AddValue Consulting Intro - Lean Manufacturing Training Firm
Introduction and Implementation of the 5S - ADDVALUE - Nilesh Arora
65
Best Performing Consulting Organization by “5-S Methodology” Adding Value In Totality !!
-
Upload
nileshrarora -
Category
Documents
-
view
89 -
download
5
description
Get Introduction and Implementation of the Lean 5S by AddValue Consulting. - PowerPoint PPT Presentation
Transcript of Introduction and Implementation of the 5S - ADDVALUE - Nilesh Arora
Best Performing Consulting Organization
by
“5-S Methodology”
Adding Value In Totality !!
Introduction to 5S
• 5S is an approach originally developed in Japan for better house keeping. Now it is been utilized for keeping better work place.It includes 5 steps which are to be followed sequentially.
• Following Japanese terms collectively are as called 5S– 1S - Seiri or Sort – 2S - Seiton or Set In Order– 3S - Seiso or Shiny Clean up – 4S - Seiketsu or Standardize – 5S - Shitsuke or Sustain
• By Implementing 5S one will get to know how cleanliness, orderliness, safety practises and better work environment results in increased free space, higher yield and transparency in work.
Requirements of 5S
• To implement 5S following are the requisites1. Consciousness for
a. Strong determinationb. Trainingc. Constant Efforts
2. Ability toa. Judge what is importantb. Attention to details
3. Continuous implementation through total employee participation and better communication
1st ‘S’ – Seiri or Sort
Step 1 : Tagging the followinga. Not needed at allb. Needed But Not Nowc. Needed But Not Hered. Needed But Not So Much
QuantityStep 2 : Entry in Red tag Register Step 3 : Assign Red Tag area and dump the scrap
It aims at taking out unnecessary items and dumping it into garbage(i.e Red Tagging)
• Red tag anything that is not needed !
• In manufacturing departments that means checking stock, machines, equipment, particular locations such as shelves , etc.
• In clerical departments it includes documents, stationery and machines .
• However, you should never ever red tag people, even if you are sometimes tempted to!
What do we attach red tags to ?
Key Indicators Indicators of success1. Decrease in unnecessary items and reserved stocks2. Reduction in sq.ft area consumed
Checklist – • Do you find items scattered in your workplace?• Are the boxes ,papers and other items left in a
disorganized manner?• Are there equipment and tools on the floor ?• Are all items sorted out and placed in designated
spots?• Are tools and stationary properly sorted and stored ?
SEIRI - Removed Unwanted Items
Cash flow improved!
2nd ‘S’ – Seiton or Set In Order• It aims at arranging the necessary items in proper order
so that they can be easily picked up for use• Steps for Seiton1. Systematic Arrangement is a form of standardization2. 3 Keys are the basic rules for Storage3. Fixing Position4. Fixing Quantity5. Signs for Storage of Work-in Progress
Systematic Arrangement
KEYWORD 3 POINTS 3 KEYS
- Anybody - Immediately
1. Can see
2. Can take out
3. Can return
1. Where?.. Fix position
2. What? …Fix items
3. How many? Fix quantity
3 KEYS
It answers the question
What items are to be kept ,where and in how much quantity ?
Rules for Storage
1. Search – Free
2. Count – Free
3. Air – Free
4. Climb – Free
5. Bend – Free
6. First – In, First – Out
7. Heavy/ Tall Things On Bottom Shelves
8. Fast Moving Materials Close To Point-of-use/ Point-of-issue
9. Adequate Lighting
10.Adequate Ventilation
Street numbers
Address of bin:
A32=Block A, Street 3, House 2
House numbers
Block tables
Fixing Position
• Limit the size of storage places and shelves.• Clearly indicate minimum and maximum stock quantities : Maximum – red Minimum – Green • A mark is better than numbers.• Quantity should be clear at a glance , without the need for
counting.
Fixing Quantity
Usage frequency Rules for deciding where
1. Every day - Within “Prime Real Estate” of User (exclusive use)
2. Occasionally -Within the gemba (to be shared by people at the gemba)
3. Seldom - Within the company/unit (to be shared by all in company)
• Avoid use of horizontal surfaces for hand tools and light material generally not applicable to direct material.
• Each piece of an item should be kept separately, as far as practicable.
• Introduce Kanban cards to facilitate re-ordering in stores.
Rules for deciding where:
Tools• For Eg. Colour coding for files/tools, tool organizer to
organize tools, shelf colour/tagging etc.• The purpose of 5S Seiton is to find a place for everything
within your working area, everything should be located as close as possible to where it is needed and at a location that is both safe and easily reached
• Following are few eg.
Search Time Elimination
Fan & Electrical SwitchesIdentified
Shadow Boards
Only shadow .. Empty board Shadow board with tools
Identity at empty place
You know who has taken the file
Marking Reference Materials with an Oblique Line
Out of Order In-Order
Seiton for Store
Make your Store:
• Search free
• Air free
• Climb/Bend free
• Count free
• FIFO
• Warehouse is where material is dumped in any quantity.
• Store has Reserved Seats.
Two-Bin System
Kanban card
When bin is empty, card is placed here, to be picked up periodically by Purchase
Seiton
Transparent containers litres marked; red= reorder Drip
catcher
Oil Storage Systematic ArrangementSeiton
Painting Standard
TYPE COLOR WIDTH(cms)
NOTES
Dividing linesExits/EntrancesDoor openingsTraffic flow linesTiger pattern
YellowYellowYellowYellowBlack & Yellow
8-108-108-108-108-10
Solid linesBroken linesBroken linesArrowsStripes
StorageSpace lines
Work-in-progressWork tablesAshtrays, etc.Defective items
WhiteWhiteWhiteWhite
5535
Solid linesCorner linesBroken linesSolid lines
Seiton
Success Indicator• Reduction in handling/searching time Checklist• Are passage ways and storage places clearly indicated?• Are commonly used tools and stationery separated from
those seldom used?• Are containers and boxes stacked up properly?• Are fire extinguishers and hydrants readily accessible?• Are there grooves, cracks or bumps on the floor which
hinder work or safety?
3rd ‘S’- Seiso or Shiny Clean up 1/2
• Clean your workplace so that there is no dust. In workplace, it becomes easy to trace leaks, cracks etc.
• This stage has two goals:1. Determine and gain agreement on the desired level of
cleanliness2. Learn how to make new routines so this will become
standardized (in the Seiketsu stage)• Several questions help this stage to be more than just
"polish until it shines for inspection":a. How much cleanliness is required for safety, for ease of
use, and to minimize equipment breakdown?b. How clean should the environment be for comfort and
morale?
Seiso 2/2
c. How will cleanliness improve product quality?d. While cleaning, do we notice maintenance issues that
should be addressed?
1. Surroundings2. Equipment3. Storage Areas
Cleaning Targets
1. Are there any unnecessary items around you ?
2. Are all files & folders immediately accessible ?
3. Is cleaning done every morning ?4. Is clearing up done every day after work ?
Maintaining A Spotless Workplace
• The purpose of cleaning is to get rid of all dust and dirt and
keep the workplace spotless.
• Do you clean your workplace every day?1. Decide what to clean.2. Decide who is in charge of each cleaning task. 3. Decide on cleaning methods.4. Prepare cleaning tools and equipment.5. Implement cleaning.
Consolidating Daily Cleaning Procedures
Identifying abnormality during Shine
• After the cleaning is done, special care should be taken:
• 1. To reorganize problem areas
• 2. Fix equipment that may be leaking
• 3. Take steps necessary to ensure that the problem will not persist in the future.
FACTORY ENTRANCE SCRAP YARD
Front area and Scrap yard are comparable
Shine in heavy machines
Machine lifted above the floor…
… easy to clean from 6 sides
Transparent Sheets
Dark to bright
Appropriate light for workplace
Seiton Indicators of Success• Reduction in machine downtime• Increased life of machine parts• Reduction in number of accidents• Reduction in rejection/rework Checklist• Are the floor surfaces dirty ?• Are machines and equipment dirty?• Are wires and pipes dirty or stained?• Are machine nozzles dirtied by lubricants and ink ?• Are shades, light bulb and light reflectors dirty?
4th ‘S’- Seiketsu or Standardize• This phase draws on the notes from the Seiso stage• A practical target is to have all workers take five
minutes every day to tidy up after themselves including the time to complete and sign the checklists
• By dividing the work among all the employees:a. No-one has a huge burdenb. No-one seems unproductivec. Morale improves because everyone has a common
purposed. Supervisors should monitor compliance with Seiketsu. The checklists make this both important and achievable.
What Is To Be Standardised
• Workstation layout, work area layouts.• Work in Process (WIP).• Sequence of work.• Cycle time of work .• Material and tools used.• Machines and their process parameters.• Quality parameters, methods of measurement, reaction
plan and reporting method. • “ What, Where, When, Who & How ” of work .
Methodology to practice ‘4S’
• Preparation of S.O.P.( Standard Operating Procedure) for all the activities to be carried out to maintain 1S,2S, & 3S.
• Following areas shall be covered while preparing S.O.P. : • Machine & Equipment maintenance.• Manufacturing Processes maintenance.• Work Place maintenance.• Quality Standards and Procedures maintenance.
Seiketsu Indicators of Success• Number of areas/cover made transparent• Number of new problems exposed & solved Checklist • Is the standardization system company-wide ?• Is the setting, revision , and abolition of standards
encouraged ?• Have official procedures been laid down for setting,
revising, and abolishing standards ?• Is accumulation of technology promoted ?• Are standards being utilized ?• Are standards up to-date and capable of being put into
practice
5th ‘S’- Shitsuke or Sustain 1/2
• Clear deliverables & communication.
• Score Keeping• Continuous improvement with
cyclic mini-5S events.Tools:• Training and Awareness of 5S• Dedicated 5S team• Clear 5S Map and
Responsibilities/Ownership.
0
5
10
15
20
2 SSYSTEMATIC
ARRANGEMENT
1 S SORTING
3 S SPIC & SPAN
4 S STANDARDIZATION
5 S SELF
DISCIPLINE
Section
Date
Marks
Month
100
80
60
40
20
5'S' Radar Chart
STEP II 5S ChecklistSection Class
Checker Date
5S Checking Item
Marks
1. The Red Tag Tactic has been implemented. 0 1 2 3 4
/20
2. There are no unnecessary items at the workplace. 0 1 2 3 4
3. Maximum quantity levels are clear at a glance. 0 1 2 3 4
4. Quantity control is in effect for storage. 0 1 2 3 4
5. There are no extra quantities in the work area. 0 1 2 3 4
6. Office organization and clearing up have been implemented. 0 1 2 3 4
/20
7. Organization of jigs & tools by shape is in effect. 0 1 2 3 4
8. Organization of materials, oil, jigs & tools by color is in effect. 0 1 2 3 4
9. Parts for mass production are stored by product. 0 1 2 3 4
10. Lines for jigs & tools have been created. 0 1 2 3 4
11. Cleaning has become habitual. 0 1 2 3 4
/2012. Cleaning includes checking. 0 1 2 3 4
13. Responsibility for each cleaning area has been determined. 0 1 2 3 4
14. A checklist for cleaning & checking is being used. 0 1 2 3 4
15. The whole workplace is sparkling clean. 0 1 2 3 4
Uns
atis-
fact
ory
Not
too
bad
Aver
age
Bett
er th
anAv
erag
e
Suffi
cien
t
Total
SORT
ING
SYST
EMAT
ICAR
RAN
GEM
ENT
SPIC
& S
PAN
Contd…
Checklist 1/2
STEP II 5S ChecklistSection Class
Checker Date
5S Checking Item
Marks
16. There are standards for the elimination of unnecessary items. 0 1 2 3 4
/20
17. Immediate action is taken if storage becomes disorderly. 0 1 2 3 4
18. Cleaning is initiated whenever if dirt is discovered. 0 1 2 3 4
19. The whole factory is clean inside & out. 0 1 2 3 4
20. The first three steps of 5S have become habitual. 0 1 2 3 4
21. The boss is very active with regard to 5S. 0 1 2 3 4
/20
22. All the workers are enthusiastic about 5S. 0 1 2 3 4
23. The boss gives stern criticism for disorder at the workplace. 0 1 2 3 4
24. Subordinates respond positively when criticized. 0 1 2 3 4
25. Everything is based on 4W1H. 0 1 2 3 4
Total marks
Uns
atis-
fact
ory
Not
too
bad
Aver
age
Bett
er t
han
Aver
age
Suffi
cien
t
Total
STAN
DARD
IZAT
ION
SELF
DIS
CIPL
INE
Checklist 2/2
• So, what were the results of the “5S Checklist”?• If your total mark was below 30, it’s a good idea to go back Gemba
1. 0 -30 Unsatisfactory Back to Gemba
2. 31-50 Below AverageReview particularly those items with low scores, and redo the test
3. 51-70 Average Needs reinforcement of weak points
4. 71-90 Above Average But aim even higher
5. 91-100 Excellent Keep up the good work !
Checkpoint : Total marks
The factory where 5S has taken root
Shitsuke• Indicators of success• High Employee morale• Involvement of people in the movement• Checklist • Are regular 5S checks conducted?• Do people clean without reminder?• Do people follow rules & instructions?• Do people wear their uniforms & safety gear properly?• Do people assemble on time?
How to implement 5S Define Scope
• Where?-Identify where exactly boundary starts and ends?
• Who?-Define the 5S team and participants with the visuals.
How to implement 5S 2/3
Define Scope• What?-Define the 5S
job responsibility with required resources?
• When?-Settle down a plan for 5S activities with target dates and checklist for routine
How to implement 5S 3/3Collect Baseline Data
Use pictures and data• Use pictures of Before and After (Inside – outside,Above-
under)
ADDVALUE Services
VALUE ADDED COACHING-VAC®
BUSINESS COACHING
LIFE COACHING
OperationExcellenc
e
TeamExcellenc
e
BusinessExcellenc
e
Counselling
Therapy
Astrology
Adding Value In Totality !!
Best Performing Consulting Organization
AddValue at a glance
Business Coaching Life Coaching
