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Transcript of 5 s-a-program-to-improve-project-ppt-compatibility-mode
3Quality Assurance
5S – A Program to Improve Project Performance
Venue: Project Site Office – LSI 3 Project Date : October 10, 2006
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Version 1: Rev. 0 Date: September 25, 2006
By: Sid Calayag QAQC Manager LSI-3 Project
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Objectives Improve housekeeping Make every individual responsible for housekeeping Productivity improvement by saving time, reduced waste, space etc.
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COMMON MIND SETS… Its an additional burden. Too busy to do 5S activities. Why clean it? It will get dirty again We cannot change the existing setup. More work pressure – No time for these things Expensive – Why to waste money? We are comfortable – Why to change? It will take time
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Version 1: Rev. 0 Date: September 25, 2006
By: Sid Calayag QAQC Manager LSI-3 Project
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So, What’s good in it?
Before we answer . . .
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Look Familiar?
Why 5S?
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So, what’s good in it again?
Work efficiency enhanced due to organized work place Achieve remarkable cost reduction in construction process and improved productivity by 20% Waste elimination, Cycle time reduction, Space generation, Inventory reduction and improved work ethics
The winning companies says…
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Remove waste
Implement so that ‘waste becomes visible to facilitate waste removal’
Waste = Current work – money generating
work From current work remove work that does not generate money
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A program to help us improve project
performance
3Quality Assurance
Let’s begin….
3
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Definition of 5S (1) SEIRI (Sort) Distinguishing between necessary and unnecessary things, and getting rid
of what you do not need
(2) SEITON (Set in Order) The practice of orderly storage so the right item can be picked efficiently
(without waste) at the right time
(3) SEISOU(Shine) Create a clean worksite without garbage and dust
(4) SEIKETSU(Standardization) Standardization of best practices
(5) SHITSUKE (Sustain) The practice of developing customs so that the workplace regulations and
rules are correctly practiced
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Promotion of 5S
(1) SEIRI (Sort)
Dispose what is not needed
(2) SEITON (set in order)
Can retrieve when required
(3) SEISOU
(Shine) Make the workplace
clean
(4) SEIKETSU (Standard) Standardized the solution
(5) SHITSUKE (Discipline)
Develop customs that allow practice of regulations and rules
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Version 1: Rev. 0 Date: September 25, 2006
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First Module
SEIRI (Sort)
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Dispose Assign fixed place
SEIRI (Sort) refers to:
Distinguishing between necessary things and unnecessary things and getting rid of what you do not need
Stratify
Steps
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‘Stratification’ refers to: Assorting things around oneself into those that are required and those that are not required
• Other than things used daily are non-required things • Quantity in excess of what is used daily is non-required • ‘Leave only this, just in case’ is strictly prohibited
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Version 1: Rev. 0 Date: September 25, 2006
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Standards Action
Frequency of Usage Dispose
Things used approximately once in 1 to 6 months Place in a warehouse faraway
Things used once a weekGather together in the store in vicinity of work
Things used dailyPlace so that they are easy to pick. Make it easy to return. Identifiable
Things used every hourPlace within arm’s length where they can be easily reached
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Assigning fixed places refers to: Preparing rules and making visible ‘where’ and in ‘what quantity’’ the required things are to be placed
• Decide locations for things that will remain • Make rules for locations • Making visible refers to visual management
• Start with what can be done
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Location of things that will remain should consider :
(1) Where it will be used (2) Where it will be placed (3) How much it will be placed (4) How it will be placed
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Seiri = Sorting Seiri = Sorting Improvement methods
1.Flow Process Chart (Procedural Analysis) Drawing a process flow chart for the system Ex. How to make and use category wise grouping
2.Operational Analysis Preparing the sequence of operations for system Ex. How to perform Seiri (sorting)
3.Check List A check sheet is used to decide what sort of main
system and sub system are necessary.
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SEIRI = Sorting SEIRI = Sorting
Meaning Distinguish between necessary and unnecessary items and eliminate the unnecessary items
Meaning Distinguish between necessary and unnecessary items and eliminate the unnecessary items
Activity Establish a criteria for eliminating unwanted items Eliminate unwanted items either by disposing them or by relocating them.
Success Area saved or percentage of space available Indicator
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INTERACTIVE BIT
Give me three examples of areas that could benefit from sorting
isc1
Slide 21
isc1 ntil here, we can conclude the first ,module of the presentation. Sid Calayag, 10/9/2006
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Second Module
SEITON (Set in order)
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Make it compact
SEITON (Set in order) refers to : Implementing functional storage by deciding correct placement method and layout so that the required objects can be quickly used what it is required
Assign fixed places and fixed quantity
Steps
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Assigning fixed places and fixed quantity : Refers to facilitating picking and placing and ensuring zero shortages
• Give priority to use frequency and decide fixed place • Consider also safety (mainly weight)
• Place heavy objects at a height where they are easy to pick from
• Eliminate labor required for searching and returning
• Decide placing volume bused on usage volume (1 time, 1 day)
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(1) Where it will be used Clarification of usage objective and place
(2) Where it will be placed Near where it will be used so that work can be done while walking. Stand-up operations
(3) How much will be placed Maximum, Minimum, Order point
(4) How will it be placed Easy to place, Easy to remove (one-touch operation)
(5) Indication of placing location Coloring, boundaries
(6) Recognize visually Illustrative indication, component name indication, Quantity indication
(7) Stagnating time is visible First in- First out, Recognize by observing placement date
(8) Decide person in-charge of supervision Indicate person responsible
Decision standards for fixed positions
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Version 1: Rev. 0 Date: September 25, 2006
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Seiton = Systematic Arrangement Seiton = Systematic Arrangement
How to achieve Systematic Arrangement ?
• Decide where things belong • Decide how things should be put away • Obey the Put away rules
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Seiton = Systematic Arrangement Seiton = Systematic Arrangement How to achieve Systematic Arrangement ? • Decide where things belong
• Standardize Nomenclature • Determine an analytical method of storage
• Decide how things should be put away
• Name & locations to everything. Label both item and location
• Store material functionally • Prevent mistakes with coding by shapes & color
contd..
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Seiton = Systematic Arrangement Seiton = Systematic Arrangement
How to achieve Systematic Arrangement ? • Decide how things should be put away
• Follow first in first out rule • If two identical items are to be located, then store
them separately, color code them. • Obey the rules
• Put the things back to their location after their use
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Version 1: Rev. 0 Date: September 25, 2006
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Examples of tools arrangement (Seiton)
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SEITON = Systematic Arrangement SEITON = Systematic Arrangement
The main target areas for Seri-Seiton improvement are : Tool-setting and preparation operations, line balancing and process planning, peak time problems etc.
Improvement Methods Kit Method / Assembly box method / Outside tool setting Cassettisation / Parallel operations / Changes in
assignment method
The main target areas for Seri-Seiton improvement are : Tool-setting and preparation operations, line balancing and process planning, peak time problems etc.
Improvement Methods Kit Method / Assembly box method / Outside tool setting Cassettisation / Parallel operations / Changes in
assignment method
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SEITON = Systematic Arrangement SEITON = Systematic Arrangement
Meaning To determine type of storage and layout that will ensure easy accessibility for everyone .
Meaning To determine type of storage and layout that will ensure easy accessibility for everyone .
Activity - Functional storage - Creating place for everything and putting everything in its place
Success - Time saved in searching Indicator - Time saved in material handling
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INTERACTIVE BIT
Give me three examples of areas that could benefit from systematic arrangement/
isc4
Slide 32
isc4 This wiull conclude the second module of the presentation. Sid Calayag, 10/9/2006
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Third Module
SEISO (Shine-Clean)
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Take action to prevent dirtiness and its occurrence
SEISO (Shine, cleaning) refers to : Removal of dirt and by investigating source of dirt preparing countermeasures
Identify source of occurrence
Steps
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Actions to prevent dirtiness and its occurrence refers to: countermeasures against source of occurrence include countermeasures (challenge towards common sense) for process methods (defects in processing conditions etc.)
• The basic point is sweeping, cleaning and inspecting • It is also important to take immediate actions such as placing a
cover etc. • Accumulation of small points will lead to a situation where
sweeping is not required
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Meaning Cleaning trash, filth, dust and other foreign matter. Cleaning as a form of Inspection.
Meaning Cleaning trash, filth, dust and other foreign matter. Cleaning as a form of Inspection.
Activity - Keep workplace spotlessly clean - Inspection while cleaning - Finding minor problems with cleaning inspection
Success - Reduction in machine down time Indicator - Reduction in no. of accidents
SEISO – SHINE - CLEANING SEISO – SHINE - CLEANING
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INTERACTIVE BIT
Give me three examples of areas that could benefit from cleaning.
isc5
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isc5 ntil here, we can conclude the first ,module of the presentation. Sid Calayag, 10/9/2006
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Make abnormalities visible in management points
SEIKETSU (Standardization ) refers to: Standardization of 5S through ‘visual management’
Grasp vital points for management
Steps
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Standardization of 5S
(1)
Clarification of vital points for management - What are the minute defects - Basic conditions: Cleanliness, refueling, replace tightly bind
fast, dirt, looseness - Operating conditions: lighting, temperature, time, weight,
Equipment, jigs and tools, sub-materials
(2)
Prepare standards for the conditions - Objectivity of judgment standards for normal versus
abnormal - Judgment without using measurement, knowledge, intuition
and knack
(3) Judgment standards for abnormalities
- Inspection methods that can be used by anybody - Methods for actions against abnormalities
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Points for Visual Management (1) Recognize well even from a distance
(2) There are indicators on items to be managed
(3) Whether good or bad is clear, and anybody can point out
(4) Anybody can use, and convenient if used
(5) Anybody can follow and repair quickly
(6) Use of tools leads to neatness
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SEIKETSU - STANDARDIZING
Regularizing 5S activities by putting systems in place – Everyone does things the same way Make it easy for everyone to identify the state of normal or abnormal condition. For maintaining previous 3S, use visual management
5S IS EASY TO DO ONCE – CONSISTENCY IS DIFFICULT
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Meaning Setting up standards / Norms for a neat, clean, workplace and details of how to maintain the norm (Procedure)
Meaning Setting up standards / Norms for a neat, clean, workplace and details of how to maintain the norm (Procedure)
Activity - Innovative visual management - Color coding - Early detection of problem and early action
Success - Increase in 5S indicator Indicator
SEIKETSU - STANDARDIZING SEIKETSU - STANDARDIZING
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INTERACTIVE BIT
Give example of how to make the practice become standard.
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Innovate to ensure observance
SHITSUKE (Sustain ) refers to: Preparation of workplace atmosphere where visual management is properly observed
Check state of observance of standardization of 5S
Steps
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Make ‘5S’ is a HABIT Without this, the time involved in all the other S will be in vain.
SHITSUKE – SUSTAIN – SELF DISCIPLINE & TRAINING
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Shitsuke = Self Discipline Shitsuke = Self Discipline
We need everyone to maintain 5S guidelines. To maintain DISCIPLINE, we need to practice and repeat until it becomes a way of life. Discipline is the Core of 5S
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SHITSUKE – SUSTAIN – SELF DISCIPLINE & TRAINING
Commitment + Everyone’s Involvement = Success to 5S
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Meaning Every one sticks to the rule and makes it a habit
Meaning Every one sticks to the rule and makes it a habit
Activity - Participation of everyone in developing good habits - Regular audits and aiming for higher level
Success - High employee morale
Indicator - Involvement of all people
SHITSUKE - SUSTAIN SHITSUKE - SUSTAIN
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The rules… Remove fixed ideas. Think of ways to make it possible. No excuses needed. Go for the simple solution, not the perfect one. Correct mistakes right away. Repeat ‘Why’ 5 times. Ask ideas from many people. There is no end to improvement.
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The benefits . . . Reduced set-up times
Reduce searching time
Increased floor space
Lower safety incident/accident rate
Less wasted labor
Higher Quality
Lower cost
Reliable Delivery
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5 S Element Waste/ Improvement Item Deliverable
Sorting-Visual Placement
Elimination of finding. Elimination of nonconformances. Elimination of motion. Reduction of part selection errors.
Reduced Costs Increased Safety Improved Quality Increased Product Options.
Systematic Organization
Elimination of finding. Reduction of part selection errors.
Reduced Costs Improved Quality Increased Product Options
Scrubbing Clean Increased safety. Preventive maintenance. Increased equipment knowledge.
Increased Safety Improved Quality
Standardization Control
Increased equipment life. Higher morale. Clean environment. Increased visibility of nonconformances.
Improved Quality Consistent Delivery Improved Safety
Elimination of Waste
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5 S Implementation
Plan
Systematic
Organization
Cleanliness Visual Placement
Standardization Progressive
Enhancements
Step 1
Establish 5 S
Implementation Team
Step 2
Develop Specific
Implementation Plan
Step 3
Develop Communication
Plan
Step 4
Develop 5 S Training Plan Step 5
Implement 5 S
Step 6
Verification of Effectiveness
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5S Audit
Conduct an audit to measure improvement
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Roles and Responsibility Leaders must set the tone and lead by example. We should commit to the initiative, Provide time to the workforce to develop and implement 5S changes. Any implementation should have a drive. Conduct short, focused and frequent communication sessions. Share the successes
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6 Sigma • Disciplined Methodology • Technical Approach
(Quantitative) • Data Driven - Statistical • Customer Focus • Reduce Variation • Focus on Large Impact • Larger/Longer Projects
Kaizen • Philosophical Approach • Common Sense Approach
(Qualitative) • Data Driven - Observation • Operational Focus • Waste Elimination 5S • Incremental Change • Smaller/Shorter Projects
Complimentary Tools Driving Continuous Improvement
Expanding the Strategy Performance Excellence
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Comparative Analysis Improvement Methodologies • Similar in Structure • Improvements measured against established process • Team oriented
• Similar improvement tools • Measure effectiveness of improvements • Maintain new performance level • Standardize & Proceduralize
Results • More Efficient Processes Comparison • Both are Effective Improvement Mechanisms • CPI/6s best applied to large complex problems • Kaizen/Lean best applied to achieve incremental changes and eliminate wastes.
Measure - Data Collection - Determine Process Potential / Goals Evaluate - Root Cause / Vital Few - Statistical Analysis Improve & Verify - Implement Improvement - Validate Improvement Standardize - Standardize / Leverage - SPC - Update Procedures
Evaluate - Baseline Process Performance - Establish Target Decide -Compare solutions - Choose Act -Communicate - Implement improvement - Control Measure - Validate improvement - Standardize - Update Procedures
Focus - Reduce Process Variation - Identify Critical Cause and Focus Resources for Maximum Impact
Focus - Eliminate Waste 5S - Seek Incremental Process Changes
Kaizen/Lean 6σ
Summary - Technical Approach based on Statistical Analysis - Requires Significant Data Collection - Best applied to Manufacturing Processes - Typical Projects 1-3 Months
Summary - Common Sense Approach based on Observation - Applicable to all types of processes - Defined improvement strategy - Typical Projects 1 week
3Quality Assurance
Countdown begins now….
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