5s training manual_final

7/31/2019 5S Training Manual_Final

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Stanadyne Business System

5STraining Manual

5STraining Manual


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5S5S


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Training OutlineTraining Outline

Introduction

Meaning of 5S

Benefits of 5S

Keys to Success

Implementation1S Sort2S Straighten

3S Shine4S Standardize5S Sustain


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IntroductionIntroduction

Named for 5 Japanese words:

Seiri, Seiton, Seiso, Seiketsu, and Shitsuke

Originated at Toyota in 1950s

We use 5 English words with similar meanings to make the programeasier to remember and understand

Sort, Straighten, Shine, Standardize, and Sustain

5S is a disciplined approach toward Work Life

Objective:

The objective of 5S is to create acompany culture which perpetuates a

neat, clean, efficient workplace


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5S is foundational to continual improvement and a manufacturingstrategy based on Lean Manufacturing (waste removing) concepts.

Reduces clutter

Reduces the time it takes to look for tools and equipment

A place for everything and everything in its place

Creates a clean, neat workplace for employees

Improves how the operation appears to customers always betour ready

Creates pride in the workplace


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Sort Clearly distinguishing between what is needed andkept and what is unneeded and thrown out

Straighten Organizing the way we keep necessary things,making it easier for anyone to find and use them

Shine Keeping the floors swept, machines and furniture

clean, and all areas neat and tidy

Standardize Making improvements to help maintain thestandards of the first three Ss

Sustain Achieving the discipline or habit of properlymaintaining the correct 5S procedures


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Meaning of 5SMeaning of 5S

Understand what stuff is

Critically evaluate all items in the workplace and determine whichitems are really needed for daily work

Keep only what we reallyneed

Throw out what we dontneed

Applies to everything, not just supplies and material


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Sorting must be done first so we only organize things we need

Organize each of these items Locate them where they are most needed Know where to return items when not in use Identify items and their storage areas

Anyone should be able to understand the order of things at firstglance Make it obvious!

The entire workplace should be organized to achieve waste-freeflow


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Make things clean and tidy Sweeping floors, get rid of trash, clean the area

Thoroughly clean machinery, tools, computers and furniture(file cabinets, desks, etc.)


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The first three Ss have been done We have sorted and kept only the needed items All needed items have been organized, identified and placed

where needed All equipment and areas are clean and orderly

Standardization means maintaining and improving the first threeSs

Eliminate causes of dirt, leaks, and spills Create systems and make physical changes to the

environment to keep things need and organized

Develop standard procedures for cleaning, organizing and

maintaining all works areas Remember that standards are the basis for improvement


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We must develop a habit of cleaning, organizing, and keepingunnecessary items out of each area

Create a management standard work to ensure that 5S becomes asustainable habit with checklists, audits, etc

Everybody must share the attitude that cleanliness and orderlinessare critical as a starting point in the development of continuousimprovement initiatives and activities

This can not be a one time effort it must be done on an on-goingbasis


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Benefits of 5SBenefits of 5S

Reduced Waste

Improved Safety

Ease of Maintenance

Higher Quality

Improved Profitability


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Reduce WasteReduce Waste

Work-in-process (WIP)

Inventory

Handling waste

Wasted space

Searching Unneeded equipment,

furniture

Overproduction

Defects

Non-value

Waiting

Excess motion

Transportation Other Wastes:

Untapped human potential Inappropriate systems

Wasted utility resources Wasted materials

Wastes t o be reduced or eliminated:


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Improve SafetyImprove Safety

Mechanical failures and hazards are easier to detect and fix

Uncluttered aisles and work areas

Clean floors are safer Wrong tools are not used

Fewer hazards proper storage

Well marked, easy to locate fire and safety equipment


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Ease of MaintenanceEase of Maintenance

Cleaner equipment means longer life

Proper location of correct tools for each job means that the wrongtools wont be used

Clean machines make it easier to spot leaks and small problemsbefore they become serious problems

Discipline increases daily attention given to machines


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Higher QualityHigher Quality

Proper, well-located tools reduce defects

Organized gauging ensures quality checks are done properly

Bad parts are easier to spot and keep segregated in clean

environments

Employees pay more attention to the process, tools, and area

Pride in ownership of an area translates into pride in ownership ofthe product made


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Improved ProfitabilityImproved Profitability

Organized work cells eliminate wasted time

Improved machine performance and gauging means fewer defects

Reduced downtime due to earlier recognition of problems meansmore profits

Improved morale increases productivity

Impressed customers leads to more sales!


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Keys to 5S SuccessKeys to 5S Success

Commitment

Understanding

Involvement Improvement


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CommitmentCommitment

Top management must understand 5S and commit to achievingeach step and then supporting the management standard work

Supply costs and Kaizen time must be viewed as an investment in a

better workplace

Remember that 5S is the foundation for all other lean improvements


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UnderstandingUnderstanding

It is much easier to follow the lead when you understand thereasons

Hold meetings to explain 5S events and answer all questions in a

positive manner

Thoroughly explain the procedure before starting any 5S activities


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InvolvementInvolvement

Each employee must be encouraged to feel ownership of his or herarea

Everyone plays a critical role in implementing the 5S strategy

Team meeting discussions on methodology of 5S help bringmembers to a common understanding of the issues

5S is not a program or event it is a cultural change a never-ending effort

Make sure everyone is involved


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Continuous ImprovementContinuous Improvement

5S is the foundation for improvement

5S must be maintained to have a strong foundation for Kaizen

5S is the important basis for true visual management

Small 5S improvements will lead to plant-wide quality improvements


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5S Implementation5S Implementation

Sort

Keep onlyw hat w e need

StraightenOrganize area and

needed items

Standardize

Kaizen to maint ainfi rst 3 Ss

ShineClean t hew ork area

SustainDiscipline t o

maintain 5S


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SortSortPurpose:

To sort through all items in a work

area, eliminate all unneeded items,and decide what is truly needed.


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Red Tag StrategyRed Tag Strategy

Step 1 I nit iate Fir st Round of Red Tagging Select the Kaizen team Members should be from the area as well as from

outside Appoint a team leader

St ep 2 I dent ify Red Tag Target s Inventory, equipment, supplies, tooling, space

Office areas are not exempt from red tagging

St ep 3 Def ine Red Tag Cr it er ia Determine what criteria will be used to distinguish a

needed item from an unneeded item Example: Save only the items needed to make nextweeks or next months production schedule


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Red Tag StrategyRed Tag Strategy

St ep 4 Conduct Red Tag Session Explain Red Tag criteria to teams Ensure a good cross-section of people tagging items to

prevent I might need that

Red Tag entire area as rapidly as possible Move all tagged items to a red tag area nearby (and

clearly defined as such) Post red tag receipts on a flip chart board in the cell

St ep 5 Evaluat e t he Red Tag Target s Review material which has been red tagged Dispose of truly unnecessary inventory, equipment and

other items THROW IT OUT FOR GOOD!!! Teams may retain material which has been mistakenly red

tagged if they can justify it to the team and organize it Discard any material which is still tagged after a pre-

determined time (One week maximum one month?) All Red Tags must be completed and returned


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Sample Red TagSample Red Tag


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Red TaggingRed Tagging

Helpful Hint s

Record information about all tags used on a Red Tag Log sothat dispositioning can be tracked easily (sample at end of

manual)

Make sure everybody understands what is to be red tagged andwhy

Discourage people from being defensive

Be fair all areas get tagged! Dont red tag people

Dont compromise; I f in doubt, throw i t out !

Necessary items can be tagged if improvements are known or

suggested

Do not put multiple tags on any one object


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StraightenStraightenPurpose:

To create simple, visual order for all

necessary items so that they may bekept and used in the most efficient

manner possible.


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SignboardSignboard

Strategy

Step 1 Determine Locat ions

Consolidate necessary items Decide where items belong to best support work Focus on getting items as close to point of use as possible

Step 2 Prepare Locat ions

Decide on storage method to be used Remember function and 5S guidelines Kaizen storage methods for ease of use Evaluate all containers minimize size

Step 3 I ndicate Locat ions Make signboards and hang in proper locations to indicate whereitems belong

See sample pages for types of signboards


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SignboardSignboard

Strategy

Step 4 I ndicat e I t em Names

Make signboards which clearly show The name of the item and any identification numbers The address of its storage location

Step 5 I ndicat e Amounts

Signs should show how many pieces of a particular item shouldbe on hand Each indicator should define at least the minimum and

maximum amounts


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Straightening ExamplesStraightening Examples

Visual filing system for daily

inspection reports


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Incoming / Outgoing part inspection rack for metrology lab at SCC


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Color-coded floor markings for machines and scrap bins


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Before Aft er Improvements

-Traffic line

- Direction indicators (keep left)

- Hatch pattern for Humancrossing

Improvements

- Traffic line- Direction

indicators (keepleft in India!)

- Hatch pattern for

human crossing


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Before After


Improvements

- Safe grinding wheelstorage

- Easy accessible

- Identification

- Common place tokeep


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Before After


Improvements

- Type of fire &chemical powderdisplaced

- Information ofapplication where tobe used available


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Before After Improvements

- Color coded for oiltypes

- Same color code onmachine oil tanks toensure right oil used

- Available right shopfloor in accessibledistance

- Long travel timefrom shop to oilstore reduced



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Assembly bench with just what is needed and very little extra space


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Shadow BoardsShadow BoardsPurpose:

Shadow boards are used to indicate proper location of tools, gages,and other items needed for a job.

Outline

These are the simplest form of shadow graphs, often simply boardsconveniently mounted for accessibility to the tools, with outlines of the toolspainted on the board.

Relief

Another variation of shadow board

Relief boards have contours milled into the wood or plastic Providing the shape recognition of an outline, with added security for the

tools

Best if mounted at an angle to prevent placing anything else there

Use yellow for tools & standard items, and blue for gauges / quality stations


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Shadow Board ExamplesShadow Board Examples

In-process gauging shadow boardsCan be improved by placing them on an angle. Why?


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Before After (Gauge shadow board)

I mprovements :

- Partition between gauge

- Easy Identification

- Prevents damage

Shadow Board ExamplesShadow Board Examples


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Shadow Marking and PaintingShadow Marking and Painting

Floor markings are a variation of shadow graphing, again used to indicateproper location of inventory, forklifts, machines, furniture, etc.

Two principles methods:

Vinyl tape

3M 471 or equivalent tape for floors and other markings Available in the 5 primary colors

Paint

Avoid paint striping unless youre sure hard to change!

Paint signboard, shelves, racks, other items the right color All machines should be painted very light preferably white - colors

Consider: Durability versus Flexibility

Choose w here you mark carefull y! Dont j ust t race around t rash!

b d l


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Signboard StrategySignboard Strategy -- ImplementationImplementation

Helpful Hint s

Use large lettering to make signs visible from a distance

Use standard size signs

Use color-coded backgrounds for clarity (see standards)

Do signboarding as soon after sorting as possible


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StraightenStraighten Storage MethodsStorage Methods

FI FO (First I n First Out )

32 1

I NI N

OUTOUT

2 1

WorkstationWorkstation

S h S h d


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Liveliness of Material

Reduce wasted time and motion

Why are skids and bins the same? How would this apply in

an office area?

Piled on floor

Loaded in box on f loor

Loaded in car t

I n Transit

Loaded in b in or on skid

S hSt i ht S h dSt M th d


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St age 0 Total Disorder

St age 1 Items Kept In Easy-To-Understand Groups(i.e. by function or by machine)

St age 2 Visual Indication of Location(shadow boards, color coding, indexing)

St age 3 Simple Orderliness Known By Heart(tools at arms reach, easily replaced due to enlargeddimensions)

St age 4 Just Let Go Orderliness

St age 5 Elimination Of Items

Food for thought: What would a Stage 5 screwdriver be?

Purpose:To create simple, visual order for all necessary items so that they may be

kept and used in the most efficient manner possible.

St d d C l C dSt d d C l C d


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Standard Color CodeStandard Color Code

Purpose: Identify critical items, parts and areas within Stanadyne withcommon colors to allow any employee or visitor to easilyunderstand production in each in each of our facilities.

Safety

Quality

Standards

Defects

Maintenance

Safety equipm ent / First Aid / Safety Post ers, not ices

I nspect ion point s / Quality inst ructions / Gaging

Operation st andards / Location m arks / Good part st orage

Scrap / Non-conforming mat erial

Repair t ools / TPM materials / Machinery

Visual ManagementVisual Management


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Visual ManagementVisual Management

Not really part of 5S, but related Key is to manage everything easily and visually at a glance Call attention to abnormal or problems only


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ShineShinePurpose:

Thoroughly and completely clean the

area to get it to an initial state oflike new cleanliness

ShineShine


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ShineShine

Ensure bright lighting of all areas

Have areas cleaned by those that work there

Keep in mind: How did this get dirty?

Ask

Fix problems at the source, dont just stop a symptom.

Ask why the item leaked, broke, etc.

Design or change the item to prevent recurrence.

ShineShine


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Everyt hing must be really scrubbed clean!

Machines (all sides all around)

Signs, lights, tables.

Floors need special attention

Cabinets

Tools, gauges, and all items left during the sort phase

Have all the cleaning supplies you need

Just have to get in and do it no shortcuts to this step!

ShineShine

CleanlinessCleanliness


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Like the new car smell, we want theNew Factory Look!

CleanlinessCleanliness


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StandardizeStandardizePurpose:

Identify sources of dirtiness and

disorganization at the root cause andsolve them to make it easy to maintainthe new order

StandardizeStandardize


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Make sure all areas have plenty of light

Eliminate any extra shelf or bench space

Horizontal space accumulates junk!

Pay attention to bottom shelves of benches Eliminate any unseen areas where things can hide

Remove or make cabinet doors transparent

Minimize use of drawer cabinets

Fix and contain leaks, overspray and dust from machines duringoperation

Contain coolant to the smallest possible area

Try to eliminate all oil pans and absorbent towels / tubes



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SustainSustain

Purpose:

Establish standard work to monitorand encourage keeping good 5S habits

SustainSustain


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Use the 5S Patrol Check Sheet to evaluate areas

Work team should do this weekly

Rotate team members so everyone get a turn to audit the area

Supervisors should review the audit once done and point out anyareas of improvement

Plant management should check each area at least monthly

Identified problems must be recorded on a kaizen newspaper to be

fixed, or fixed right away

Use visual management to show 5S results

Post the current 5S audit sheet on the cell visual board

Post the appropriate 5S wheel sections to reflect area scores

Be proactive - focus on continuous improvement

SustainSustain

SustainSustain


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SustainSustain

Create long-term cultural change it takes time to build good habits

Remember that people follow examples (good and bad!)

Consistent priorities come from understanding the value of the 5S

work life Everyone has to accept 5S as a personal goal


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5 Why is your mostimportant tool

5S is the foundationfor KAIZEN

Visual managementis ultimate goal

I t s up t o you!

AttachmentsAttachments


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Attachments

Sample Red Tag

Sample Red Tag Register

Color Code Standard

Sample 5S Patrol Check Sheet



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Standard Color CodeStandard Color Code


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Purpose: Identify critical items, parts and areas within Stanadyne withcommon colors to allow any employee or visitor to easilyunderstand production in each in each of our facilities.

Safety

Quality

Standards

Defects

Maintenance

Safety equipm ent / First Aid / Safety Post ers, not ices

I nspect ion point s / Quality inst ructions / Gaging

Operation st andards / Location m arks / Good part st orage

Scrap / Non-conforming mat erial

Repair t ools / TPM materials / Machinery


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START YOUR ENGINES

AND DONT STOP UNTIL YOU CROSS THE FINISH LINE


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SustainSustain


ShineShine

StraightenStraighten

SortSort

AND DON T STOP UNTIL YOU CROSS THE FINISH LINE

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