fabtech 2015 5s workplace organization and standardization - f81 - a manos

5S & Visual Workshop

1© Profero, Inc. 2015

5S Workplace Organization &

Standardization

FABTECHSession F81

Wednesday, November 11, 2015

10:30 am – 12:30 pm

© Profero, Inc. 2015

Today’s Session

• Understand how the 5S system will help you correctly apply

the lean techniques through making waste visible and

supporting standardized work requirements and learn the

purpose behind each step and the criteria to evaluate how

well each “S” has been implemented.

• Get a structured format to start using this technique right

away in your organization in order to create a pathway for

lean implementation.

• Be able to start the 5S practices and permeate that

throughout the organization to make it part of your company

culture.





Would you consider these

“Ideal Behaviors”?

Quick Quiz

Based on this picture, do you think this department

can give you the highest quality at the lowest cost and

on time?

A Quick Lean Introduction

Building Blocks of Lean &

8 Wastes




Building Blocks of Lean


Leadership

5SVisual

Standardized Work

Batch Size Reduction Quick Changeover

Pull System & KanbanCellular & FlowTPM

V

S

M

Error-proofing

Teams

Problem Solving

Planning

Kaizen

POUS

Lean Enterprise

Layout

8 Wastes of Lean

“OMIT What U DO”• Overproduction

• Motion

• Inventory

• Transportation

• Waiting

• Underutilized People

• Defects

• Over-processing




Definition of Lean

• “A systematic approach to identifying and eliminating

waste (non-value-added activities) through

continuous improvement by flowing the product at

the pull of the customer in pursuit of perfection”Definition by the MEP Lean Network

• Give the customer what they want, when they want

it and don’t waste anything. Lean definition of Lean

• Elimination of waste. Simplistic definition


Definition of Value Added


Waste is any activity that does not add value to the final product for the customer.

• Value-added is an activity that transforms

or shapes material or information to meet customer requirements.

• Non-value added is an activity that takes

time, resources or space, but does not add to the value of the product or service itself.

• Non-value-adding, but necessary –

does not add value to the product or service but is required (e.g., accounting, governmental regulations, training, planning, etc.).



5S

Introduction to 5S


Sucess

“Behind all workplace successes

and failures are the 5S’s.”

From “5 Pillars of the Visual Workplace: The Sourcebook for 5S

Implementation” by Hiroyuki Hirano




What is 5S?

• Five words that begin with the letter “S”

• Meaning = workplace organization and

standardization

• 5S is a foundational building block of Lean

• Builds teamwork and discipline

• It’s NOT JUST CLEANING!


Translation


Japanese Translation Conversion *Other

Seiri Organization Sort Sorting

Seiton Neatness Set in orderSimplifying

access

Seiso Cleaning Shine Sweeping

Seiketsu Standardization Standardize Standardize

Shitsuke Discipline Sustain Self-discipline

* there are several other conversions



Other Names

• 5S (original)

• 6S = 5S + safety

• 7S = 5S + safety +

security (or spirit)

• Others

• 5S is the most

common term

• Using other terms may

confuse people if they

see or read other

information about 5S

• If done correctly,

safety is automatically

part of 5S


Garage Story

• 5S is like cleaning out your garage

• Clear everything out, make piles

• Organize the things that

you are going to keep

• Clean top to bottom,

fix or repair as needed

• What happens 6 months later?




5S Philosophy

• 5S is not just about the

cleaning

• 5S is not just the steps, it is

how you go about your job –

are you a Lean thinker?

• Think about the 5S’s as being

attributes of the type of

person you would want to hire


5S Explanation


Sort Set in Order Shine Standardize Sustain

When in

doubt,

move it

out –

Red Tag

technique

A place for

everything

and

everything

in its

place

Clean and

inspect

or

Inspect

through

cleaning

Make up

the rules,

follow and

enforce

them

Part of

daily work

and it

becomes

a habit

5S



Why is 5S Necessary?

• Companies are like living

organisms, they must learn to

adapt and be flexible to survive

and thrive

• Customers, suppliers, people,

processes, materials,

technologies are continually

changing

• Deeply engrained processes,

culture, and customs are not

easily changed

5S is easy,

getting people to

change is hard© Profero, Inc. 2015

Benefits of 5S

• Teamwork and discipline

• Organized workplace

• Safer work environment

• Reduces stress

• Impresses customers

• Reduces waste

• Better handle on costs

• More pleasant place to work

• Supports other Building Blocks of Lean




The 5S Numbers Game

Round 1


CreditsThis exercise is based on an exercise from www.superteams.com which was adapted from one created by

Kirt Tassmer of Stanley Fastening Systems.

The original game was developed by RWD Technologies, Ltd.

Instructions – Round 1

• Please wait until you hear the entire instructions before starting – DO NOT turn over the page until asked to do so

• Individually, with a pen or pencil locate and strike out the numbers 1 through 50 in sequential order (1, 2, 3, 4, 5…)

• You will have 30 seconds to complete this task



1

23

4

5555

6

7 8

10

1112 14

15

17 19

2224 25

27

28

31

32

33

35

37

3841

42

43

45

46 48

51

5354

5657

58

59

63

64

65

6670

71

72

76 77 78 79

84

8587

89

94

9596

97

100

GO!

1

23

4

5555

6

7 8

10

1112 14

15

17 19

2224 25

27

28

31

32

33

35

37

3841

42

43

45

46 48

51

5354

5657

58

59

63

64

65

6670

71

72

76 77 78 79

84

8587

89

94

9596

97

100

Is this an 8, 88, 4, 84???

Were there any quality issues?

Is this 66 or

99? 89 or 68?

Why is 39

listed

twice?Which one is

the 6 and which

one is the 9?



Report Out – Round 1

• Record your highest number found and a comment

on your Overall Scorecard sheet

• The instructor will ask for your score – the lowest

score is what’s recorded for the entire group

• What was it like trying to do this? How did it feel?

• How can we apply this to everyday life?

5S Event

Roll up your sleeves and get to work!




Events vs. Natural Evolution

Events

• Provides the time

• Creates a framework for

learning

• Results fast

• Have to focus heavily on

“Standardize” and “Sustain”

Natural Evolution

• Less resistance

• Requires time to coach

and mentor

• Takes more time


How to Start an Event?

1. Determine target area

2. Assemble team

3. Set goals and boundaries, get supplies

4. Use a “Train-do” approach

5. Perform a Workplace Scan





Sort

“When in doubt,

move it out!”




Sort

• The first thing to do is to clear the clutter out of the area

• Perform as a team

• Use the “30 day” rule

• Use the 5S Red Tag technique

• Break the “just in case” mentality

• Motto “When in doubt, move it out!”


Sort

• Clearly distinguish

between:

– What is needed

currently and should

be kept

– What is not needed

and can be removed


Will be used

Will not be used

May be used

Keep

Red Tag

Discard




Time Requirements

• How often do you use the

item?

• How often is it needed?

• Determine the difference

between Ready access vs.

remote access items

Usage

• Daily

• Weekly

• Monthly

• Quarterly

• Semi-annually

• Annually

• Seldom

• Never

Red Tag Technique

• Red Tags are visual signal

that something may not

belong in your target area

• Attach Red Tags to items

that don’t belong in the

immediate area

• Move the items to the Red

Tag Holding Area

• Use simple Red Tags

• Have Red Tags easily

available




5S Red Tags

Other Tag Issues

• Make sure you have

wire, string or tape to

attach tags to the item

• Make sure everyone on

the team has tags and a

pen

• Some companies use

additional color tags for

maintenance or safety

issues

• Companies that use Red

Tags for quality issues

have to determine

which color tag to use




5S Red Tag Area

• The 5S Red Tag Holding Area is a

temporary holding area – meaning

things can’t stay in there forever

• If other people or groups need items,

they are allowed to take things from

the Red Tag Holding Area

• Dispose of items periodically

(rules will be setup during

Standardize)



Notes on Red Tagging

• Avoid the “Pack rat” mentality

• Don’t worry about the “One thing”. Focus

on the benefits of clearing things out of the

immediate area.

• Just because an item is tagged, it doesn’t

necessarily mean that it is going to be thrown

away. We will make the decision later if we

need it or not.




“Why Sort?” Stories

• Copier toner cartridges

• Computer room

• Forms storage cabinet


Where to Start Red Tagging for

Office Areas1. Supplies

• Office Supplies

• Reference

Materials

2. Common areas

3. Files & Storage

4. Equipment

5. Desks



Benefits of Sort

• Pleasant & efficient place to work

• Storing less inventory

• Tools & equipment won’t clutter your work

area

• Safer place to work


“When in doubt, move it out!”

5S Numbers Game

Round 2




Sort

• To sort through, to sort out

• Guideline: If it is not needed in the next 30 days, Red Tag it

• “When in doubt, move it out!”

• 5S Red Tag Technique

• Place a Red Tag on the item and move it to the 5S Red Tag Holding Area

• Items will be dispositioned: keep, throw out, donate, scrap, shred, recycle, etc.

1

23

4

5555

6

7 8

10

1112 14

15

17 19

2224 25

27

28

31

32

33

35

37

3841

42

43

45

46 48

51

5354

5657

58

59

63

64

65

6670

71

72

76 77 78 79

84

8587

89

94

9596

97

100

Let’s red tag the numbers

we don’t need (51-100)

and the duplicate 39.



1

23

4

5555

6

7 8

10

1112 14

15

17 19

2224 25

27

28

31

32

33

35

37

3841

42

43

45

46 48

51

5354

5657

58

59

63

64

65

6670

71

72

76 77 78 79

84

8587

89

94

9596

97

100

1

23

4

5555

6

7 8

10

1112 14

15

17 19

2224 25

27

28

31

32

33

35

37

3841

42

43

45

46 48

51

5354

5657

58

59

63

64

65

6670

71

72

76 77 78 79

84

8587

89

94

9596

97

100

Now let’s move them to the

5S Red Tag Holding Area.



781

23

4

5555

6

7 8

10

1112 14

15

17 19

2224 25

27

28

31

32

33

35

37

3841

42

43

45

46 48

51

5354

5657

58

59

63

64

65

6670

71

72

76 7779

84

8587

89

94

9596

97

100

1

23

4

5555

6

7 8

10

1112 14

15

17 19

2224 25

27

28

31

32

33

35

37

3841

42

43

45

46 48




• Let’s do the same exercise with the unneeded

items removed from the work area - with a

pen or pencil locate and strike out the

numbers 1 through 50 in sequential order (1,

2, 3, 4, 5…)


1

23

4

5555

6

7 8

10

1112 14

15

17 19

2224 25

27

28

31

32

33

35

37

3841

42

43

45

46 48

GO!




• Record your highest number found and a

comment on your Overall Scorecard sheet

• The lowest score is what’s recorded for the

entire group

• What was the exercise like this time?

• What can we learn from this?

Set-in-order

“A place for everything and

everything in its place!”




Quick Quiz – What Goes Here?


Power of Set-in-order

• Now that the area has been cleared of unnecessary items, it is time to find a

“home” for items that will remain

• This is where fantastic results occur

• Reduces:

– Search time

– Stress

– Inventory and supplies




Everyday Examples

• Kitchen

• Parking lots

• Highways

• Shadow Boards

• Broom racks & Shine

Carts

• _______________

• _______________

• _______________


Set-in-order

• Now that you have used

Sort, decide where the

items that you will keep

belong

• Decide how many and

how to replenish

• Make it visual and

obvious if something is

out of place




Decide Where Things Belong

Guidelines

• If it is used often, keep close at

hand (POUS)

• Designated location & label• Use systems like the “2-label”

system

• Shadows, lines, color-coding

• Make sure it is easy to get &

put away (ergonomic and

safe)

• Get items off the floor & top

shelves© Profero, Inc. 2015

Other Set-in-order Issues

• Make it easy for everyone to find and use

them – “30 second” rule

• Avoid the pack-rat mentality

• Use “recoil”, getting items back to where

they belong

• Make it obvious when they are not in their

correct place






Are these images closer to Ideal Behaviors?




Office Example

Problem

• Items in cabinet were

obsolete, unorganized, took

time to find what you needed

Solution

• Organized the cabinet

• Used Visual controls

Benefits

• Everyone passed the 30-

second test

• Easier to reorder supplies


Office Example

Problem

• Large, heavy binders were

hard to grab and if another

person was using it you would

have to wait

Solution

• Used smaller binders

• Marked to indicate is any

where missing

Benefits

• Easier to grab and use



Visual Workplace

Signs, Lines, Labels, and Color-coding


Visual Management

Helps in

• Employee safety

• Overall efficiency

• Lowering costs

• Correct materials & flow

• Streamlining operations

• Information sharing

• Teamwork

• No guessing!

• No secrets!

• No surprises!




World Class Visual Controls

• Anyone knows what’s going on by looking

around

• You do not have to wait for information to do

your job

• Everyone passes the 30 second test


Power Level of Visuals

• Extent that it will be obeyed

• The potential risk or loss if it is ignored

• Low, medium, high




Visual Device Summary


Type of Device Power Level Examples

Indicator

(tells only)

Minor Street signs,

department signs

Signal

(gets attention)

Moderate Traffic lights, dept

store chimes

Control

(limits behavior)

Major Parking lot lines,

inventory lines

Guarantee

(mistake-proof)

Maximum Assembly

template, pins

Visual Examples


Locator

Lines

Band

Cutter

with

Catch

barrel

Safety

Covers

Over

Electrical

Cords

Walkway & Guard rail



Color Coding Bottles

• Color-coding makes it easy to see from a distance; translucent

bottles make it easy to see the level of liquid inside.

Remember to back-up color-coding with words for those who

are color blind.


Before After

Self Inspection


Bad vs. Good Alignment Tool



Analog vs. Digital Gages

Advantages Disadvantages

Analog

Digital


Pop Quiz

Q. How is this machine operating?

a. Not sure

b. No way to tell

c. What’s this gauge for?

d. What does the manual say?




Kanban Board


Consumables Kanban




Lines on Floor


Make it easier to see where items belong (or don’t

belong), diagonal stripe lines mean “No Parking”

Before After

Range Lines on Doors


Simple dashed lines let people know how far a door

opens to help prevent any injuries and enhance safety.



Maintenance Ideas


See-through inspection

screen on machine

Sight glass for

level indication

Labeling Stations


Use large numbers or letters to identify stations on

equipment.

Before After



Control Panel


Make it easy to see from a distance, this improves

operation and safety.

Before After

Fluid Level


Mark the proper level of oil to prevent problems or

breakdowns.

Before After



Benefits of Visual

• Easy to understand especially for English as a Second Language (ESL)

• Standards are clear to everyone, better quality, increased productivity

• Faster recognition of abnormal situations and corrective actions

• Reduces waste and makes the workspace more orderly & pleasant to work in

• Impresses customers, potential customers, visitors & auditors

• Improved communication, motivation, safety and morale © Profero, Inc. 2015

POUS

Point-of-Use-Storage




Carpenter Story

• Does the carpenter walk

back to the toolbox every

time a tool is needed?

• Which waste is this?

• What does the carpenter

do?


POUS Workplace Zones

• Items used most often (i.e., daily) should be kept within reach

• Items used less often (i.e., weekly) should be kept close-by

• Items used rarely (i.e., monthly) should be kept in the vicinity


Daily

Weekly

Monthly



Location of items

• Use horizontal transfers

and gravity feeds when

possible

• Support heavy objects

• Set items ergonomically

• Must be comfortable

for a days work


The 5S Numbers Game

Round 3




Set-in-Order

• Now that the area has been cleared out of unnecessary items, it is time to find a “home” for items that will remain

• Guideline: Any item that you want to keep after the 5S Red Tagging Event needs to have a specific home

• “A place for everything and everything in its place.”

• Organize items to make them convenient to get and put away

• Use visual controls to help this process (signs, lines, labels, color-coding)

1

23

4

5555

6

7 8

10

1112 14

15

17 19

2224 25

27

28

31

32

33

35

37

3841

42

43

45

46 48

Let’s rearrange the numbers in

order that we will use them.



1

23

4

5555

6

7 8

10

1112 14

15

17 19

2224 25

27

28

31

32

33

35

37

3841

42

43

45

46 48

1

23 4 5555 6 7 8 10

11 12 14 15 17

19

2224 25

27 28

31 32 33

35 37 38

4142

4345

46 48



1

23 4 5555 6 7 8 10

11 12 14 15 17

19

2224 25

27 28

31 32 33

35 37 38

4142

4345

46 48

Did you notice that we had to work

around a few things like the

numbers that were already there?


• Let’s do the same exercise with the numbers

better organized - with a pen or pencil locate

and strike out the numbers 1 through 50 in

sequential order (1, 2, 3, 4, 5…)




1

23 4 5555 6 7 8 10

11 12 14 15 17

19

2224 25

27 28

31 32 33

35 37 38

4142

4345

46 48

GO!




• The lowest score is what’s recorded for the entire

group


• What benefits can you see from “Sort” and “Set-in-

Order”?

• Record on Scorecard sheet



Shine

“To clean and inspect”


Shine

• Shine = clean +

inspect

• Perform as a team

• Must plan Shine

• Have the necessary

items easily available

• 5S is not just about

cleaning!© Profero, Inc. 2015



Initial Cleaning & Inspection

• Have to have a plan

• Start at the top and work down

• Clean and inspect major items

first

• Be thorough, restore to “like

new” condition

• Clean floors and aisle ways last

• Everyone has to participate

• Schedule it

• Take it seriously (but have fun)© Profero, Inc. 2015

Planning Shine

Determine

• Task

• Location

• Who

• When

• Cleaning materials

needed

Task/Area TeamSupplies

Needed

Chip conveyor Bill, Jim

degreaser,

gloves, rags,

scrapper

Top of machine Mario, Paul

scrapper,

degreaser, rags,

ladders, gloves

Front pallet

stationGreg, Steve

allen wrenches,

gloves, rags,

degreaser, chisel,

hammer, vacuum,

scrapper




Additional Ideas for Shine

• Try to prevent dirt from

accumulating in the first place or at

least contain it

• Shine is a low cost solution versus

breakdowns

• Plan ahead

• Have the right tools & supplies

ready

• Make sure supplies are easy to find

and put away, have a Shine Cart


The 5S Numbers Game

Shine




Shine

• Now that the area has been cleared out of unnecessary items, it is time to “shine” the items that remain

• Guideline: Get items to a “like-new” condition

• “Clean and inspect or inspect through cleaning”

• Everyone participates, make it simple and easy to get cleaning supplies and schedule it!

• If you find something out that may become an issue, fix it or have it fixed

1

23 4 5555 6 7 8 10

11 12 14 15 17

19

2224 25

27 28

31 32 33

35 37 38

4142

4345

46 48

For Shine we will make sure the

numbers are in good working

order. So let’s clean this mess up!



1

2 3 4 5555 6 7 8 9 10

11 12 13 14 15 16 17 18 19

21 22 23 24 25 26 27 28 29 30

31 32 33 34 35 36 37 38 40

41 42 43 44 45 46 47 48 49 50

39

20

Benefits of Shine

• Hands-on inspection of equipment

• Teamwork

• Items are a “like new” condition

• More pleasant place to work

• Impresses customers and auditors




Standardize

“Make up the rules,

follow and enforce them”


Standardize

• Standardize means to set up

the rules for Sort, Set-in-

order and Shine

• Have the 5S teams and Design

Teams set the standards

• Standards must be simple

and easy to follow

• Use One-point Lessons

and audits




Standards for Sort

Red Tag Rules

• When to Red Tag

• How to Red Tag

• What goes on the Red Tag

• more…

Rules for the Red Tag Holding Area

• When to clear out

• How to dispose of items

• more…


Description: How to fill-out a Red Tag

One-point Lesson

5S Red Tag

Name ______________ Date __________

Item ______________________________

__________________________________

Reason for Tagging __________________

__________________________________

Write in your name

1

Fill-in date tagged

2

Write in the

name or

description

of the item

3

Write in the reason for tagging

(obsolete, needs repair, not

needed, scrap, use unkown, etc.)

4

Attach tag using

wire, tape, string,

or other method

5

Move item to the Red Tag Holding Area6

Standards for Set-in-order

• Which items

• Where

• How many

• Who replenishes

• Return all items…

• What to do when items are missing

• Visual standards – signs, lines, labels and color coding

• more…© Profero, Inc. 2015



Standards for Shine

• Clean and Inspect

(C&I) Schedule, Lube

schedule

• Show the task, person responsible, items needed, frequency, the

time element and the

desired state

• Where to keep cleaning supplies, how to replenish

• more… © Profero, Inc. 2015

Key for Standardize

• Make the rules, then follow and enforce them

• People usually think 5S fails at Sustain, but it typically

fails at enforcing the rules

• Policies drive behaviors

• Make the rules simple and easy to follow

• Use immediate correction

• Lead by example

• Do not allow 5S to take a backseat to production




Standardize - Example

• For Morning Start-up

• Visual and simple

• Easy-to-read

• Easy-to-train

• Team creates

• Follow and enforce


Standardize - Example

• For Inspection Tools




The 5S Numbers Game

Standardize


Standardize

• We need to have standards for the first three S’s: Sort, Set-in-Order and Shine

• Guideline: Make up the rules for the first three S’s and then follow and enforce them.

• “Make up the rules and then follow them”

• Don’t forget to consider companywide policies like color-coding, signage, replenishment, etc

• Make the rules easy to follow



1

2 3 4 5555 6 7 8 9 10

11 12 13 14 15 16 17 18 19

21 22 23 24 25 26 27 28 29 30

31 32 33 34 35 36 37 38 40

41 42 43 44 45 46 47 48 49 50

39

20

After looking at all the styles of

font and sizes the team determined

that some of these items can be

standardized.

1 2 3 4 5 6 7 8 9 10

2122 23 24 25 26 27 28 29 30

31 32 33 34 35 36 37 38 40

41 42 43 44 45 46 47 48 49 50

39

1112 13 14 15 16 17 18 19 20



1 2 3 4 5 6 7 8 9 10

2122 23 24 25 26 27 28 29 30

31 32 33 34 35 36 37 38 40

41 42 43 44 45 46 47 48 49 50

39

1112 13 14 15 16 17 18 19 20Let’s add some more visuals like

color-coding and lines.

1 2 3 4 5 6 7 8 9 10

1112 13 14 15 16 17 18 19

2122 23 24 25 26 27 28 29 30

31 32 33 34 35 36 37 38 40

41 42 43 44 45 46 47 48 49 50

39

20



Benefits of Standardize

• Everyone knows the rules

• Sets the discipline needed for 5S and other

Lean tools like TPM or Kanban

• Simple and easy to follow

• Standards are visual

• Necessary for “Sustain”


Sustain

“Make it part of everyday life.”




Sustain

• Think of this as

sustaining life (in your

system) – you must

provide sustenance to

keep it going

• Not just “lip service”

• Provide the required

resources (time, people,

budget) to keep it going


5S Discipline

• Management’s support – without this 5S will never work!

• 5S is not something extra, it’s part of everyday work

• Get everyone involved – teamwork

• Helps set the base for other Lean efforts

• On-going communication – newsletters, communication

boards, short meetings

• Field trips, benchmarking

• Use reward and recognition




How to Make 5S a Habit

1. Development of new awareness skills

2. Support from management

3. Ongoing, company wide communication

4. Making 5S standards part of daily work

5. Total employee involvement


Development of New Awareness Skills

• Training and additional “Booster” training once or twice per year

• Brainstorm problems and solutions

• Create your own slides or videos

• One point lesson - concise visual explanation on how to perform a task

• Study groups

• Try field trips & benchmarking




Support From Management

• This is crucial to

Sustain the 5S effort

• Provide rewards,

recognition, and

resources (“Golden

Broom Award”)

• Provide space,

equipment and time


Ongoing, Company Wide

Communication

• 5S Communicationboard

• Periodic short, focused

meetings

• 5S Newsletter

• Tours

• Videos

• Posters




Making 5S Standards Part of

Daily Work

• Part of everyone’sjob, not something

“extra”

• Examples

– The 5 minutes 5S, at the

end of each shift

– Scheduled, designated

amount of time, everyone

participates

– Weekly 30 minute 5S

Activity

– Post specific targets –

amount of inventory, 30

second test, etc. © Profero, Inc. 2015

Total Employee Involvement

• Learn from each other

• Create a vision for a safe, efficient, quality

oriented, user friendly environment




Additional Information for Success

• Everyone has to participate

• Promote participation

• Keep at it, even when it isn’t easy

• Make sure everyone understands what 5S

is and why it’s needed

• Remember, 5S is a low cost solution

• 5S is essential for Lean


Building Discipline

• Walk the talk everyday

• Lead by example

• Take it seriously

• Use immediate correction

• Enthusiasm

• Safety

• Address WIIFM?




Overcoming Resistance to 5S

• It’s just going to get

messy again anyway

• I wasn’t hired to clean,

you can do it, I’m not

going to

• I know where my things

are

• We are clean and neat

already

• We don’t have time to

do 5S

• We already tried it and

it didn’t work

• Don’t bother us with

these little things, we’re

here to work

• We have a cleaning

crew


Improvements

Use the Benefits Worksheet to document improvements


• Attitude

• Communication

• Flow

• Orderliness

• Cleanliness

• Organization

• Teamwork

• Quality

• Ease of use

• Employee

involvement

• Safety

• Inventory

• Management support



The 5S Numbers Game

Round 4



• In order to Sustain our gains we must be able

to recognize abnormal conditions

• Let’s do a quick 5S Audit of the area

• Circle any “defects” that you find




1 3 4 5 6 7 8

9

10

16

2122 23

24

25 26 27 28 29 30

31 32 33

34

35 36 37 38 40

41 42 43 44 45 47 48 49 50GO!

1112 13 14 15 17 18 19 20


How many did you find?

• The “2” is missing

• “9” is upside down

• 11 and 12 are mixed up

• “16” is not completely in it’s home

• 24 and 34 are in the wrong location

• “39” is missing

• 46 is askew

How did you know?



1 3 4 5 6 7 8

9

10

2122 23

24

25 26 27 28 29 30

31 32 33

34

35 36 37 38 40

41 42 43 44 45 47 48 49 50

161112 13 14 15 17 18 19 20

The 5S Numbers Game

Round 5




Sustain

• Now that you have a well organized, clean and safe work environment, we must keep it that way

• Guideline: It’s not something extra, it’s part of everyday work

• “Make 5S part of everyday life.”

• Sustain helps build the discipline we need to have a great Lean organization


• Let’s do the same exercise after applying our

5S principles - with a pen or pencil strike out

the numbers 1 through 50 in sequential order

(1, 2, 3, 4, 5…)




1 2 3 4 5 6 7 8 9 10

2122 23 24 25 26 27 28 29 30

31 32 33 34 35 36 37 38 40

41 42 43 44 45 46 47 48 49 50

39

GO!

1112 13 14 15 16 17 18 19 20




• The lowest score is what’s recorded for the entire

group


• What benefits can you see from “Sort” and “Set-in-

Order”?

• How can we apply this to everyday life?



Before & After State

Before

• Excess materials

• Excessive search time

• Large area

• Cluttered

• Difficult

After

• The correct materials

• Minimal search time

• Smaller area

• Clean, neat & organized

• Easy

1

23

4

5555

6

7 8

10

1112 14

15

17 19

2224 25

27

28

31

32

33

35

37

3841

42

43

45

46 48

51

5354

5657

58

59

63

64

65

6670

71

72

76 77 78 79

84

8587

89

94

9596

97

100

Before



1 2 3 4 5 6 7 8 9 10

11 12 13 14 15 16 17 18 19

2122 23 24 25 26 27 28 29 30

31 32 33 34 35 36 37 38 40

41 42 43 44 45 46 47 48 49 50

39

20After

Benefits of 5S

• What benefits did we

realize by applying 5S to our

simulated workplace?

• Quality

• Cost

• Delivery/Service

• Quantitative

• Qualitative

• _________________

• _________________

• _________________

• _________________

• _________________

• _________________

• _________________

• _________________



The 5S Numbers Game Wrap-up

• Can we apply this to the real world?

• Share an “Ah-ha” – something you learned,

something that’s new, something that’s

different or something that made an

impression on you

• _____________________________________

_____________________________________

Why 5S?

5S is not just for manufacturing…




Lean Manufacturing and

Lean Office

We use Lean tools on the

shop floor to eliminate

waste like: 5S, Poka-

yoke, POUS, QCO, JIT,

Pull/Kanban,

Cellular/Flow, TPM…

We use Lean…????

Blah, blah, blah,

yadda, yadda, yadda.

Doesn’t apply to me.

What’s for lunch?

What was saidWhat was heard

Manufacturing Office


5S Myths

• 5S is o.k. for manufacturing, but doesn’t make sense for the office.

• 5S takes too much time.

• There aren’t any benefits for doing 5S in the office.

• 5S means to clean and I wasn’t hired to clean!

• It doesn’t really matter how we store things in the

office.

• I like the way my desk is. I can find everything I need so why

does it matter how I have my things?




More Myths

• Doing 5S will take away from me doing my realwork.

• We’re clean and neat already.

• We have a cleaning crew so we don’t need to do 5S.

• We’re not idiots, we know what we are doing. 5S will just get in the way of us doing our jobs.

• 5S won’t make our company any better.

• There is no benefit for us to spend time to this 5S stuff.


Hidden Waste

• How much time do people

in your office spend looking

for files, supplies, reports,

emails, etc.?

• Even if it is just 5 minutes

here and five minutes there,

that can add up

• How long would you be

willing to wait if someone

put you on hold to look for

some information?

�10 minutes

�5 minutes

�2 minutes

�1 minute

�Less than 1 minute




No Time for 5S

• A study indicated that people spend an average of 28 minutes per day searching for items

• What do you think? Do you spend about that much time (or more!)?

• So what’s the big deal about a mere 28 minutes per day?

• If we can reduce that time by using 5S, we have just given ourselves the time to do 5S!

28 minutes in an 8-

hour workdayImpact

Day

6% of your

workday is spent

searching for items

Per Week

(28 minutes x 5 days)

140 minutes = 2

hours and 20

minutes

Per Month

(28 minutes x 20

work days)

560 minutes = 9

hours and 20

minutes

Per Year

(28 minutes x 250

workdays per year)

7,000 minutes =

160 hours and 40

minutes = greater

than 14 days = 2

weeks!


Information Usability

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0

1 y

ear

3 y

ears

5 y

ears

10 y

ears

• The longer information sits

around, the less likely it is

needed

• Current information is

typically more useful than

old information

• Examples: product life

cycles, marketing materials,

records, forms, catalogs




5S Dreamland

Fairies and robots

do not come out in

the middle of the

night and do 5S

for you.

Who has to do it?


5S and Dilbert




Management’s Role in 5S

Set-up, Maintain, and Improve

Systems


Results

Enterprise

Alignment

Continuous Process

Improvement

Cultural Enablers

Principles of Operational Excellence



Guiding Principles

Create Value for the Customer

Create Constancy of Purpose

Think Systematically

Focus on Process

Embrace Scientific Thinking

Flow & Pull Value

Assure Quality at the Source

Seek Perfection

Lead with Humility

Respect for Every Individual

Measure what Matters

Align Behaviors with Performance

Identify Cause & Effect Relationships

See Reality

Focus on Long-term

Align Systems

Align StrategyStabilize Processes

Rely on Data

Standardize Processes

Insist on Direct Observation

Focus on Value Streams

Keep It Simple & Visual

Identify and Eliminate Waste

Integrate Improvement with

Work

Nurture Long-term Relationships

Empower & Involve Everyone

Develop People

Assure a Safe Environment

Supporting Principles



Shingo Prize Transformation Process

Alignment

Principles

Processes / Systems

Techniques & Practices

Ho

w?

Wh

y?



Management’s Role

• Setup

• Maintain Systems

• Improve

• Coaching and Mentoring


Conclusion

Wrap-up

Q&A

Evaluations




The Trick to 5S – 5S Hour Energy


Resources


5 Pillars of the Visual

Workplace

by Hiroyuki Hirano

5S for Operators

by Productivity Press

Development Team

5S Garage DVD

by Old Iron Media

Work That Makes Sense

by Dr. Gwendolyn

Galsworth



Additional Resources

Group 5S Supply

Vimeo.com/5Ssupply


Q&A

• Questions

• Comments

• Evaluations




DeveloperAnthony Manos

Tony Manos is a Catalyst with Profero, Inc., “Leaders in Lean”, where he provides professional consulting services to organizations focusing on implementing Lean Enterprise. Mr. Manos has extensive knowledge of Lean and quality in a wide range of work environments. Tony is trained and certified by the National Institute for Standards and Technology (NIST) U.S. Department of Commerce in all elements of Lean manufacturing.

As a member of American Society for Quality’s (ASQ) faculty, he teaches a two-day course in Lean Enterprise and a one-day course on Kaizen. Tony is the past Chair of the Lean Enterprise Forum of ASQ. He is a senior member of the Society of Manufacturing Engineers (SME) and a member of the Association for Manufacturing Excellence (AME). He is part of the team that developed the Lean Certification for AME, SME and the Shingo Prize.

Mr. Manos served in the United States Navy nuclear propulsion program and holds and MBA from the University of Illinois at Chicago.

Contact information:

Anthony Manos

Catalyst

Profero, Inc

9270 Corsair Road, Suite 18

Frankfort, IL 60423

C 312.718.0078

O: 815.469..5678

F 815.469.5678

E: [email protected]

www.proferoinc.com


Thank you


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