1 R. Taylor

2 Jan 19 West Wall of Office T. Williams

3 Jan 19 Dock Locks S. Jones

4 Jan 19 Floor Markings S. Jones

5 Jan 19 I-Beam # 42 S. Jones

6 Jan 19 Stretch Wrapper S. Jones


8 Jan 19 General S. Jones

Lantech Stretch Wrapper has no

Standard Operating Procedure (SOP)

Posted

Copy SOP from Manufacturer's Manual

and post on control panel

No Cleaning/Inspection Checklist

Write Cleaning/Inspection Methods

Checklist, provide training to personnel

and post near stretch wrapper

No 5S Job Cycle Chart

Prepare 5S Job Cycle Chart indicating

what cleaning/inspection will be

conducted by which personnel at the

required frequency.

No procedure posted for Dock Lock

operation

Write one point lesson, provide training

to all receivers and post above Dock

Locks

High traffic lanes for fork lifts are not

marked off

Mark off high fork lift traffic lanes with

yellow paint. Post signs warning that

yellow paint zones have high fork lift

traffic.

Fire Extinguisher on I-Beam # 42

encumbered by packaging supplies.

Relocate packaging supplies and paint 3

feet "No-Fly Zone" around I-Beam # 42.

Issue Improvement Activities

No cleaning supplies or storage cabinet

Purchase push broom, dust pan, oil

absorbent material, wipers, cleaning

solutions and storage cabinet.

Shipping labels are disorganized (some

obsolete)

Sort through labels, organize onto labeled

shelves, discard obsolete labels.

Sort



Set in Order


• Now that the clutter has been removed, the remaining items can be organized such that they have labeled storage locations, are available at point of use, are easy to locate when needed, are easy to return to their respective locations and are readily inspected for functional condition.

• The sorting step provides you with the opportunity to rationalize the workflow and organization of the area.

• It is recommended that Operators from the area be involved with the workflow design and layout.

• This is their backyard and it is imperative that they be involved in the decision process.

• An effective layout will avoid wasted motion searching for parts, tools and supplies.

• Excess inventory caused by ordering parts, tools and supplies that cannot be located will be prevented.

• Waste resulting from defective products caused by the use of wrong parts, tools, jigs and supplies will be eliminated.

Set in Order



Set in Order


• Unsafe conditions will be minimized by effective Set in Order implementation.

• The acid test for effective Set in Order is that someone coming into the area for the first time will easily understand the organization and workflow of the area.

• Consequently, a new employee can be quickly trained on operating procedures resulting in increased productivity.

• Types of 5S Order are shown in Figure 5.8.

• Consider these questions.

• What do I need to do my job?

• Where should I locate this item?

• How many of this item do I need?

• The answers to these questions will lead to an effective Set in Order strategy for your work area

Set in Order




Figure 5.8 Types of 5S Order

1.

2.

3.

4.

5.

6.

7.

Operations Order

Documents Order

Paperwork Process Order

Communications Order

Types of 5S Order

Equipment Order

Parts, Tools and Supplies Order

Inventory Order

• The spaghetti diagram of Figure 3.4 is a useful tool to rationalize storage locations to minimize Operator travel.

• Floor painting/labeling, stair painting, modular shelving, signboards, color-coding, cabinets, tool shadow boards and work cells may be used to improve 5S+Safety Order.

Set in Order




Figure 3.4 Spaghetti Diagram

Spaghetti Chart Completed by: R Shewchuk

Area: Building 10 Fabrication Area Process: GA59/GA79 Gear Assembly Product Changeover Date: August 5th

Quality Control

LabEngineering Customer Service

Coil Clean Coil StampingMetal Part

Assembly

Plastic Gear

Extrusion

Pellet Dryer

Assemble Plastic

Gears to Metal

Subassembly

Ultrasonic

Welding

Labeling &

Packaging

Shipping

Coil StoragePellet Storage

Chemical

Storage

Tool & Die

Storage

Maintenance

ShopMRO Stores

Operator # 1

Set in Order



Shine


• The third pillar of 5S+Safety is Shine.

• It is a logical progression of removing the clutter from the workplace and organizing the remaining materials for easy access at point of use.

• Now we must thoroughly clean the work area and implement daily cleaning schedules to facilitate the daily equipment and material inspections that are vital to your plant’s preventive maintenance strategy.

• You will note the emphasis on daily cleaning and inspection.

• Operators are the first line of defense in improving plant reliability.

• Changes in equipment vibration, power draw, temperature, sound, odor, etc. can be detected by the Operators and preventive maintenance tasks implemented to avoid a small problem turning into a plant shutdown or safety incident

Shine



Shine


• Operators cannot do this, however, if the equipment is caked with dirt, not easily accessible or if the area has insufficient lighting.

• The Operators also need instructions on what cleaning and inspection is required for each equipment unit operation.

• This is the function of the Cleaning /Inspection Methods Checklist an example of which is shown in Figure 5.9.

• The checklist must be supplemented by relevant Standard Operating Procedures and training for responsible parties to ensure that required actions are crystal clear.

Shine




Figure 5.9 Cleaning/Inspection Methods Checklist

Cleaning/Inspection Methods Checklist

Facility: Topeka, KS

Department: Central Manufacturing

Equipment: Cylinder Bore/Glue

Asset Code: 11090462

Location: Building 9

Mechanism

Ref.

No. Inspection Cle

an

Ref

ill

Lu

bri

cate

Rep

lace

Res

tore

Reference SOP Frequency

Checked

by Date Time Result

Input Conveyor 1 Drive V-belt condition CBG9384.002 Daily RMS Jan 14 0930 OK

Drive 1 Drive motor current EMT4267.003 Daily RMS Jan 14 0935 OK

1 Drive motor alignment CBG9384.002 Daily RMS Jan 14 0940 OK

1 Drive shaft pillow block LUB5843.006 Weekly JRT Jan 10 0710 OK

Input Conveyor 2 Rollers rotate freely CBG9384.002 Daily RMS Jan 14 0945 OK

Rollers 2 Roller V-belt condition CBG9384.002 Daily RMS Jan 14 0955 OK

Input Conveyor 3 No contaminants on conveyor belt CBG9384.002 Daily RMS Jan 14 1015 OK

Belt 3 No tears in conveyor belt CBG9384.002 Daily RMS Jan 14 1015 OK

3 Conveyor belt tension CBG9384.002 Daily RMS Jan 14 1015 OK

3 Conveyor belt alignment CBG9384.002 Daily RMS Jan 14 1015 OK

3 Mechanical splice condition CBG9384.002 Daily RMS Jan 14 1015 OK

Cylinder Bore 4 Air regulator particulate filter CBG9384.002 Daily RMS Jan 14 1020 OK

Machine 4 Air regulator coalescing filter CBG9384.002 Daily RMS Jan 14 1020 OK

4 Diamond bit condition CBG9384.002 Daily RMS Jan 14 1025 OK

4 Boring arm alignment CBG9384.002 Daily RMS Jan 14 1025 OK

Aluminum Chip 5 Aluminum chip discharge hopper CBG9384.002 Daily RMS Jan 14 1035 OK

Recovery 5 Aluminum chip waste bin CBG9384.002 Daily RMS Jan 14 1035 OK

Method

Cylinder

Bore

Cylinder

Glue

1

2

34

5

6

78

9

510

8

11Cylinder

Bore

Cylinder

Glue

1

2

34

5

6

78

9

510

8

11

Shine



Standardize


• Standardization is the method by which the first three pillars of 5S+Safety are maintained within your facility.

• The early stages of the 5S+Safety improvement initiative result in a considerable amount of excitement, especially with the visible changes made to the workplace cleanliness, organization and workflow.

• After several months, however, the honeymoon can come to an end and the workplace will begin to regress to its former self.

• Standardization of work practices prevents this from happening by integrating Sort, Set in Order and Shine into routine daily operations.

• Standardization is accomplished in three steps as shown in Figure 5.10.

• The 5S+Safety Job Cycle Chart defines who will perform what sort, set in order and shine tasks for each area and at what frequency.

• An example 5S+Safety Job Cycle Chart is shown in Figure 5.11.

Standardize




Figure 5.10 Steps Required to Standardize

1.

2.

3.

Standardization Steps

Define responsibilities for activities needed to maintain

5S+Safety conditions: 5S+Safety Job Cycle Charts

Integrate cleaning/inspection duties into regular work

schedules

Perform audits to determine how well 5S+Safety conditions

are being maintained and to discover required improvements

Standardize




Figure 5.11 5S+Safety Job Cycle Chart

5S+Safety Job Cycle Chart

Facility: Topeka, KS

Department: Central Manufacturing

Area: Cylinder Bore/Glue Assembly Area

Location: Building 9

Job

No. 5S Job So

rt

Set

in

Ord

er

Sh

ine

Sta

nd

ard

ize

Su

sta

in

Resp. Co

nti

nu

ou

sly

Da

ily

- a

m

Da

ily

- p

m

Wee

kly

Mo

nth

ly

Validation

Completed

by Date Time Result

1 Red Tag items - new Operator

No items in area which violate Red

Tag Criteria RMS Jan 14 1230 OK

2

Red Tag items - previously

tagged Supv.

No Red Tag items remaining in area

for more than 30 days WRH Jan 12 0700 OK

3

Floor, stair and rail safety

markings Operator

Markings are in good condition and

comply with OSHA and ANSI

guidelines PTT Jan 14 1930 OK

4

Floor, cabinet and shelving

marking/labeling Operator

Marking and labeling are legible

and in good condition. PTT Jan 14 1945 OK

5

Raw material, WIP and finished

goods inventory Operator

Inventory is orderly, arranged for

FIFO and quantity is consistent

with Red Tag Criteria

RMS

PTT

Jan 14

Jan 14

0730

1930

OK

OK

6 Machinery order check Operator

Cylinder Bore/Glue

Cleaning/Inspection Methods

Checklist RMS Jan 14 1145 OK

7 Tool order check Operator

Changeover tools are in good

condition and placed on shadow

boards

RMS

PTT

Jan 14

Jan 14

0715

1915

OK

OK

8 Supplies order check Operator

Production supplies are present in

sufficient quantity and stored in

labeled locations

RMS

PTT

Jan 14

Jan 14

0720

1920

OK

OK

Frequency5S Focus

Standardize



Standardize


• The effectiveness of standardization is best measured by monthly audits.

• The audit team will typically consist of the department manager and shift supervisors of the area to be audited.

• Seven aspects of 5S+Safety are rated for each audit area.

• These seven aspects and their associated 5S+Safety scoring criteria are shown in Figure 5.12.

• A rating of one indicates poor 5S+Safety conditions whereas a rating of five indicates excellent conditions with preventive measures in place to control cleanliness and workflow organization.

• Each audit team member will assess the 5S+Safety conditions and then provide his or her score for each aspect.

• Verbal justification for the score will help focus improvement actions to achieve higher scores for that aspect in the future.

• The department manager should speak last to prevent his or her opinions from influencing the other team members

Standardize




Figure 5.12 5S+Safety Audit Aspects and Scoring Criteria

Score Area Safety:

1 Minor safety problems noted

2 No safety problems noted

3 Safety concerns clearly identified and marked

4 Preventative activities are evident

5 All major activities have been analyzed using a hazard prevention method

Score Area and Equipment Cleanliness:

1 The Workplace is left dirty

2 The Workplace is cleaned once in a while

3 The Workplace is cleaned daily

4 Cleanliness has been combined with Inspection

5 Cleanliness (dirt-prevention) techniques have been implemented

Score Tools and Jigs Orderliness:

1 It is impossible to tell what goes where and in what amount

2 It is possible, but not easy, to tell what goes where and in what amount

3 There are location and item indicators for all jigs and tools

4 Various techniques (color-coding, outlining, etc) are used to facilitate replacing things properly

5 Jigs and tools are unified and when possible, eliminated

Score WIP and Supplies Orderliness:

1 It is impossible to tell what goes where and in what amount

2 It is possible, but not easy, to tell what goes where and in what amount

3 General location signs show what goes where

4 Location indicators, item indicators, and divider lines enable anyone to see what goes where

5 A FIFO system and specific indicators show what goes where and in what amount

5S+Safety Audit Scoring Criteria

Standardize




Figure 5.12 5S+Safety Audit Aspects and Scoring Criteria

Score Responsibilities and Expectations:

1 No cleanliness standards or responsibilities exist

2 Some cleaning responsibilities are assigned

3 Some standards for cleanliness are documented

4 All areas have cleanliness responsibilities assigned and documented

5 Demonstrated continuous improvements of cleanliness standards and responsibilities

Score 5S Tools:

1 No 5S tools are obviously available

2 Cleaning equipment is available

3 Storage areas are clearly marked for cleaning supplies

4 Cleaning equipment is stored and clearly identified at locations where needed

5 Cleaning equipment maintained and schedules for replacement are documented

Score Visual Controls:

1 No useful Visual Controls

2 Visual Controls are evident, but not necessarily functional

3 Visual Controls are obviously part of normal activities

4 Visual Controls are functional without detailed knowledge of activities

5 Major activities are obviously controlled visually without detailed knowledge

5S+Safety Audit Scoring Criteria

Standardize



Standardize


• The rating scores are then averaged for each 5S+Safety aspect.

• An example 5S+Safety audit form is included in Figure 5.13 and the associated radar chart summarizing the audit result is shown in Figure 5.14.

• The monthly audit is a convenient time to check for progress on Red Tagged items in the area and to validate the effectiveness of improvement actions completed as part of the 5S+Safety Improvement Activity Log (reference Figure 5.7).

• New items that violate your plant’s Red Tag Criteria should be appropriately documented as well as any new tasks for the 5S+Safety Improvement Activity Log.

• The 5S+Safety audit results, Red Tag Register and Improvement Activity Log should be updated monthly and posted in a high-traffic area within your plant on the 5S+Safety Communication Board – an essential part of the Sustain pillar that we will discuss next.

Standardize




Figure 5.13 5S+Safety Audit Form

5S+Safety Standardization Level Audit

1 Mnr Probs 1 Dirty 1 No Order 1 No Order 1 No Stds 1 None 1 None

2 Min Safe 2 Okay 2 Basic Order 2 Basic Order 2 Some Stds 2 Tools Avail. 2 Some

3 Identified 3 Cleaned 3 Locations 3 Locations 3 Some Doc 3 Mrk Stores 3 Normal Act.

4 Prevention 4 Clean/Insp 4 Easy Repl 4 Easy Repl 4 Assigned 4 Str by Need 4 Functional

5 Highly Safe 5 Prevent 5 Eliminate 5 FIFO Qty 5 Cont Imprv 5 Maintained 5 Full Control

Department: Central Manufacturing Audit Leader: T. Williams Date: Jan 30 Page: 1

Area or Work Center5S Tools Visual Controls

Cylinder Bore/Glue

Assembly Area

2 2 3 3 2 2 162

Responsibilities

& Expectations

Area Safety Area & Equip.

Cleanliness

Tools & Jigs

Orderliness

WIP & Supplies

Orderliness

Total

Score

Cylinder Bore/Glue Assembly Area

January 5S+Safety Audit Result

0

1

2

3

4

5

Area Safety

Area & Equip. Cleanliness

Tools & Jigs Orderliness

WIP & Supplies OrderlinessResponsibilities & Expectations

5S Tools

Visual Controls

Figure 5.14 5S+Safety Audit Result – Radar Chart

Standardize



Sustain


• The final pillar of 5S+Safety is Sustain.

• This is the glue that binds the previous four pillars together, preventing regression of your improvement efforts.

• Managers have a key role in the sustain process.

• They must provide for 5S+Safety training/refresher training, create teams for implementation, allow time for improvement tasks, provide resources to support improvements, and give recognition for 5S+Safety milestones and achievements.

• Supervisors also have an important role in sustaining 5S+Safety.

• They must involve the shop floor workers in the improvement process in order to get buy-in from the workers and lead by example to demonstrate their and the company’s commitment to the 5S+Safety initiative.

• Each shop floor worker also plays an important role in sustaining 5S+Safety.

• Workers are assigned individual tasks on Cleaning/Inspection Methods Checklists and 5S+Safety Job Cycle Charts.

• They must take these tasks seriously and not arbitrarily sign off on the check sheets.

Sustain



Sustain


• Employees must use their senses to monitor the “heartbeat” of their work area.

• Any unusual sounds, vibrations, odors, leaks, temperature increases, etc. must be addressed immediately to prevent a safety issue from occurring or an equipment reliability issue from causing downtime in your plant.

• Workers must not accept the status quo of their workplace but rather, be part of the creative process to optimize the workflow and layout to increase efficiencies.

• Communication is vital to the sustain process.

• It is recommended that 5S+Safety Communication Boards be posted in key areas within your facility.

• These boards provide an update of the 5S+Safety activities occurring within the plant and will typically include “before” and “after” pictures of areas improved through Sorting, Set in Order and Shine.

• They should also include key production performance indicators (yields, throughput, targets), Red Tag Register, Improvement Activity Log, audit scores, 5S+Safety Newsletters, “before” and “after” spaghetti charts, etc.

• Make sure that the boards are visual, easy to read and kept current.

Sustain




Figure 5.15 5S+Safety Communication Board

Project Date: Jan 19 Work Area: West Tank Farm Status Date: Jan 26

Item Description Date Sorted Log Number Reason for Tag Action Responsibility TCD Status1

Discarded seal flush

plumbing for Pump

826A Jan 19 WTF001

Plumbing clogged - not

recoverable

Determine if classified as

hazardous waste and

dispose of accordingly Richard Jones Feb 19 In process

Pallets stacked in

northwest corner of tank

farm Jan 19 WTF002

Pallets have not been used or

moved in 6 months

Email announcement to key

plant personnel if they have

need for these pallets - if

not discard Lynda Thompson Jan 31 Email sent out Jan 20

Used butterfly valves

sitting on pallet by tank

# 823 Jan 19 WTF003

Valves were removed 3 month's

ago as part of capital upgrade.

Relocate valves to

maintenance shop Joe Phillips Feb 19 Done Jan 26

1Status Color Coding: Disposition under review

Disposition complete

Disposition exceeded Target Completion Date

Red Tag Register

5S+Safety Improvement Activities

Facility: Shipping/Receiving Warehouse

Indicates Improvement Activities in Process Indicates completed Improvement Activities

Issue

#

Date

Identified Location

Assigned

To Close Date

Effectiveness

Checked By

1 Jan 19 Near Bay # 1 J. Smith Feb 1 R. Taylor

2 Jan 19 West Wall of Office T. Williams

3 Jan 19 Dock Locks S. Jones

4 Jan 19 Floor Markings S. Jones

5 Jan 19 I-Beam # 42 S. Jones



8 Jan 19 General S. Jones

Issue Improvement Activities

No cleaning supplies or storage cabinet

Purchase push broom, dust pan, oil

absorbent material, wipers, cleaning

solutions and storage cabinet.

Shipping labels are disorganized (some

obsolete)

Sort through labels, organize onto labeled

shelves, discard obsolete labels.

No procedure posted for Dock Lock

operation

Write one point lesson, provide training

to all receivers and post above Dock

Locks

High traffic lanes for fork lifts are not

marked off

Mark off high fork lift traffic lanes with

yellow paint. Post signs warning that

yellow paint zones have high fork lift

traffic.

Fire Extinguisher on I-Beam # 42

encumbered by packaging supplies.

Relocate packaging supplies and paint 3

feet "No-Fly Zone" around I-Beam # 42.

Lantech Stretch Wrapper has no Standard

Operating Procedure (SOP) Posted

Copy SOP from Manufacturer's Manual

and post on control panel

No Cleaning/Inspection Checklist

Write Cleaning/Inspection Methods

Checklist, provide training to personnel

and post near stretch wrapper

No 5S Job Cycle Chart

Prepare 5S Job Cycle Chart indicating

what cleaning/inspection will be

conducted by which personnel at the

required frequency.

Cylinder Bore/Glue Assembly Area

January 5S+Safety Audit Result

0

1

2

3

4

5

Area Safety

Area & Equip. Cleanliness

Tools & Jigs Orderliness

WIP & Supplies OrderlinessResponsibilities & Expectations

5S Tools

Visual Controls



Quality Control

LabEngineering Customer Service


Assembly

Plastic Gear

Extrusion

Pellet Dryer

Assemble Plastic

Gears to Metal

Subassembly

Ultrasonic

Welding

Labeling &

Packaging

Shipping


Chemical

Storage

Tool & Die

Storage

Maintenance

ShopMRO Stores

Operator # 1



Quality Control

Lab

Engineering

Customer Service


Assembly

Plastic Gear

Extrusion

Pellet Dryer

Assemble Plastic

Gears to Metal

Subassembly

Ultrasonic

Welding

Labeling &

Packaging

Shipping


Chemical

Storage

Tool & Die

Storage

Maintenance

ShopMRO Stores

Operator # 1

Before Set in Order

After Set in Order

Red Tag Register

Improvement Activity LogAudit Result

5S Newsletter 5S Slogan Winners

Before Sort

After Sort

Before Set in Order

After Set in Order

Before Shine

After Shine

Before and After Pictures

Sustain



Sustain


• There are a number of tools and techniques that your company can use to sustain 5S+Safety gains within your plant.

• 5S+Safety slogan contests, posters, photo exhibits, storyboards, newsletters, suggestion cards, pocket manuals, department tours, industry benchmark reviews, guest speakers and refresher training are just a sampling of the available techniques.

• The key to keeping your 5S+Safety initiative vibrant is to keep it visual, updated and involve employees at all levels.

Sustain



References


Lean Manufacturing | Productivity Press | Lean books|

Lean Production | 5S | Six sigma | Toyota Production

System

Lean Manufacturing | Productivity Press | Lean books|

Lean Production | 5S | Six sigma | Toyota Production

System

“Factories are like living organisms. The healthiest organisms move and change in a flexible relationship with their environment.”

Hiroyuki Hirano

http://www.productivitypress.com/shopping_cart/products/product_detail.asp?sku=PP7047&isbn=9781563270475&parent_id=&pc=

http://www.productivitypress.com/shopping_cart/products/product_detail.asp?sku=PP7123&isbn=9781563271236&parent_id=&pc=



Internet Resources


• Productivity Press http://www.productivitypress.com/

• The 5S Store http://www.the5sstore.com/

• 5S Supply http://5ssupply.com/

• Visual Work Place http://visual-work-place.com/

• Lean Enterprise Institute http://lean.org/

• Society of Manufacturing Engineers http://sme.org/

• Association for Manufacturing Excellence http://ame.org/

http://www.productivitypress.com/

http://www.the5sstore.com/

http://5ssupply.com/

http://visual-work-place.com/

http://lean.org/

http://sme.org/

http://ame.org/