NPA BIT 2.ppt

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NPA: Business Improvement

Techniques

Contributing to the Application of WorkplaceOrganisation Techniques

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Aim of the Unit

The aim of this Unit is to give the learner the

knowledge and understanding required to apply the

principles and techniques of workplace organisation,as embodied within the concepts of 5C/5S.

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Workplace organisation structure of the

Unit

Aims and objectives of Unit

Learning outcomes

Introduction to 5C/5S

The 5Cs/5Ss

What are they?

How to implement

Auditing the 5C/5S workplace standard

The outcomes of 5C/5S

Successfully implementing 5C/5S Health and safety considerations

Links with 8W, visual management and standardised work

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Objectives of the Unit

to understand the importance or 5C/5S and how this concept can be applied

to define and describe the principles of effective workplace organisation as

embodied within the concept of 5C/5S

to demonstrate the application of 5C/5S techniques

to describe why and how the 5C/5S standard within the workplace should be

audited

to define the importance of 5C/5S and understand how to sustain the 5C/5S

process

to understand the health and safety benefits to be gained

to understand how 5C/5S encourages teamwork

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Learning outcomes

After completing the Unit, you should:

understand the importance of effective workplace

organisation and be able to describe each of the 5Cs/5Ss

understand the process and implications of applying5C/5S to the workplace

have carried out a 5C/5S activity, probably as part of a

team, to improve the organisation of a work area

be confident that you could repeat the application of theprinciples and techniques of 5C/5S to another area

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Poor workplace organisation

Does any of this look

familiar?

What issues would

result?

Office:

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Impact of poor organisationTypical issues:

untidy, clutter, obstacles to workflow

poor image

time wasted searching for things

plant and equipment not positioned to support efficient working

damaged materials

over production/over ordering

potential health and safety issues

poor housekeeping

difficult to see the status of things stock levels would create inefficiency or waste

impacts on other processes

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Possible workplace organisation projects

There are many ways in which the organisation of aworkplace can be improved through the use of a variety of

tools:

works planning and programming layouts and flow (spaghetti) diagrams

standardising work operations

process mapping

But one tool has been specifically designed to improve this

and is known as 5C/5S.

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5C/5S

The first building block of lean/continuous

improvement9

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5C/5S definition

A structured method for achieving, maintaining andimproving the standard setup, organisation, layout andcontrol of a work area, so as to ensure safe and efficientoperations with minimum waste.

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Introducing 5C/5S

The concept of 5C/5S is generally regarded to have originatedfrom the Japanese automotive industry, and is considered one

of the fundamental building blocks for an organisation striving

to establish lean practices and a culture of continuous

improvement.

Importance

safety, quality, delivery, cost, client satisfaction

sets standards a reflection of how the product/service orproject will be managed/delivered

mindset

image

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5C / 5S

The original Japanese 5Ss have been adopted and adapted by

Western industries. The translations and basic meanings are

shown in the table.

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The purpose of 5C/5S

to improve the organisation and working standards of the

work environment

to create a work environment that supports safe working

practices, right first time quality and efficient, productive

working

to provide the basis for other building blocks

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Health and safety and the 5C/5S process

Carry out a health and safety risk assessment in the work area.

What are the hazards within the target area?

Ensure that all health and safety requirements are met and

understood by everyone involved in the process improvementactivity.

Identify and provide the necessary personal protective

equipment.

Does the team require any further health and safety training?

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5C/5S

Carrying out a 5C/5S

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You cant see the wood for

the trees

Remove those items from the workplace that are not

essential to enable the work activity to be carried out.

1. Clear-out/sort

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1. Clear-out/sort

Clear-out/sort non-essential items (eg tools, equipment,inventory, paper, rubbish, furniture).

By being present, such non-essential items:

create clutter

can create unsafe working conditions

take up space

can hinder efficient operations

often will be moved from one place to the next

can hide other problems within the work place

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Designate an area to which all items will be cleared to. Direct the team on health and safety considerations and how

the activity will be run.

Log all items as they are cleared from the work area.

Red-tag any items that are in a poor condition.

1. Clear-out/sort how do we do it?

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1. Clear-out/sort how do we do it?

As items are cleared/sorted, and prior to putting back intothe work environment, clean and check:

Make sure the work area and necessary items in as-newcondition

health and safety

efficient operation

makes problems visible

Set the standard condition

Red-tag any items that are in a poor state of repair, etc

Check the condition of all items being put back.

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1. Clear-out/sort

5C/5S applied to an

office work area

5C/5S applied to a

construction site stores

In one such clear-out

activity in a small office

area, 12 bin sacks were

filled with unnecessary

items!20

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2. Configure/straighten

The orderly organisation of those items that are necessary to

complete the work activity, in a way that ensures safe andefficient operations, which can be repeated with minimal waste.

A place for everything and everything in its place

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2. Configure/straighten how do we do it?

1. Identify where to locate each necessary item:

Establish where best to place or store an item, to support

efficient work activity.

Think about how often the item is used.

Consider safe working and minimise bending, reaching,

twisting, etc.

Consider the whole work area and the location of items to

fit with the typical work pattern aim to support efficient

workflow.

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One step rule:

Ideally nothing stored more than a step away.Improve efficiency by eliminating time lost looking for items.

30 second rule:

Organise workplace to allow any tool, information or material to

be located and retrieved within 30 seconds. This includescomputer files!

45 degree rule:

Immediate work area layout to minimise twisting.

Strike zone rule:

Store things above the knees and below the chest.

The higher the pounds, the closer to the knuckles:

Locate heavy items to eliminate bending, stooping or unnecessary

arm movements during lifting.

Criteria to help effective configuring

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2. Use visual methods to clearly show where each item should

be located:

labels showing name, ID number, etc

shadow boards floor tape, painted lines and footprints

colour coding

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3. Establish ways, preferably visual methods, to manage the

replenishment of regularly used items including materials

and consumables:

determine the lead times for replenishment set and clearly shown maximum storage quantities and the

point at which an item needs to be re-ordered (ie the

minimum level or re-order point)

min-max labelling two-bin replenishment system when the first bin is

emptied this is the signal to refill it

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2. Configure/straighten

A configured/straightened site:

racked-out

stored items have a designated location

locations are labelled:

description

part/order number

min and max storage quantities

area is clean and tidy

lighting helps to improve the storage

environment and standard

What impression does this give?

Would you waste time searching for the

item you want?

Sets the standard for workplace

layout and organisation

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Configure before and after

items stored with no defined location

What is the stock status?

items have clearly

defined locations

labels used to

indicate what should

be at each location and

the storage quantities

Configuring an office stationery cupboard

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3. Clean and check/shine

Clean and check (or shine), is used to ensure that items are cleanand ready to be used. Regular, ideally daily, clean and checkactivities are carried out to maintain the 5C standards forcleanliness and workplace organisation.

Keep things clean and in good working order

Clean on the surface! Check uncover the

problems

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Undertake regular clean and check activities.

Ensure that items are clean and ready to be used as new:

identify any abnormal conditions (red-tag)

items missing, damaged or broken Check for safe operating conditions.

Maintain the 5C/5S standards for cleanliness and workplace

organisation.


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Regular clean and check activity, carried out by the people whooperate within the workplace, will create ownership and makepeople aware of any issues.

Aim to make the cleaning activity part of every days work.

On-site, work areas should be tidied and any rubbish disposedof.

If done every day, it becomes normal practice.

Clean-up by trades as they finish a job must be enforced, so

that any wasted time experienced by follow-on trades will beminimised.


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should include the area as well as the tools, equipment andplant to be used

When checking tools, equipment and plant ask:

Is it in good repair?

Is it fit for purpose?

Does the condition pose a risk to either health and safety orquality?

If an issue is found, TAG IT!


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Putting our hands onto and cleaning this motor,

we found:


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It is important that where any items have been identified with

issues, the resolution of these is effectively managed.

A commonly applied 5C/5S practice is the use of red-tagging.

Managing any identified issues

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Tagging procedure

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3. Clean and check/shine red-tagging

Red tags are used to provide a visual indicator of an abnormal

condition.Brief details of the issue and possible countermeasure are logged.

Each red tag is given a unique number to enable recording and

tracking of issues.

The red tag is tied to the item that has the issue.

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Red tag issues

Log all red tag occurrences on a red tag action log sheet.

Prioritise each red tag issue according to the severity of the

issue and/or urgency required for resolution:

A simple system is to categorise an issue as either low,

medium or high.

Use an agreed severity rating scale.

Effective resolution and management

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3. Clean and check/shine red tag log sheet

A red tag log sheet is used to track the progress of resolving red-tagissues.

Severity

(H, M, L)ProgressCause Action Owner

Target

DateLocation Tag No. Issue / Problem

Date

Logged

5C / 5S Red Tag Log SheetLocation: Activity Owner:

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4. Conformity

The process of setting the 5C/5S standards and making them easy

to maintain by using simple systems and processes.

It can prove difficult to maintain the 5C/5S standard that has been

set during the first three 5Cs/5Ss.

The use of forms, diagrams, checklists and clearly defined roles

and responsibilities will help ensure that everyone in the work

area can maintain the 5C/5S standard.

It is important that this information is effectively communicated

to people within the work area and to those people who interact

with the work area.

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4. Conformity

The process of setting the 5C/5S standards and making them easyto maintain by using simple systems and processes.

This can be achieved by following some simple guidelines:

pre-work set-up checklist (do you have all the tools, materials and

equipment ready?)

display how work tasks should be done

display the 5C standard of the workplace

define how the 5C standard is to be maintained (eg clean andcheck rota)

use visual methods to show the location of necessary items

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A 5C/5S board ensures

everyones involved.

4. Conformity

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Visually defining the workplace layout

Photographs to

illustrate:

Clearout

Configure

Clean to check

Supply of Red Tags

A site layout plan

showing the location of

facilities and is marked-

up to indicate the

Traffic Plan.

Work Type: Site: Ref No. Originator

Last Revised

Form P:19

StandardJobDetail

Ref. No.Standard Workplace Layout

Chart Timber Frame Erection

LIVING ROOMLIVING ROOM

KITCHEN DINER KITCHEN DINERHALL HALL

NOT DRAWN

TO SCALE

WCWC

FRONT OF PLOT PAD Flowof Timber Frame Products:

- Build from back to front to aid access

1

3

5

6

42

8

9

10

12

13

7

14

11 DPC

15

PLOT 1 PLOT 2

Work Type Where Used Previously Ref No.

Last Revised

Standard Job Detail

Ref. No.Originator

Standard Workplace Layout

Chart

Form P:19

M B MM B

Mixer

Work Type Where Used Previously Ref No.

Last Revised

Standard Job Detail

Ref. No.Originator

Standard Workplace Layout

Chart

Form P:19

M B MM B

Mixer

A detailed workplace layout

chart indicating the location of

materials and

build sequence for timber

frame erection.

A standardised work layout

chart showing where material

items (bricks and mortar)

should be located to aim

efficient working.

4. Conformity

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5. Custom and practice/self-discipline

Ensuring consistent adoption and use of 5C/5S by all personnel who

are either involved directly with the workplace or who interact with

the workplace.

Train all personnel in 5C/5S its not just good housekeeping! Give ownership of the 5C/5S standard.

Consistently enforce the 5C/5S standard and culture.

Conduct independent 5C/5S audits.

Seek to improve the 5C/5S standard.

Consistent application, training and everyday routine

Good companies develop beginning with the 5Cs /5Ss, bad companies fall

apart beginning with the 5Cs/5Ss.

Hiroyuki Hirano

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5C summary steps

1. Clear-out remove everything not bolted to the ground

get rid of all rubbish and unnecessary tools/materials/docs etc

keep, quarantine, chuck areas

2. Configure decide what do we need?, establish optimum buffer

find everything its home

consider logistics, frequency of use, worker motion waste, sequence of tasks use visual aids, eg to show location, replenishment of materials,

quarantine area


make sure all tools and machinery are in good condition

4. Conformity create SOPs, eg cleaning schedule, maintenance procedures, location chart

5. Custom and practice

the company way

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5C/5S

Auditing the 5C/5S standard

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5C/5S levels of excellence

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5C/5S dit h t

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5C/5S audit sheet

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Division: Auditor: Date:

Name

Aretheesse

ntial

itemsinthecorrect

place?

Arethereanynon-

essentialitem

sin

theworkarea?

Istheworka

rea

clean&tidy?

Isthedocum

ent

filingsystem

being

correctlyuse

d?

Arethereany

health&saft

ey

issues(e.g.

Trip

Hazards)?

Arealldefec

tive

items/abnormal

conditionsre

d-

tagged?

Yes No Garry Cotterrell

1 Is the area clean and tidy? Richard Green

2 Are the floors and aisles clear of non-essential items?

3 Are all cables/wires etc safely stored and connected?

4 Are all storage areas clean and tidy?

5 Are all storage areas free of non-essential items?

6 Are storage areas clearly labelled and is everything in it's place?

7 Are all notice boards tidy?

8 Is all of the required information displayed and is it up-to-date?

9 Are all notice boards free of non-essential items?

10 Is the central filing system in order? (hard and electronic)

11 Is the central filing system clearly marked up?

12 Is the central filing system complete?

13 Is the drawing rack tidy and in order?

14 Are all disks, documents, folders etc clearly labelled/identified?

15 Are reference items such as brochures organised & accessible?

Ref No. Issue/Opportunity Who Target Date Done?

Ref No. ObservationCheck

IMPROVEMENT ACTION PLAN

Office 5C Audit Check Sheet

Improvement Action

DeskOffice Working Environement

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5C/5S


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improved working environment

safer since safety depends on care and workplace

organisation

improved organisation and image

helps create ownership of the working environment and

encourages teamwork

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A standard is set :

Only items that are required or essential to support the

work are held in the area.

Essential items are organised and located in a set

position to support effective and efficient work, with

the view of minimising wasteful motion.

Tools, plant and equipment are maintained to support

safe operations and ensure good working conditions.

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The 5S standard:

enables any abnormal conditions to be easily spotted

provides the basis for continuous process improvement

gives confidence to your clients/customers since it reflects

the standards of operation to which your business follows

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What do we get from 5C/5S?

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5C/5S

Successfully implementing 5C/5S

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Make sure everyone is involved.

5C /5S is the responsibility of all.

All levels of management should be involved in decision making.

Communicate 5C/5S effectively.

Don't leave people to ask:

Why are we using these red tags?

Is 5C/5S really necessary to improve?

Go all the way.

Use the correct formats and procedures.

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Managers should carry out the 5C/5S audit:

spotting positive and negative conditions

identifying specific improvements

Final responsibility lies with senior management:

The board/senior management needs to take responsibility for and

show interest in 5C/5S for it to be taken seriously.

Managers must take a strong leadership role in promoting 5C/5S.

Never do half a job:

Develop procedures to maintain the discipline.

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Check sheets and SOPs

Check sheets and other

documentation can beused to maintain the

standard of the revised

workplace.

SOPs can also be used

to ensure that the

cleaning and checking

regimes are in place.

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5C/5S activities

Possible team make-up and roles

An activity leader to plan, co-ordinate and organise the team

and to ensure safe working practices are used.

Process stakeholders who do the work to gather, clean, sort

and organise all items in their workplace.

An auctioneer who will lead the sorting process in the work

area.

A scribe to record the disposition of items during the sorting

process. Also to record any red-tag items on a red-tag log

sheet.

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5C/5S activity

Example agenda for one-day 5C/5S activity

08:00 Activity kick-off and final co-ordination for the 5C/5S leader(s)

09:00 Training and activity planning for 5C/5S team

09:45 Break

10:00 Team returns to the area and conducts survey

10:15 Start sorting process (red-tag exercise carried out in-parallel)

10:45 Complete sorting process and prepare for auction

11:15 Auction (if appropriate)

12:00 Lunch

12:30 Clean and check necessary items (red-tag as necessary)

13:30 Agree locations for necessary items and configure as appropriate14:30 Create visual controls to support the new 5C/5S standard

15:30 Re-survey area and capture the new 5C/5S standard

16:00 Draft 5C/5S documentation and associated audit check sheet

and roles and responsibilities to maintain the standard

16:30 End of activity review with all relevant personnel57

S

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Summary

What are the benefits of workplace organisation?

What are the five stages of a 5S/5C activity? What problems might a Business Improvement Team

encounter when trying to implement 5S/5C?

How would you maintain the standard of good workplace

organisation?

NPA BIT 2.ppt

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