5s prezentare
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Red TagsRed Tags
AuditsAudits
Carla J. Parvin, CFPIMSourcing Specialist
Thermo Fisher Scientific
carlaparvin@yahoo.com
Introduction to
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Definition of 5S
5S is a system to
Identify waste Identify opportunitiesfor improvement
Bring order to ANY work environment Establish a smooth, efficient flow of
material, supplies and activit ies
The 5 pillars of the Visual Workplace
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What Is 5S
5 Japanese words & a mind-set Seiri - Sort (Segregate & Discard)
Seiton - Set in Order(Arrange & Identify)
Seiso - Shine (Clean & Inspect Daily)
Seiketsu - Standardize (Maintain Cleanliness)
Shitsuke - Sustain (Motivate & Establish Discipline)
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Lean and 5S
Lean can be defined as the eliminationof waste, continuous improvement and
employee involvement/empowerment
5S is one Lean tool often the firstforay into LEAN. Why?
Because its easy and it gets results!
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Everyday Examples
Library DeskCar interior
Sugar bowlGarage
Car stop
Tool box Tool board
Kitchen of Julia Child or Rachel Ray
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5 S on the Shop Floor
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5 S in the Office
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5S in Healthcare
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Benefits of 5S - for employees
Safer & more pleasant work environment Makes the job easier & more satisfying
Employee and customer respectA process that makes sense Positive mental attitude Pride in the workplace
5S creates a better
place to work
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Benefits of 5S - for the company
Higher quality, lower costs, easier maintenance,greater customer satisfaction, and higher
profitability.
Sales Standardization
Safety
Savings Satisfaction
5S is the foundation for the continuous
improvement process
Do the easy stuff first!
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Expected Measurable Results
Reduce storage requirements 68 %
Reduce floor space 60 %
Reduce distance traveled 80 %
Reduce changeover time 62 %
Reduce nonconformance 96 %
Reduce late deliveries to 0 %
Give em something to brag about!!!
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Before: Basement
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Before: Basement
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Before: Safety
Faceplates not
installed on outletsand switches.
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The First S: Sort
Separate needed from unneeded items.
Leave only the bare essentials. Remove unneeded items f rom the work area (red tag).
Remove all excess items f rom the work area. Is it needed, in what quantities, and where should it be located?
Hold excess items within the storage area for 14 days or less.
Assign a person to organize and manage the storage area.
Organize work/storage area, disposing of all items in red tagarea within a predetermined time frame.
Audit for results.
Organization reduces work flow problems, increases processquality and product ivity, and improves communication.
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Red Tag System Start the red tag process within a designated
area (department, clinic, warehouse, storagearea, etc.)
Set red tag criteria
Identify the red tag targets
Make red tags
Attach red tags
Evaluate red tag items
Document the results of the red tagged items
Red TagsRed Tags
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RED TAGArea: Tag#:
CATEGORY (circle one):
Supplies WIP Tools
Office Materials Raw Materials Equipment
Furniture Finished Goods
Books/Magazines/Files Other:
Date Tagged: Tagged by:
Item: Quantity:
Reason:
DISPOSITION (circle one):
Discard Sell
Store in area Transfer
Long term storage Other:
ACTION TAKEN: Date:
Detach at perforation. Attach top portion to the item, retain the bottom portion for tracking purposes.
RED TAG LOCATOR Area: Tag #:
Red Tag Form
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1st S - Prep Cart
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First S Sort EXERCISE
10 minutes Form teams of 5 to 6 people Given the kit of parts and sample product, separate
needed from unneeded items. The sheet of f lip chart paper will be your work cell
think about possible layouts, work flow, etc.
Leave only the bare essentials. Remove unneeded items from the work area.
Remove all excess items from the work area.
Is it needed, in what quantit ies, and where should it belocated?
Return excess items to front of the room.
Debrief lessons learned
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The Second S: Set in Order
Objectives
Arrange needed items so theycan be easily retrieved, used,and put away. The 3 Es.
Get rid of waste in proceduresand support activi ties.
Use first in, first out (FIFO). Save space and t ime.
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Set in Order - Guidelines
Establish place for everything and everything in itsplace.
Place parts, tools, and instructions close to the pointof use for motion improvement.
Store similar items together.
Color code to quickly identify i tems.
Clearly label each i tem and its storage area.
Use specially designed carts to organize tools,materials, and devices that are needed for each area -possibly color coded for each job.
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Set in Order - Review Work Sequence
Observe sequence of tasks each worker performs.
Break operations into
observable elements. Identify value-added versus
non-value-added elements.
Minimize non-value-addedoperations.
Consider capacity, cycle times, and changeover times.
Value-Stream Mapping & Standard Work
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Set In Order - Identifying Locations
Signboard strategy
Painting strategyColor-coding strategy
Outlining strategy
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After:
Basement
All parts are labeledand locations marked
Heavy items on lowershelves
All i tems secured
Walk aisles cleared
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After: Basement
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After:
Basement
Safety
All l ight switchand outlet coversinstalled
Ceiling installed
A place for everything and
everything in its place!
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Second S - Set in Order EXERCISE
10 minutes
In your work cell , establish a place foreverything and everything in its place.
Clearly label each i tem and its storage area.
Store similar items together.
Place parts, tools, and instructions close to thepoint of use for motion improvement.
Debrief & lessons learned.
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5S Audit Sheet Department: Completed by:
1st S - Date: Total Score:
SORT Previous Score: Score
# Check Item Description 1 2 3 4 5
1 Materials or SuppliesAre there any unneeded or unused material or
supplies in the area?
2 Machines or equipmentAre there any unused machines or other
equipment in this area?
3 Attachments or toolsAre there any unused attachments, tools or similar
items in this area?
4 Visual controlIs it obvious which items have been marked as
unnecessary?
5 Written standardsHas establishing 5S left behind any useless
standards or procedures?
Sub Total:
Sort - 5S Audit SheetAuditsAudits
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The Third S: Shine & Inspect
Objective Cleanliness:
Leads to a more safe andcomfortable work place
Leads to greater visibil ityto reduce search time
Ensures a higher qualityof work and safety
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Daily/Shift Cleaning
Dust, sweep and wash counters & floors
Clean in, under, and around equipment andfurniture
Eliminate all trash from the workplace
Ready for next shift or next day
Clean so that you would be willing toeat off the floors and equipment!
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Steps in Clean/Inspect
Decide on cleaning / inspection targets
Determine cleaning / inspection methods
CreateChecklists
Create JobCycle Charts
Deep cleanwith paint
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5S Cleanliness/Inspection Checklist
Clean Adjust Replace Repair
1 Is hose attached ? X
Eye Wash Station 2 Is faucet head clean ? X
3 Is protective cap clean ? X
4 Is cap in place ? X X
5 Verify water flow speed and volume X
6 Check for leaks X
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5S Cleanliness/Inspect ion Check list
Equipment PointMain Response
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No. 5S Job Sort Set in order Shine Standardize Sustain A B C D E F
1 Red-tag strategy (occasional, companywide) X X
2 Red-tag strategy (repeated) X X
3 Place indicators (check or make) X X4 Item indicators (check or make) X X
5 Amount indicators (check or make) X X
6 Sweep around equipment X X
7 Sweep within area X X
8 Sweep around worktable X X
9 Sweep on and under worktable X X
10 Sweep work areas and walkways X X
J ob Cycle Code
A is Continuously
B is Daily (mornings)
C is Daily (evenings)
D is Weekly
E is Monthly
F is Occasionally
5S Job Cycle Chart
Div./Dept./Section
Entered by: Date: J OB CYCLE
Prod. Div.
5S Job Cycle Chart
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3rd S Shine, EXERCISE
Create an Inspection Checklist and Job Cycle Chartfor your work cell. Remember the objectives are:
Employees clean their own equipment and workareas and perform basic preventive maintenance
Keep everything clean in a constant state ofreadiness
Investigate the causes of dirt iness and implement aplan to eliminate the sources
Use dust-collecting covers or devices to prevent dirtaccumulating on equipment and work surfaces
Debrief & lessons learned
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Shine/Inspect - 5 S Audit Sheet
Department:
Date:
Previous Score:
# Check Item Description 1 2 3 4 5
11 FloorsAre floors kept clean and free of trash,
water, dirt and debris?
12 EquipmentIs equipment wiped often and kept free
of dirt, dust and contamination?
13 Cleaning & checkingIs equipment inspection combined with
equipment maintenance?
14 Cleaning responsibilities Is there a person responsible foroverseeing cleaning operations?
15 Habitual cleanlinessDo operators habitually sweep floors
and wipe equipment without being told?
Sub Total:
Completed by :
Total Score:
Score
3rd S
SHINE
5S Audit Sheet
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Ensure that all tools and equipment are available before
starting the procedure.
1st, 2nd and 3rd S
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The Fourth S: Standardize
Objectives
Properly maintain the first 3 Ss as a
habit Document cleaning/inspection tasks Implement cleaning/inspection
checklist of maintenance activities onperiodic schedule
Take it to the next level, prevention!
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Standardization Guidelines
Assign responsibility for activitiesregarding maintaining first three 5Sconditions.
Integrate documented procedures forcleaning/maintenance tasks into regularassigned work duties.
Improvements made in the first threesteps may not last and may revert to prior
conditions.
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Standardize Tools
5S locations
5S assignment list and 5S schedule5S job cycle charts listing each 5S job
to be done
Visual 5S (normal versus abnormal,disorder, contamination condit ions,etc.)
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Three Legs of the Standardization Stool
SET IN ORDER
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4th S - Standardize
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Incorporate tools, suppliesand measuring devices intothe process and store where used
Suspend tooling above work area
Eliminate tools by tool unificationand method substitution
Prevent work items from gettingcontaminated (use equipmentcovers, store tools and devices indrawers or cases, etc.)
Taking It to the Next Level - Prevention
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Taking It to the Next Level - Prevention
Prevent unneeded items from accumulating
Make it diff icul t or impossible to put items in the wrong place.
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Standardize 5S Audit Sheet
Department:
Date:
Previous Score:
# Check Item Description 1 2 3 4 5
16 Improvement memosAre improvement memos generated
regularly?
17 Improvement ideas Are improvement ideas being acted on?
18 Key proceduresAre standard procedures clear, well
documented and actively used?
19 Improvement plan Are future standards being considered?
20 The first 3 SsAre the first 3Ss (Sort, Set in Order and
Shine) being maintained?
Sub Total:
Completed by:
Total Score:
Score
4th S
STANDARDIZE
5S Aud it Sheet
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Objective: Sustain 5S
Conditions necessary to sustain Awareness (understand 5S) Time (time committed in work schedule) Structure (how and when 5S tasks performed)
Support (management leadership, resources,and acknowledgment)
Rewards and recognition Satisfaction and excitement
The Fifth S: Sustain
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Sustain - 5 S Audit Sheet
Department:
Date:
Previous Score:
# Check Item Description 1 2 3 4 521 Training
Is everyone adequately trained in the
standard procedures?
22 Tools and suppliesAre tools and supplies being stored
correctly?
23 Stock controls Are stock controls being adhered to?
24 ProceduresAre procedures up to date and regularly
reviewed?
25 Activity boardsAre activity boards up to date and
regularly reviewed?
Sub Total:
Completed by:
Total Score:
Score
5th S
SUSTAIN
5S Audit Sheet
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5S Self Assessment Audit Sheets
Area ____________
Date ____________
Auditor ____________
Sh inee t In Orde r 54
3
2
1
5 SProg re ss i on t oEXCELLENCE
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5 levels of 5S ImplementationSORT STRAIGHTEN SHINE STANDARDIZE SUSTAIN
LEVEL 1
Start
Criteria for disposalof not-needed itemshave beenestablished.
Decide and organizewhereto keepnecessary items
Clean work area. Established workgroups to developand documentstandardized workmethods.
Area inspections arerandom andcompleted by workgroups and/ordepartment leaders.
LEVEL 2
Focus onBasics
Tag and identify not-needed items.
Decide and organizehowto keep
necessary items.
Develop cleaningassignments and
checklist.
Work methodsestablished for Ss
one through three.
5S level isestablished and
posted in the area.
LEVEL 3
Make It Visual
Establish a safe andsecure holding areafor not-neededitems.
Make it easy. Inspection duringcleaning.
Documented andstandardizedcontrols for Ss onethrough three.
Work area 5S ismaintained.
LEVEL 4
Focus onRepeatability
Evaluate and
remove unneces-sary items from thesite.
Make it obvious. Cleaning is an
everyday part of thejob.
Develop
standardized workprocedures for allwork areas.
Internal inspection
process is standard.
LEVEL 5
ContinuousImprovement
Identify problemareas and documentprevention actions.
Identify problemareas and documentprevention actions.
Identify problemareas and documentprevention actions.
Share best practiceswith internal andexternal workgroups.
Root cause problemsolving process inplace.
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5 S on the Shop Floor
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5 S in the Office
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5 S in Healthcare
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What Is the 7th S?
# 6 : Sa fe ty5 J apane se w o rd s Seiri - Sort (Segregate & Discard)
Seiton - Set in Order (Arrange & Identify)
Seiso - Shine (Clean & Inspect Daily)
Seiketsu - Standardize (Maintain Cleanliness)
Shitsuke - Sustain (Motivate & Establish Discipline)
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References
Hirano, Hiroyuki. 5 S for Operators: 5 Pillars of theVisual Workplace. Productivi ty Press, 1996.
www.lei.org Womack, James P. and Jones, DanielT. Lean Thinking: Banish Waste and Create Wealthin Your Corporation. Simon & Schuster, New York,1997.
The Gold Mine www.apics.org, Lean Workshop Series, 2008, Lean
Executive Overview, 2008
http://www.lei.org/http://www.apics.org/http://www.apics.org/http://www.lei.org/ -
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Questions & Points to Ponder
Triumph is justumph
added to
try.
Success is putting your
knows
to the grindstone.
People who say something is impossible
should not interrupt those who are busy
getting it done .
- Harvey Mackay
Carla J. Parvin, CFPIMSourcing Specialist
Thermo Fisher Scientific
carlaparvin@yahoo com
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