QE - Step by Step Implementation

8/6/2019 QE - Step by Step Implementation

1/63

Qual i t y Envi ronm ent (5S)Qual i t y Envi ronm ent (5S)

STEP BY STEPSTEP BY STEP

IMPLEMENTATIONIMPLEMENTATION


2/63

OUTLINE OF PRESENTATIONOUTLINE OF PRESENTATION

INTRODUCTION TO QE ACTIVITIES AND ITS

BENEFIT ROLES & RESPON SIBILIT IES OF THE COMMITTEE

STEP BY STEP QE IMPLEMENTATION

2


3/63

PART 1PART 1

INTRODUCT ION TO QE ACTIVIT IES AND ITS BENEFIT

ROLES & RESPON SIBILITIES OF THE COMMITTEE

3


4/63

QE (5S) Management TechniquesQE (5S) Management Techniques

INTRODUCTION

Today, it is increasingly recognised that QE (5S) managementtechniques enhance productivity and competit iveness. In order tobecome a World Class Gemba, an organisation has to go through acontinuousand systematic processto :

Identify, reduce and eliminate waste

Enhance teamwork

Enhance operation effectiveness in a better workingenvironment

Form the basic advanced model for Productivity and QualityImprovement


5/63

UN DERSTANDIN G QE (5S)

QE (5S) is a management tool from Japan, that focuses onestablishing a quality environment in the organisation,ensuring adherence to standards and in the process, fosters

the spirit of continual improvement.

It focuses on five management techniques that are thefoundation for any organisations competit ive initiative. TheQE (5S) are defined with examplesasfollows.


6/63

SORT

To sort and systematically discarditems that are not needed in theworkplace


7/63

SET IN ORDER

To arrange necessary items in aneat and systematic manner sothat they can be easily retrievedfor use and to return after use.


8/63

SHINE

To clean and inspect theworkplace thoroughly so thatthere is no dirt on the floor,machinesand equipments.


9/63

STANDARDISE

To maintain a high standard ofworkplace organisation bykeeping everything clean andorderly at all times.


10/63

SUSTAIN

To train people to practise the QE(5S) system continuously so thatit becomes habitual and ingrainedin the culture of the organisation.


11/63

W HY QE (5S)

The QE (5S) concept is easy for everyone to understandbecause :

It does not require the understanding of difficult

terminologies. It is simple, driven by logic and natural to human

behavior.

It is within the reach of all type and size of industry ororganisation.


12/63

W HAT IS NOT QE (5S)

A housekeeping exercise

A way to blame people for defects

A way to force people to do their work

A way to make people work harder and faster A monthly or yearly flavour e.g. Quality Month


13/63

BENEFITS OF QE (5S) IMPLEMENTATION

Today, many organisations have implemented the QE (5S)system with astonishing results as voiced by our customers,the CEOs and MDs of the Malaysian National QE (5S)AwardW inners :

We have not seen any approach to improvement that is

SIMPLER or more POW ERFUL that can be

Implemented at LOW ER COST


14/63

The benefitsare :

Workplace becomescleaner and better organised.

Shopfloor and office operation becomessafer.

Visible results enhance the generation of more and betterideas.

Lead-time reduced. Changeover time reduced by streamlining operations.

Breakdownsand minor stopseliminated on production lines.

Defectsreduced by mistake proofing.

Clear methodsand standardsare established .

In-processinventory isreduced.

Space usage is improved.

Customer complaints are reduced.


15/63

KEYSTO Q E (5S) SUCCESS

In order for the QE (5S) system to be successful, the mostimportant factor is the commitment, part icipation andinvolvement of EVERYONE and strong visible support fromtop management. Generally, QE (5S) activities should becarried out systematically asfollows:

Visit QE (5S) model companies for continualimprovement.

Train everyone adequately on QE (5S) Practices.

Promote QE (5S) Campaign.

Plan systematic approach following the Plan-Do-

Check-Act (P-D-C-A) Cycle. Practise Performance Measurement and Reward

System.


16/63

HOW TO INITIATE QE (5S) IMPLEMENTATION

The QE (5S) approach outlined in this guidebook is a simpleand systematic methodology which can be introduced andimplemented in any size and type of organisation.

To start the QE (5S) : Step-by-Step Implementation, eachphase must be thoroughly analysed and addressed using the

P-D-C-A Cycle and 5W 2H approach asfollows:


17/63

PLAN

Preparation :

Provide training and education for everyone.

Form QE (5S) Council. Set-up QE (5S) Zones.

Determine QE (5S) object ives, goals andimplementation phases.

Plan QE (5S) action plan and QE (5S) Launch.


18/63

DO

Sort :

Identify what is necessary.

Set in Order :

Define what and how to arrange.

Shine :

Identify dirt sources.

Identify root causes. Take action to eliminate dirt sourcesand root causes.


19/63

Standardise :

W ho isresponsible ?

W hat actions to take to maintain the desired condition ?

W hen must those actions be taken ?

W here must they apply ? W hat proceduresneed to be followed ?


20/63


21/63

CHECK

Assessment :

Conduct Internal QE (5S) Audit

Benchmark within the department and with otherorganisations

Ensure the established QE (5S) procedures are followed

through


22/63

ACT

Continual Improvement :

Develop QE (5S) practicesinto a HABIT

Compare actual goalswith set goals

Reward and recognise efforts of staff

Register QE (5S) Certification

Participate in National QE (5S) Competitions

Review Plan-Do-Check-Act Cycle

To ensure successful QE (5S) Implementation, each phasemust proceed accordingly as illustrated in the ROADMAPTO QE (5S) IMPLEMENTATION


23/63

ROADMAPTO QE (5S) IMPLEMENTATION

Improving organisation performance is an ongoing challenge andorganisations benefit best from a holistic approach, and here is anextremely useful ROADMAPTO QE (5S) IMPLEMENTATION.

The fundamental process for Productivity and Quality

Improvements A firm foundation for Continual Improvement

Best Practices

Key Performance Results

PHASE 1 and 2 are the ENABLERS. PHASE 3 and 4 are the actual RESULTS

achieved. After each cycle review :

The phase which require improvement

The approaches which wil l impact on the resul ts

The self-assessment to gauge the effectiveness of actions taken


24/63

ROADMAP TO QE (5S) IMPLEMENTATION

P

R

E

PA

R

A

T

I

ON

CONTINUAL CREATIVITY AND INNOVATION

ENABLERS RESULTS

Sort

Set in order

Shine

Standardise

Sustain

CONTINUAL

IMPROVEMENT

SELF-ASSESSMENTAND QE (5S)CERTIFICATION

PLAN DO CHECK ACT

PHASE 1 PHASE 2 PHASE 3 PHASE 4


25/63

STEP 1 : FORMATION OF QE (5S) COUNCIL

Objectives:

To enhance total participation at all levels of employees and developa continuous improvement culture and best performance spirit in theteams.

QE (5S) Council

QE (5S) Council comprises the following:

QE (5S) Steering Committee

Managing Director as Advisor

General Manager as Chairman

Head of Departments as Facilitators

QE (5S) Training Committee

QE (5S) Promotion Committee * QE (5S) Audit Committee


26/63

The QE (5S) Steering Committee are responsible for developing theimplementation plan, and the selection of team members is to be basedon ability, organisational representation and expertise. The functions ofthe Training Committee, Promotion Committee and the AuditCommittee.

QE (5S) implementation responsibilities are to be distributed throughoutthe organisation. Every member must know their own QE (5S)responsibilities and perform accordingly. It is the duty of the Chairmanto administer accountability for each of the responsibilities, as outlinedbelow:

Appoint:

QE (5S) Coordinator

QE (5S) Facilitators and QE (5S) Leader from each department


27/63

ROLE AND RESPONSIBILITIES OF:

QE (5S) Chairman:

Communicates with everyone involved.

Ensures total organisation participation.

Supports QE (5S) implementation activities.

Establishes accountability for assigned responsibilities.


28/63

QE (5S) Coordinator:

Communicates with everyone involved.

Facilitate work group implementation activities.

Motivate and monitor implementation activities.

Ensure total organisation participation.

Act as a resource for information


29/63

QE (5S) Facilitators:

Support QE (5S) implementation.

Communicate with everyone involved.

Motivate work groups.

Ensure employee implementation plan.

Monitor measurement systems.


30/63

QE (5S) Leaders:

Participate in work group implementation process.

Communicate with everyone involved.

Monitor progress of group activities.

Employees responsibilities

Participate in group activities with full commitment


31/63

STEP 2 : SET-UP QE (5S) ZONES

QE (5S) Coordinator will demarcate the zones. QE (5S) Facilitators

will assign responsibilities and divide activities into manageabletasks. This involves:

Obtaining the layout of the entire work area and dividing eachsection

into small zones

Assigning one team to each section, determining the number ofpeople per team, and displaying the names of team members andtheir areas

Ensuring that at least one person is assigned to each section andthere is a leader for every team

Ensuring that section size and team strength are uniform

Defining who is responsible for shared spaces


32/63

STEP 3 : QE (5S) TRAINING

Objectives :

To disseminate QE (5S) methodology and prepare the workforce

for meaningful participation in QE (5S) activities.

This training programme, which is the starting point of QE (5S):

Step-by-Step Implementation, encourages workers to becomeactively involved in the application exercises. This is the

responsibility of the QE (5S) Training Committee.

Once the preliminary training is completed, everyone will have

the required basic knowledge, and be responsible for action inprogress. Plans describing implementation of the QE (5S)

phases must be prepared and released during the QE (5S)

declaration.


33/63

The most common mistake organisations make when

implementing the QE (5S) system, is the failure to train

adequately at the outset. Training should proceed as follows:

QE (5S) Awareness for Top Management

QE (5S) Awareness for Operators

Step-by-Step QE (5S) Implementation for Facilitators

Step-by-Step Internal QE (5S) Audit


34/63

STEP 4 : QE (5S) DECLARATION / LAUNCH

Objectives :

To announce the promotion plan for the sole purpose ofpromoting the establishment of QE (5S) activities.

Guidelines for QE (5S) Launch :

At this point, management must endorse the QE (5S) plan, settargets, policy, and goals for the Step-by-Step Implementation.

Announcement of QE (5S) Policy, Objectives and Goals

Announcement of QE (5S) Zones

Announcement of the QE (5S) Slogan

After the successful QE (5S) Launch, proceed to the Step-by-Step Implementation plan.


35/63

QE (5S) COUNCIL

Steering

Committee

Training

Coordinator

Promotion Audit

The Steering Committee assist in implementing QE (5S) activities.


36/63

An example of QE (5S) policy and goal

We shall continuously maintain a high standard of QE (5S)practices at our workplace, through teamwork and selfdiscipline. In doing so, we shall achieve :-

Improved productivity

Consistent high quality products and services

Timely delivery

Reduced cost

Safe working environment

To be recognised as a National QE (5S) Model Company

QE (5S) POLICY

QE (5S) GOAL


37/63

Functions

Identify QE (5S) training for everyone.

Schedule all types of QE (5S) training.

QE (5S) Awareness Training

Step-by-Step QE (5S) implementation for Facilitators

Step-by-Step Internal QE (5S) Audit

QE (5S) TRAINING COMMITTEE


38/63

Functions

Promote QE (5S) campaigns.

Identify and recommend promotional activities.

Recommend and grant rewards or recognition to

individuals / groups who have participated or won in the

promotional activities.

Review the effectiveness of promotion campaigns.

QE (5S) PROMOTION COMMITTEE


39/63

Functions

Develop QE (5S) evaluation criteria, guidelines and 3S

Improvementstickers.

Assist in sustaining QE (5S) activities through QE (5S)

Internal Audit.

Submit monthly audit summary report to top management.

Develop guidelines for measuring the impact of audit.

QE (5S) AUDIT COMMITTEE


40/63

PART 2PART 2

STEP BY STEP QE IMPLEMENTATION

40


41/63

Guidelines for Practising SORT

Description:

The first S focuses on eliminating unnecessary items in theworkplace.

Guidelines:

It is the series of steps which keep only

what is needed

the amount needed and

when it is needed

To implement the first S the Red-Tag process is commonlyemployed. The Red-Tag strategy helps to identify unwanteditems and determine their usefulness. There are six stepsinvolved in creating a successful Red-Tagging process.


42/63

Step 1 : Launch the Red-Tag Project

This is usually done by the QE (5S) Steering Committee by

creating holding areas and planning for the disposal ofunwanted items using the Red-Tag form.

Step 2 : Identify the Red-Tag Targets

Specify the type of items and the physical work areas to be

evaluated.

Step 3 : Set Red-Tag Criteria

Three questions need to be asked to determine if an item isnecessary.

Is it useful ?

How often is it needed ?

How much is needed ?


43/63

Step 4 : Attach the Tag.

The Red-Tagging event must be quick and decisive. The

target scope must be completed before the QE (5S) Lunch.

Step 5 : Evaluate Red-Tagged Items.

Decide what to throw and the actions required


44/63

Figure 1. First S Action Plan

Step 6 : Document the Results of Red-Tagging.

Results must be logged for accounting purposes so that theorganisation can measure the improvements and savingsrealised through the process.

UNNECESSARY ITEMS

Throw away immediatelyItems having no valueand easy to dispose

REQUIRED ACTION

Look for buyer who offersthe best price

Items having some salevalue

Work out the least costlyand safest way for disposal

Items having no value and theirdisposal is costly


45/63

When Red-Tagging is completed and action taken as in Figure 1,workflow is reduced, communication between workers is improved andproductivity is enhanced.

The key word in this description is the elimination of unnecessary items inthe workplace. Sorting is an excellent technique to transform a cluttered

workplace layout into an effective area to improve efficiency and safety.

Potential Impacts :

Necessary items are identified and positioned in the rightworkplace and location.

Unwanted items are eliminated.

Searching time is reduced.

Working environment is improved.

Space utilisation is maximised.


46/63

SORTSORT Elimination of unnecessary thingsElimination of unnecessary thingsor wastesor wastes

Eliminate wastes of resources,Eliminate wastes of resources,

materials, spaces, shelves,materials, spaces, shelves,

cabinets, etc.cabinets, etc.

Reduce WIP inventoryReduce WIP inventory

EXPECTED RESULT OF 1EXPECTED RESULT OF 1STST SS


47/63

Phase 2: QE (5S): Step-by-Step Implementation

Guidelines for Practising SET IN ORDER

Description:

The second S reflects a very popular saying: A place for

everything in its place. It emphasises safety, efficiency andeffective storage and consequently improves the appearance ofthe workplace.

Guidelines:

Once the first S has been successfully implemented, what is leftshould be arranged so that there is ease of use and storage asillustrated in Figure 2.


48/63

Figure 2. Second S Action Plan

NECESSARY ITEMS REQUIRED ACTION

Items frequently used

Items sometime used

Items not used at allbut must kept

Can be placed near thepoint of use

Must be stored separatelyWith clear identification

Can be placed furtheraway

The process shown in Figure 2, eliminates waste in production orin clerical activities and ensures all materials, tools andequipments have designated locations which are easy to find.


49/63

The second S includes activities such as:

Mark reference materials with an oblique line to detect disorderfrom a distance.

Put names and numbers on all jigs and tools.

Store tools beside the machine with which they will be used

according to sequence of work operations.

Organise files and store using colour code to make it easy toidentify materials at a glance.

Store similar items together.

Store different items in separate rows.

Do not stack items together, use rack or shelf.

Use smalls bins to organise small items


50/63

Use colour for quick identification of items.

Label clearly each item and its storage area (Visual Control)

Use see-through cover for better visibility.

Use specially designed carts to organise tools, jigs andmeasuring devices that are needed for each particular machine.

Create tool boards.

The key word in this description is anyone. Labelling isspecifically for other people who need what is in area, when the

area owner is away. The benefit is searching time reduced.When orderliness is established, there is no human energywaste or excess inventory.


51/63

Potential Impacts:

Items easily returned to its designated location after use.

Required items easily located, stored and retrieved.

First-In First-Out (FIFO) is practised.

Retrieval time is reduced.

Right Item, Right Place, Right Quantity and Right Method (4R) are inplace.


52/63

EXPECTED RESULT OF 2EXPECTED RESULT OF 2ndnd SS

No more searchingNo more searching

Place for EverythingPlace for Everything

a. Reduce settinga. Reduce setting--up timeup time

b. Preventb. Prevent -- misplacing, leaking oilmisplacing, leaking oil-- wasting energy, materialswasting energy, materials

-- products, etc.products, etc.


53/63

c.Improvec.Improve -- space utilization,space uti lization,

-- work condit ionswork conditions

d. Eliminated. Eliminate -- searching time,searching t ime,

-- dangerous conditionsdangerous conditions

-- etc.etc.


54/63

Guidelines for Practising SHINE

Description:

The third S stresses on cleanliness because it ensures a morecomfortable and safer workplace, as well as better visibility, whichreduces retrieval time and ensures higher quality work, product orservice.

Guidelines:

The third S is to thoroughly clean the work area. Daily follow-upcleaning is absolutely necessary to maintain a clutter-free

workplace and a desirable environment. SHINE speaks for itself.Everyone enjoys working in a clean environment which raisesmorale and increases productivity.


55/63

To successfully implement the third S as a daily value-adding activity, thefollowing steps must be practised.

Step 1: Delegate Cleaning Assignments.

Cleanliness is the responsibility of EVERY employee and theworkplace must be divided into distinct cleanliness areas, whichcan be based on:

5S Zones:

Show all the cleanliness areas and the names of the peopleresponsible for them.

5S Schedules:

Show in greater detail the different areas and the names othose responsible for them, including daily rosters.


56/63

Step 2: Determine What is to be Cleaned.

Develop targets and categories them for ease of use.

Step 3: Determine the Methods to be Used.

Decide on the tools and materials required and what is to becleaned in each area. Cleanliness must be practised daily and

must take only a short time to execute. Standards must beadopted to ensure people do the cleaning efficiently.

Step 4: Prepare the Cleaning Tools and Materials.

Set up cleaning tools and the required materials in such a mannerso that they are easily retrieved for use.


57/63

Step 5: Implement Cleanliness

All equipment malfunction or defects must be fixed or

reconditioned.

The key word in this description is keeping the workplace andeverything in it clean and in good functional condition. This isachieved through the combination of the cleaning function and

defect detection.Potential Impacts:

Higher quality work and products.

More comfortable and safer work environment

Greater visibility and reduced retrieval time

Lower maintenance cost

Creates positives impression on visitors and during customerinspections


58/63

Guideline for Practising STANDARDISEGuideline for Practising STANDARDISE

Description:Description:

The continue employment of the 3S will ensure a highstandard of workplace organisation.

GuidelinesGuidelines::

Once the 3S are in place, the next step is to concentrateon standardizing best practices. The plant must includethe creation of procedures and simple daily checklists

which are to be visibly displayed at every workplace.


59/63

Job responsibilities that include: W ho is responsible?(ownership)

W hat actions must be taken to maintain thedesired condition?

W hen must those actions be taken?

W here must they apply?

W hat procedures will be followed to ensure

compliance? Cleaning procedures

Maintenance schedules

The checklists must serve as visual signpost to ensure thatthe daily 3S requirements are carried out habitually as bestpractices in the work area. Examples of checklists are:


60/63

The key word is to consolidate the 3S establishing standard

procedures. This activity is carries out to determine the bestwork practices and find ways of ensuring that everyonecarries out their individual activity in their workplace.

PotentialPotential ImpactsImpacts::

Better workplace standards.

Better Visual Control Systems.

Establishment of Rules and Standard Operation Procedure(SOP).

Information sharing on required standards.

Improvement in operation and workflow.


61/63

Guidelines forGuidelines for PractisingPractising SUSTAINSUSTAIN

DescriptionDescription::

The fifth S is to make it a habit of maintaining the momentumof the previous four S to ensure sustainability of the systemand to make further improvement by encouraging effectiveuse of P-D-C-A Cycle.

GuidelinesGuidelines:: Build awareness of the importance of 5S throughretraining.

Reward and recognise efforts of staff. Use techniques / approaches / strategies to sustain

activities.

ReviewReview:: 5S Slogans and Posters 5S Newsletters to share the progress of 5S activities. 5S Achievements standards and performance indicators


62/63

The last S stands for SUSTAIN which requires self-

discipline without which it is impossible tomaintain consistent standards of quality, safetyand cleanliness.

The key word is this description is shared values.Shared values are achieved through coaching andteam participation, not shouting orders andimposing penalties. The implementation of 5Sinvolves coaching to get the workers to do thesimple things right. Buying in to these basic

values is the essential starting point to develop aWorld Class organisation.


63/63

PotentialPotential ImpactsImpacts::

Compliance to workplace rules.

Team spirit and discipline are developed.

The Kaizen mentality is inculcated in the

employees.

Adoption of best practices.

Enhance operation effectiveness in a better workingenvironment.

QE - Step by Step Implementation

Documents

Transcript of QE - Step by Step Implementation