Applying 5S Procedures PDF - KEBRON COLLEGE

KEBRON COLLEGE Web Development and Database Administration Level I Based on March 2022, Curriculum Version 1 Module Title: Applying 5S Procedures Module Code: EIS WDDBA1 M01 0322 Nominal Duration: 40 Hours Debre Birhan, Ethiopia Table of Contents Acknowledgment.......................................................................................................................... 4 Acronym........................................................................................................................................ 5 Introduction to the Module............................................................................................................ 6 Unit One: Prepare for Work................................................................................................................. 7 1.1. Using Work Instructions To Determine Job Requirements................................................. 8 1.2. Observing OHS Requirements Throughout The Work..................................................... 10 1.3. Preparing And Using 5S Tools And Equipment............................................................... 18 Self Check - 1.............................................................................................................................. 21 Operation Sheet - 1..................................................................................................................... 22 Lap Test - 1................................................................................................................................. 23 Unit Two: Sort Items.......................................................................................................................... 24 2.1. Preparing Plan For Sort Activities..................................................................................... 25 2.2. Implementing sort activity................................................................................................. 26 2.3. Using Red Tag Strategy.................................................................................................... 29 Self Check - 2.............................................................................................................................. 37 Operation Sheet - 2..................................................................................................................... 38 Lap Test - 2................................................................................................................................. 41 Unit Three: Set All Items In Order....................................................................................................... 43 3.1. Preparing Plan For Set-In Order Activities....................................................................... 44 3.2. Performing General Cleaning Activities........................................................................... 46 Self Check - 3.............................................................................................................................. 58 Operation Sheet - 3..................................................................................................................... 59 Lap Test - 3................................................................................................................................. 61 Unit Four: Perform Shine Activities................................................................................................... 62 4.1. Preparing Plan For Shine Activities.................................................................................. 63 4.2. Implementing Shine Activities In Appropriate Procedures............................................... 66 Self Check - 4.............................................................................................................................. 73 Operation Sheet - 4..................................................................................................................... 74 Lap Test - 4................................................................................................................................. 76 Unit Five: Standardize 5S................................................................................................................... 77 5.1. Preparing And Using Plan To Standardize 5S Activities.................................................. 78 5.2. Preparing And Implementing Tools And Techniques To Standardize 5S........................ 80 5.3. Following Checklist For Standardize Activities And Reporting To Relevant Personnel. 94 Self Check - 5............................................................................................................................ 119 Operation Sheet - 5.1................................................................................................................ 120 Operation Sheet - 5.2................................................................................................................ 123 Lap Test - 5............................................................................................................................... 124 Author/Copyright Version - 1 Page 2 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Unit Six: Sustain 5S........................................................................................................................ 125 6.1. Preparing And Following Plan To Sustain 5S Activities................................................ 126 6.2. Discussing, Preparing And Implementing Tools And Techniques To Sustain 5S.......... 132 Self Check - 6............................................................................................................................ 141 Operation Sheet - 6.................................................................................................................... 142 Lap Test - 6............................................................................................................................... 143 Author/Copyright Version - 1 Page 3 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Acknowledgment Ministry of Labor and Skills wish to extend thanks and appreciation to the many representatives of TVET instructors and respective industry experts who donated their time and expertise to the development of this Teaching, Training and Learning Materials (TTLM). Author/Copyright Version - 1 Page 4 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Acronym 5S SEIRI, SEITON, SEISO, SEIKETSU, SHITSUKE PDCA Plan, Do, Check, Act OHS Occupational Health and Safety OSH Occupational Safety and Health WHS Workplace Health and Safety WHO World Health Organization ILO International Labor Organization PPE Personal Protective Equipment Author/Copyright Version - 1 Page 5 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Introduction to the Module This module describes the performance outcomes, skills and knowledge required to design, create and save a basic markup language document using text editor. This module covers the units:  Prepare for work.  Sort items.  Set all items in order.  Perform shine activities.  Standardize 5S.  Sustain 5S. Learning Objective of the Module  Prepare for work.  Sort items.  Set all items in order.  Perform shine activities.  Standardize 5S.  Sustain 5S. Module Instruction For effective use this modules trainees are expected to follow the following module instruction: 1. Read the information written in each unit 2. Accomplish the Self-checks at the end of each unit 3. Perform Operation Sheets which were provided at the end of units 4. Do the “LAP test” giver at the end of each unit and 5. Read the identified reference book for Examples and exercise Author/Copyright Version - 1 Page 6 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Unit One: Prepare for Work This unit is developed to provide you the necessary information regarding the following content coverage and topics:  Using work instructions to determine job requirements  Reading and interpreting job specifications  Observing OHS requirements throughout the work  Preparing and using 5s tools and equipment  Identify and checking safety equipment and tools  Preparing and using kaizen board This unit will also assist you to attain the learning outcomes stated in the cover page. Specifically, upon completion of this learning guide, you will be able to:  Work instructions are used to determine job requirements, including method, material and equipment.  Job specifications are read and interpreted following working manual.  OHS requirements, including dust and fume collection, breathing apparatus and eye and ear personal protection needs are observed throughout the work.  Tools and equipment are prepared and used to implement 5S.  Safety equipment and tools are identified and checked for safe and effective operation.  Kaizen Board (Visual Management Board) is prepared and used in harmony with different workplace contexts. Author/Copyright Version - 1 Page 7 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 1.1. Using Work Instructions To Determine Job Requirements 1.1.1. Job Requirements A Job can be defined as:  A piece of work, especially a specific task done as part of the routine of one's occupation or for an agreed price.  A post of employment; full-time or part-time position  Anything a person is expected or obliged to do; duty; responsibility  An affair, matter, occurrence, or state of affairs.  The material, project, assignment, etc., being worked upon.  The process or requirements, details, etc., of working.  The execution or performance of a task. The requirements for a job vary according to the nature of the job itself. However, a certain work ethic must be cultivated to succeed in any job and this is fundamental to an individual‟s sense of himself as a worker, as part of production relations and a fundamental economic being. The basic requirements for a job remain the same no matter what the job is, where it is located or what professional and educational qualifications are required for it. These are as follows: Discipline: Nothing is possible without discipline. Any job requires a fundamental core of discipline from the worker or the employee and this is a quality which is independent of age, post, stature, job and so on. Discipline is absolutely indispensable and provides the impetus for work that can be strenuous, repetitive, boring and even unsatisfactory at times. Enthusiasm: Enthusiasm for work is also a pre-requisite for any job. An innate love for the job, which in modern parlance is known as job satisfaction, is a core requirement for any job. The drive to succeed, to innovate, to do well and to make one‟s profession into one‟s livelihood is a critical drive which needs to be present in the employee or cultivated as soon as possible. No job, however perfectly carried out, can evoke the feeling of satisfaction of a job well done without the instinct for success. Qualifications: This is a more material, tactile need for a job which can be conveyed through degrees and certificates. However education is not limited to what is taught in colleges or vocational training courses. It is the burning desire to learn more, to reach the depths of Author/Copyright Version - 1 Page 8 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 knowledge about a particular field of interest, to complete the job and learn from it that marks the true enthusiast and the truly learned. Soft Skills: Soft skills include those skills which ensure that a job is executed well, and the employee can carry himself in the proper manner too. For example, good and smooth communication, computer skills, proficiency in language if needed, presentable appearance, the ability to manage crises are all soft skills which are fundamentally important in any job and which must be cultivated consciously. Thus, the requirements of a job, though specific to it, cover also a general spectrum. These make for better employees and better individuals. 1.1.2. Work Instruction Information about the work  Describe what workers need to be able to do on the job  Work functions  Key activities of each work function  Performance indicators  Describe what task to be done or work roles in a certain occupation Work instruction is a description of the specific tasks and activities within an organization. A work instruction in a business will generally outline all of the different jobs needed for the operation of the firm in great detail and is a key element to running a business smoothly. In other words it is a document containing detailed instructions that specify exactly what steps to follow to carry out an activity. It contains much more detail than a Procedure and is only created if very detailed instructions are needed. For example, describing precisely how a Request for Change record is created in the Change Management software support tool. 1.1.3. Procedures vs. Work Instructions Many people confuse “procedures” with “work instructions”. In fact, most people write work instructions and call them procedures. Knowing the differences of procedures vs work instructions can help you understand the documentation process much better and, therefore, procedure documentation. Procedures describe a process, while a work instruction describes how to perform the conversion itself. Process descriptions include details about the inputs, what conversion takes Author/Copyright Version - 1 Page 9 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 place (of inputs into outputs), the outputs, and the feedback necessary to ensure consistent results. The PDCA process approach (Plan, Do, Check, Act) is used to capture the relevant information. Questions that need to be answered in a procedure include:  Where do the inputs come from (suppliers)?  Where do the outputs go (customers)?  Who performs what action when (responsibilities)?  How do you know when you have done it right (effectiveness criteria)?  What feedback should be captured (metrics)?  How do we communicate results (charts, graphs and reports)?  What laws (regulations) or standards apply (e.g., ISO 9001, 8th EU Directive, IFRS, Sarbanes-Oxley)? 1.1.4. Job Specification A statement of employee/workers characteristics and qualifications required for satisfactory performance of defined duties and tasks comprising a specific job or function. Specification Sample 1.2. Observing OHS Requirements Throughout The Work 1.2.1. OHS Requirements Author/Copyright Version - 1 Page 10 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 OHS requirements are legislation/regulations/codes of practice and enterprise safety policies and procedures. This may include protective clothing and equipment, use of tooling and equipment, workplace environment and safety, handling of material, use of firefighting equipment, enterprise first aid, hazard control and hazardous materials and substances. Personal protective equipment include those prescribed under legislation/ regulations/codes of practice and workplace policies and practices. Safe operating procedures include the conduct of operational risk assessment and treatments associated with workplace organization. Emergency procedures include emergency shutdown and stopping of equipment, extinguishing fires, enterprise first aid requirements and site evacuation. Occupational safety and health (OSH) also commonly referred to as occupational health and safety (OHS) or workplace health and safety (WHS) is an area concerned with the safety, health and welfare of people engaged in work or employment. The goals of occupational safety and health programs include fostering a safe and healthy work environment. OSH may also protect co-workers, family members, employers, customers, and many others who might be affected by the workplace environment. In the United States the term occupational health and safety is referred to as occupational health and occupational and non-occupational safety and includes safety for activities outside work. Occupational safety and health can be important for moral, legal, and financial reasons. In common-law jurisdictions, employers have a common law duty (reflecting an underlying moral obligation) to take reasonable care for the safety of their employees. Statute law may build upon this to impose additional general duties, introduce specific duties and create government bodies with powers to regulate workplace safety issues: details of this will vary from jurisdiction to jurisdiction. Good OSH practices can also reduce employee injury and illness related costs, including medical care, sick leave and disability benefit costs. As defined by the World Health Organization (WHO) "occupational health deals with all aspects of health and safety in the workplace and has a strong focus on primary prevention of hazards." Health has been defined as "a state of complete physical, mental and social well- being and not merely the absence of disease or infirmity. Occupational health is a multidisciplinary field of healthcare concerned with enabling an individual to undertake their occupation, in the way that causes least harm to their health. It contrasts, for example, with the promotion of health and safety at work, which is concerned with preventing harm from any incidental hazards, arising in the workplace. Author/Copyright Version - 1 Page 11 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Since 1950, the International Labour Organization (ILO) and the World Health Organization (WHO) have shared a common definition of occupational health. It was adopted by the Joint ILO/WHO Committee on Occupational Health at its first session in 1950 and revised at its twelfth session in 1995. The definition reads: "The main focus in occupational health is on three different objectives: (i) the maintenance and promotion of workers‟ health and working capacity; (ii) the improvement of working environment and work to become conducive to safety and health and (iii) development of work organizations and working cultures in a direction which supports health and safety at work and in doing so also promotes a positive social climate and smooth operation and may enhance productivity of the undertakings. The concept of working culture is intended in this context to mean a reflection of the essential value systems adopted by the undertaking concerned. Such a culture is reflected in practice in the managerial systems, personnel policy, principles for participation, training policies and quality management of the undertaking." Joint ILO/WHO Committee on Occupational Health: those in the field of occupational health come from a wide range of disciplines and professions including medicine, psychology, epidemiology, physiotherapy and rehabilitation, occupational, occupational medicine, human factors and ergonomics, and many others. Professionals advise on a broad range of occupational health matters. These include how to avoid particular pre-existing conditions causing a problem in the occupation, correct posture for the work, frequency of rest breaks, preventative action that can be undertaken, and so forth. "Occupational health should aim at: the promotion and maintenance of the highest degree of physical, mental and social well-being of workers in all occupations; the prevention amongst workers of departures from health caused by their working conditions; the protection of workers in their employment from risks resulting from factors adverse to health; the placing and maintenance of the worker in an occupational environment adapted to his physiological and psychological capabilities; and, to summarize, the adaptation of work to man and of each man to his job. Author/Copyright Version - 1 Page 12 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 1.2.2. History Harry McShane, age 16, 1908. Pulled into machinery in a factory in Cincinnati and had his arm ripped off at the shoulder and his leg broken without any compensation. The research and regulation of occupational safety and health are a relatively recent phenomenon. As labor movements arose in response to worker concerns in the wake of the industrial revolution, worker's health entered consideration as a labor-related issue. In 1833, HM Factory Inspectorate was formed in the United Kingdom with a remit to inspect factories and ensure the prevention of injury to child textile workers. In 1840 a Royal Commission published its findings on the state of conditions for the workers of the mining industry that documented the appallingly dangerous environment that they had to work in and the high frequency of accidents. The commission sparked public outrage which resulted in the Mines Act of 1842. The act set up an inspectorate for mines and collieries which resulted in many prosecutions and safety improvements, and by 1850, inspectors were able to enter and inspect premises at their discretion. Otto von Bismarck inaugurated the first social insurance legislation in 1883 and the first worker's compensation law in 1884 – the first of their kind in the Western world. Similar acts followed in other countries, partly in response to labor unrest. 1.2.3. Workplace hazards Although work provides many economic and other benefits, a wide array of workplace hazards also present risks to the health and safety of people at work. These include "chemicals, biological agents, physical factors, adverse ergonomic conditions, allergens, a complex network of safety risks," and a broad range of psychosocial risk factors. Author/Copyright Version - 1 Page 13 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Physical and mechanical hazards At-risk workers without appropriate safety equipment Physical hazards are a common source of injuries in many industries. They are perhaps unavoidable in certain industries, such as construction and mining, but over time people have developed safety methods and procedures to manage the risks of physical danger in the workplace. Employment of children may pose special problems. Falls are a common cause of occupational injuries and fatalities, especially in construction, extraction, transportation, healthcare, and building cleaning and maintenance. An engineering workshop specializing in the fabrication and welding of components has to follow the Personal Protective Equipment (PPE) at work regulations 1992. It is an employer‟s/workers duty to provide „all equipment (including clothing affording protection against the weather) which is intended to be worn or held by a person at work which protects him against one or more risks to his health and safety‟. In a fabrication and welding workshop an employer would be required to provide face and eye protection, safety footwear, overalls and other necessary PPE. Machines are commonplace in many industries, including manufacturing, mining, construction and agriculture, and can be dangerous to workers. Many machines involve moving parts, sharp edges, hot surfaces and other hazards with the potential to crush, burn, cut, shear, stab or otherwise strike or wound workers if used unsafely. Various safety measures exist to minimize these hazards, including lockout-tag out procedures for machine maintenance and roll over protection systems for vehicles. Author/Copyright Version - 1 Page 14 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 According to the United States Bureau of Labor Statistics, machine-related injuries were responsible for 64,170 cases that required days away from work in 2008. More than a quarter of these cases required more than 31 days spent away from work. That same year, machines were the primary or secondary source of over 600 work-related fatalities. Machines are also often involved indirectly in worker deaths and injuries, such as in cases in which a worker slips and falls, possibly upon a sharp or pointed object. The transportation sector bears many risks for the health of commercial drivers, too, for example from vibration, long periods of sitting, work stress and exhaustion. These problems occur in Europe but in other parts of the world the situation is even worse. More drivers die in accidents due to security defects in vehicles. Long waiting times at borders cause that drivers are away from home and family much longer and even increase the risk of HIV infections. Confined spaces also present a work hazard. The National Institute of Occupational Safety and Health defines "confined space" as having limited openings for entry and exit and unfavorable natural ventilation, and which is not intended for continuous employee occupancy. Spaces of this kind can include storage tanks, ship compartments, sewers, and pipelines. Confined spaces can pose a hazard not just to workers, but also to people who try to rescue them. Noise also presents a fairly common workplace hazard: occupational hearing loss is the most common work-related injury in the United States, with 22 million workers exposed to hazardous noise levels at work and an estimated $242 million spent annually on worker's compensation for hearing loss disability. Noise is not the only source of occupational hearing loss; exposure to chemicals such as aromatic solvents and metals including lead, arsenic, and mercury can also cause hearing loss. Temperature extremes can also pose a danger to workers. Heat stress can cause heat stroke, exhaustion, cramps, and rashes. Heat can also fog up safety glasses or cause sweaty palms or dizziness, all of which increase the risk of other injuries. Workers near hot surfaces or steam also are at risk for burns. Dehydration may also result from overexposure to heat. Cold stress also poses a danger to many workers. Over-exposure to cold conditions or extreme cold can lead to hypothermia, frostbite, trench foot, or chilblains. Author/Copyright Version - 1 Page 15 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Electricity poses a danger to many workers. Electrical injuries can be divided into four types: fatal electrocution, electric shock, burns, and falls caused by contact with electric energy. Vibrating machinery, lighting, and air pressure (high or low) can also cause work-related illness and injury. Asphyxiation is another potential work hazard in certain situations. Musculoskeletal are avoided by the employment of good ergonomic design and the reduction of repeated strenuous movements or lifts. Ionizing (alpha, beta, gamma, X, neutron), and non-ionizing radiation (microwave, intense IR, RF, UV, laser at visible and non-visible wavelengths), can also be a potent hazard In Victoria, workplace health and safety is governed by a system of laws, regulations and compliance codes which set out the responsibilities of employers and workers to ensure that safety is maintained at work. The Act The Occupational Health and Safety Act 2004 (the Act) is the cornerstone of legislative and administrative measures to improve occupational health and safety in Victoria. The Act sets out the key principles, duties and rights in relation to occupational health and safety. The general nature of the duties imposed by the Act means that they cover a very wide variety of circumstances, do not readily date and provide considerable flexibility for a duty holder to determine what needs to be done to comply. The Regulations The Occupational Health and Safety Regulations 2007 are made under the Act. They specify the ways duties imposed by the Act must be performed, or prescribe procedural or administrative matters to support the Act, such as requiring licenses for specific activities, keeping records, or notifying certain matters. Author/Copyright Version - 1 Page 16 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Guidance Effective OHS regulation requires that Work Safe provides clear, accessible advice and guidance about what constitutes compliance with the Act and Regulations. This can be achieved through Compliance Codes, Work Safe Positions and non-statutory guidance ("the OHS compliance framework"). For a detailed explanation of the OHS compliance framework, see the Victorian Occupational Health and Safety Compliance Framework Handbook. Policy Not every term in the legislation is defined or explained in detail. Also, sometimes new circumstances arise (like increases in non-standard forms of employment, such as casual, labour hire and contract work, or completely new industries with new technologies which produce new hazards and risks) which could potentially impact on the reach of the law, or its effective administration by Work Safe. Therefore, from time to time Work Safe must make decisions about how it will interpret something that is referred to in legislation, or act on a particular issue, to ensure clarity. In these circumstances, Work Safe will develop a policy. A policy is a statement of what Work Safe understands something to mean, or what Work Safe will do in certain circumstances. Author/Copyright Version - 1 Page 17 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 1.3. Preparing And Using 5S Tools And Equipment Tools and materials used to implement Sort activity Tools and materials are required to implement sort, set in order and shine activities in work stations. The following are some tools and materials used to implement the first pillar of 5S- Sort. red tags sticker hook nails shelves chip wood sponge broom pencil shadow board/ tools board formats (for recording necessary and unnecessary items, plans etc…) Tools and materials used to implement set in order The following are some tools and materials used to implement the second pillar of 5S-Set in order. Tools and materials used to implement shine Author/Copyright Version - 1 Page 18 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 The following are some tools and materials used to implement the third pillar of 5S-Shine. Sponge oil Broom detergent s Brush spade vacuum cleaner bolts garbage containers floor scrubber cleaning Pads screws etc… Author/Copyright Version - 1 Page 19 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Author/Copyright Version - 1 Page 20 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Self Check - 1 Directions: Answer all the questions listed below. Use the Answer sheet provided in the next page: 1. What is the meaning of job? 2. List the requirements of job. 3. What is the meaning of work? 4. Describe work instruction in your own words. 5. Explain the difference between procedure and work instruction? 6. Define job specification? 7. Prepare specification samples. 8. What is OHS represents for 9. What is OSH represents for? 10. What is WHS represents for? 11. What are the goals of OHS? 12. List some examples of OHS requirements in your work areas. 13. List at least four workplace hazards? 14. List at least five me tools and materials used to implement Sort. 15. List at least six tools and materials used to implement Set in order. 16. List at least seven tools and materials used to implement Shine. Author/Copyright Version - 1 Page 21 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Operation Sheet - 1 1. Discuss and plan to prepare materials for 3S implementation 2. Prepare tools and materials for implementing sort red tags sticker hook nails shelves chip wood sponge broom pencil shadow board/ tools board formats (for recording necessary and unnecessary items, plans etc…) 3. Prepare tools and materials for implementing set in order 4. Prepare tools and materials for implementing shine sponge broom detergent s brush spade vacuum cleaner oil bolts garbage containers floor scrubber cleaning Pads screws etc… Author/Copyright Version - 1 Page 22 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Lap Test - 1 Name: ___________________________________________ Date: ____________________ Time Started: _________________________ Time Finished: _________________________ Instructions: Given necessary templates, workshop, tools and materials you are required to perform the following tasks. Task 1: Identify and prepare tools and materials for implementing sort activity. Task 2: Identify and prepare tools and materials to implement set in order. Task 3: Identify and prepare tools and materials to implement shine activity. Author/Copyright Version - 1 Page 23 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Unit Two: Sort Items This unit is developed to provide you the necessary information regarding the following content coverage and topics:  Preparing plan for sort activities  Performing cleaning activities  Identifying all items in appropriate procedure  Listing necessary & unnecessary items in an appropriate format.  Using red tag strategy  Evaluating and placing unnecessary items appropriately  Recording and quantifying necessary items in appropriate formats  Reporting performance result in appropriate formats  Checking necessary items regularly in the workplace This unit will also assist you to attain the learning outcomes stated in the cover page. Specifically, upon completion of this learning guide, you will be able to:  Plan is prepared to implement sorting activities.  Cleaning activities are performed.  All items in the workplace are identified following the appropriate procedures.  Necessary and unnecessary items are listed using the appropriate format.  Red tag strategy is used for unnecessary items.  Unnecessary items are evaluated and placed in an appropriate place other than the  workplace.  Necessary items are recorded and quantified using appropriate format.  Performance results are reported using appropriate formats.  Necessary items are regularly checked in the workplace. Author/Copyright Version - 1 Page 24 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 2.1. Preparing Plan For Sort Activities 2.1.1. Explanation of the first pillar - Sort A. Definition of Sort Sort, the first pillar of 5S, means classifying items in the workplace in to two categories – necessary and unnecessary - and removing all the unnecessary items that are not needed for current operations. It corresponds to the just in time (JIT) principle of “only what is needed, only in the amount needed, and only when it is needed.” The workplace is full of unused machines, jigs, dies, rejects, work-in-process, raw materials, supplies, parts, shelves, containers, desks, workbenches, files, carts, racks, pallets and other items. People tend to hang onto parts, thinking that they may be needed for the next time. They see an inappropriate machine or equipment and think that they will use it somehow. In this way, inventory and equipment tend to accumulate and get in the way of everyday activities. This leads to a massive build of waste in companywide or in the whole workshop. An easy rule is to remove anything that will not be used within the next 30 days. A ceiling on the number of necessary items should be established. Red-tag holding area can also help to evaluate the need of an item instead of simply getting rid of it. This greatly reduces the risk of disposing of an item that is needed later that will be explained in detail in the next contents. B. Benefits of sort activity Implementing this first pillar creates a work environment in which space, time, money, energy, and other resources can be managed and used most effectively. Sorting can lead to a much safer workplace. By clearing out the items you no longer need, people will have more room to work and things like trip hazards and items falling off shelves will be greatly reduced. Sorting also improves work flow since there is less clutter to deal with and will most definitely increase productivity in both production and office environments. Problems and annoyances in the work flow are reduced, communication between workers is improved, and product quality is increased, and productivity is enhanced. If the first pillar is not well implemented, the following types of problems occur:  The factory or a workshop becomes increasingly crowded and hard to work in.  Unnecessary lockers, shelves, cabinets and items make communication between employees difficult. Author/Copyright Version - 1 Page 25 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022  Time is wasted in searching for parts and tools.  Increase unnecessary maintenance cost of unneeded inventory and machinery.  Excess stock-on-hand hides other types of problems in production.  Unneeded items and equipments make it harder to improve the process flow. 2.2. Implementing sort activity It is not always easy to identify unneeded items in a factory or workshop. Workers seldom know how to separate items needed for current production from unnecessary items. The following procedures will help in implementing sort activity. A. Plan and procedures for sort activity Sort activity plan sheet (sample) Procedure for Sort activity Author/Copyright Version - 1 Page 26 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Step 1- Evaluate and take pictures of the work area. It‟s extremely important to take pictures during this evaluation step since referencing them after improvements have been made can be very enlightening. To help you get started use also a 5S evaluation form. Step 2 - Identify and red tag the items you no longer need. Step 3 - Decide what to do with the tagged items. B. Record and quantify all items in the work area The following sample formats can be used to record all necessary and unnecessary items. A sample format for recording all items at the workplace. A sample format for recording necessary items at the workplace. Author/Copyright Version - 1 Page 27 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 A sample format for recording unnecessary items in the workplace Author/Copyright Version - 1 Page 28 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 2.3. Using Red Tag Strategy 2.3.1. Overview of red tagging The Red-Tag Strategy is a simple method for identifying potentially unneeded items in the factory or workshop, evaluating their usefulness and dealing with them appropriately. Red-tagging means putting red tags on items in the factory or workshop that need to be evaluated as being necessary or unnecessary. A Red tag is a red colored tag used to identify items no longer needed in a particular work area. The red tags catch people‟s attention because red is a colour that stands out. An item with a red tag is asking three questions:  Is this item needed?  If it is needed, is it needed in this quantity?  If it is needed, does it need to be located here? Once these items are identified, they can be held in a “Red Tag Holding Area” for a period of time to see whether they are needed, disposed of, relocated, or left exactly where they are. 2.3.2. Red-tag Holding areas In order to implement the red-tag strategy effectively, a red-tag holding area must be created. A red-tag holding area is an area set aside for use in storing red-tagged items that need further evaluation. Red-tagging is helpful when the need or frequency of need for that item is unknown. When an item is set aside in a red-tag holding area and watched for an agreed-upon period of time people tend to be more ready to let it go when that time is over. There are two red-tag holding areas: local and central holding areas. Local red-tag holding area is used to manage the flow of red-tagged items with in a local department or production area. Central red-tag holding area is used to manage the flow of items that cannot or should not be disposed of by individual departments or production area. Usually central red-tag holding area is used by an organization that is launching a companywide red-tagging effort. Red-tag Holding Area Author/Copyright Version - 1 Page 29 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 2.3.3. Steps/procedures in Red tagging The red-tagging process in a department or work area can be broken down into seven steps. Step 1: Launch the red-tag project. Step 2: Identify the red-tag targets. Step 3: Set red-tag criteria. Step 4: Make red tags. Step 5: Attach red tags. Step 6: Evaluate red-tagged items. Step 7: Document the results of red-tagging. Step 1: Launch the red-tag project Red-tag campaigns are started and coordinated by the upper-level management of a company. Even when a red-tag campaign is companywide, local campaigns need to be organized in each department or production area. This involves  Organizing a team  Organizing supplies  Organizing a time or schedule to perform red-tagging  Deciding a local-tag holding area  Planning for disposal of red-tagged items People from outside a department can be valuable members on a red-tagging team since they tend to see the area with a fresh eye. Hence, it is helpful to partner with other departments or production areas in creating red-tagging teams. Author/Copyright Version - 1 Page 30 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Step 2: Identify red-tag targets There are two red-tag targets: A. Items: in the manufacturing area items like inventory (warehouse and in-process inventory), equipment, and space are targets for red tags. Warehouse inventory include material, parts, products etc. B. Areas: It is better to define a smaller area and evaluate it well than to define a larger area and not be able to evaluate it fully in available time. Step 3: Set red-tag criteria As already mentioned, the most difficult thing about red-tagging is differentiating what is needed from what is not. This issue can be managed by establishing clear-cut criteria for what is needed in particular area and what is not. The most common criterion is the next month‟s production schedule.  Items needed for that schedule are kept in that location.  Items not needed for the schedule can be disposed of or stored in a separate location. Three main factors determine whether an item is necessary or not. These factors are:  The usefulness of the item to perform the work at hand. If the item isn‟t needed it should be disposed of.  The frequency with which the item is needed. If it is needed infrequently it can be stored away from the work area.  The quantity of the item needed to perform this work. If it is needed in limited quantity the excess can be disposed or stored away from the work area. Author/Copyright Version - 1 Page 31 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Each company must establish its own red-tagging criteria and each department may customize this standard to meet its local needs. Step 4: Make red-tags Each company has specific needs for documenting and reporting the movement, use, and value of materials, equipment, tools, inventory and products. The company‟s red tags should be designed to support this documentation process. Various types of information on a red tag may include:  Category: provides a general idea of the type of item (e.g., a warehouse item or machine). Categories include raw materials, in-process inventory, products, equipment, jigs, tools and dies.  Item name and manufacturing number.  Quantity: indicates the number of items included under this red tag.  Reason: describes why a red tag has been attached to this item.  Division: includes the name of the division responsible for managing the red- tagged item.  Value: includes the value of the red-tagged item.  Date: includes the red-tagging date. Author/Copyright Version - 1 Page 32 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 The material used for red tags can be red paper, thick red tape, or others. Red tags can be laminated with plastic or another material to protect them during repeated use. Step 5: Attach the red tags The best way to carry out red-tagging is to do the whole target area quickly, if possible, in one or two days. In fact, many companies choose to red-tag their entire factory during a one or two day period. Red-tagging should be a short and powerful event. You should red-tag all items you question, without evaluating what to do with them. Step 6: Evaluate the red-tagged items In this step, the red-tag criteria established in step 3 are used to evaluate what to do with red-tagged items. Options include:  Keep the item where it is.  Move the item to a new location in the work area.  Store the item away from the work area.  Hold the item in the local red-tag holding area for evaluation.  Dispose of the item. Disposal methods include:  Throw it away.  Sell it.  Return it to the vendor.  Lend it out.  Distribute it to a different part of the company.  Send it to the central red-tag holding area. The next table shows disposal methods. Author/Copyright Version - 1 Page 33 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Treatment Description Throw it Dispose of as scrap or incinerate items that are away useless or unneeded for any purpose. Sell Sell off to other companies items that are useless or unneeded for any purpose. Return Return items to the supply company. Lend out Lend items to other sections of the company that can use them on a temporary basis. Distribute Distribute items to another part of the company on a permanent basis. Central red- Send items to the central red-tag holding area for tag area redistribution, storage, or disposal. Evaluation format for red-tag items (sample) Ideally, unnecessary equipment should be removed from areas where daily production activities take place. However, large equipment and equipment or machine attached to the floor may be expensive to move. It is sometimes better to leave this equipment where it is unless it interferes with daily production activities or prevents workshop improvements. Label this unneeded and difficult to move equipment with a “freeze” red tag, which indicates that its use has been “frozen,” but that it will remain in place for the time being. Author/Copyright Version - 1 Page 34 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Step 7: Document the results of red-tagging Each company or organization needs to create its own system for logging and tracking necessary information as red-tagging takes place. The documentation system may involve a written logbook in each department and in the central red tag holding area. Or it may involve entering data from the red-tags into a computer system. Whatever the system, documenting results is an important part of the red-tagging process. It allows the company to measure the improvement and savings produced as a result of the red-tagging effort. As it is indicated in step 4, the red-tags should be designed to support the documentation process. Determine in advance approximately how many red-tags each workplace should use. An average of four red-tags per employee should be used. This means a workshop with 30 employees should need about 120 red tags. In addition when you find a shelf full of items which are difficult to decide, we don‟t have to be tempted to attach one red-tag for the whole shelf. Because this can lead to confusion when we want to dispose of these items in the shelve. Therefore, avoid this temptation and attach individual tags to individual items. When red-tagging is completed the factory or workshop is usually dotted with empty spaces – a sign of real progress. Then the layout of equipments and worktables can be changed to occupy the free space. Companies or organizations who think they need to build a new factory for a production of new products/ services should first apply the sort activity or the red-tag strategy so that they could get plenty of free space. 2.3.4. Types of unnecessary items Some of types of unnecessary items are:  defective or excess quantities of small parts and inventory  outdated or broken jigs and dies  worn-out bits  outdated or broken tools and inspection gear  old rags and other cleaning supplies  electrical equipment with broken cords  outdated posters, signs, notices, and memos Author/Copyright Version - 1 Page 35 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Unused machinery or equipment Obsolete equipment 2.3.5. Places where unnecessary items accumulate Some locations where unneeded items tend to accumulate are:  in rooms or areas not designated for any particular purpose  in corners next to entrances or exists  along interior and exterior walls, next to partitions, and behind pillars.  under the eaves of warehouses.  under desks and shelves and in desk and cabinet drawers  near the bottom of tall stacks of items  on unused management and production schedule boards  in tools boxes that are not clearly sorted Author/Copyright Version - 1 Page 36 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Self-Check - 2 Instructions: Answer all the questions listed below. Illustrations may be necessary to aid some explanations/answers. Write your answers in the sheet provided in the next page. 1. Give definition of the first pillar of 5S – Sort. 2. What are the benefits of implementing sort activity? 3. What problems occur in a workshop if sort activity is not implemented? 4. What are the reasons for the accumulation of unnecessary items in a workshop? 5. What are the procedures for sort activity? 6. What is red-tagging strategy? 7. What are red-tag holding areas and explain the types? 8. List the steps of red-tagging strategy. 9. List at least seven items that are considered as unnecessary. 10. Name places where unnecessary items are accumulated? Author/Copyright Version - 1 Page 37 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Operation Sheet - 2 1. Preparing plan for Sort activity Sample plan for sort activity 2. Procedure for sort activity List all items at the work place using the following sample format. Author/Copyright Version - 1 Page 38 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 3. Red Tagging Steps/procedures in Red tagging Step 1: Launch the red-tag project Step 2: Identify red-tag targets Step 3: Set red-tag criteria Step 4: Make red-tags Step 5: Attach the red tags Step 6: Evaluate the red-tagged items Step 7: Document the results of red-tagging Sample red-tags Author/Copyright Version - 1 Page 39 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 4. Record and quantify all items in the work area using the following formats. Author/Copyright Version - 1 Page 40 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 5. Reporting quantitative and qualitative results gained by implementing the 1st S – Sort using the following formats. All or some of the improvement indicators can be used. Quantitative Results Record tangible/quantitative results and changes that are achieved by applying Sort activity using the following indicators. Before After Improvement No Improvement Indicators Target Remark Kaizen Kaizen (%) 1 Free floor space 2 Searching time for tools, materials, etc 3 Transaction made/income generated 4 Labor saving 5 Parts saving 6 Tools & Equipment found 7 Raw Material saving 8 Transportation/travel 9 Inventory 10 Lead time 11 Machine down time 12 Frequency of Machine failure 13 Production volume per day 14 Labour productivity 15 Delivery Time 16 Defect rate 17 Number of Customer complaints 18 Minimized Cost of Production Qualitative Results Record intangible/qualitative results and changes that are achieved by applying Sort activity using the following indicators. No Improvement Indicators Description of the Result 1 Knowledge of the 1st S - Sort 2 Team work 3 Morale of workers 4 Communications between workers by removing unnecessary materials 5 Corporate culture of kaizen 6 Fatigue or stress 7 Relationship with customers 8 Awareness of safety 9 Orderliness of work place Lap Test - 2 Author/Copyright Version - 1 Page 41 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Name: ___________________________________________ Date: ____________________ Time Started: _________________________ Time Finished: _________________________ Instructions: Given necessary templates, workshop, tools and materials you are required to perform the following tasks. Task 1: Using the given template, prepare a plan for sort activity in your workshop. Task 2: Using the given templates, list necessary and unnecessary items. Task 3: Make red-tags appropriate for your workshop. Task 4: Following the procedures of sort activity, perform sort activity in the assigned workshop. Author/Copyright Version - 1 Page 42 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Unit Three: Set All Items In Order This unit is developed to provide you the necessary information regarding the following content coverage and topics:  Preparing plan for set-in order activities  Performing general cleaning activities  Deciding location/layout, storage and indication methods for items  Preparing and using necessary tools and equipment for set-in order activities  Placing items in their assigned location  Returning items immediately after use  Reporting performance results using appropriate format  Checking each items regularly in its assigned location and order This unit will also assist you to attain the learning outcomes stated in the cover page. Specifically, upon completion of this learning guide, you will be able to:  Plan is prepared to implement set in order activities.  General cleaning activities are performed.  Location/Layout, storage and indication methods for items are decided.  Necessary tools and equipment are prepared and used for setting in order activities.  Items are placed in their assigned locations.  After use, the items are immediately returned to their assigned locations.  Performance results are reported using appropriate formats.  Each item is regularly checked in its assigned location and order. Author/Copyright Version - 1 Page 43 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 3.1. Preparing Plan For Set-In Order Activities 3.1.1. Definition of set in order Set in order means arranging necessary items so that they are easy to use and labelling them so that anyone can find them and put them away. The key word in this definition is “anyone”. Set in order can be implemented only when the first pillar- sort is done first. No matter how well you arrange items, set in order can have little impact if many of the items are unnecessary and not sorted. Similarly, if sorting is implemented without setting in order, it is much less effective. Where necessary items should be placed should be made clear for anyone to immediately find them and return them easily. Hence, Sort and Set in order work best, when they are implemented together. Example of Set in order Figure 3.1: Set in order of tools 3.1.2. Benefits of set in order Setting in order is important because it eliminates many kinds of waste from operations in a workplace. These include searching time waste, waste due to difficulty in using items, and waste due to difficulty in returning items. In general, the following problems and wastes are avoided when set in order is well implemented. 1. Motion wastes 2. Searching time wastes 3. The waste of human energy 4. The waste of excess inventory 5. The waste of defective products 6. The waste of unsafe conditions Author/Copyright Version - 1 Page 44 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 The set in order step is actually at the core of so many important business principles such as safety, ergonomics, quality, inventory control, productivity, standard work, the visual workplace and employee morale. Also it is the core of standardization. This is because the workplace must be organized before any type of standardization can be implemented effectively. Standardization means creating a consistent way of doing or carrying out tasks. When we think of standardization, we have to think about anyone. For example, machinery standardization means anyone can operate the machinery. Also if we have operation standardization this means anyone can perform the operation. Even for people to get along together, they need to standardize their behaviors, at least to some extent Set in order is the core of standardization. Figure 3.2: Set in order is the core of standardization In implementing set in order pillar, we use visual controls so that communications became easy and smooth. For example, we can visually know where items are placed and where to return them and so on. A visual control is any communication device used in the workplace that tells us at a glance how work should be done. Through visual controls, information such as where items belong, how many items should be placed there, what the standard procedure is for doing something, the status of work in process etc can be communicated. Author/Copyright Version - 1 Page 45 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 3.2. Performing General Cleaning Activities 3.2.1. Plan and procedures for set in order Set in order activity plan sheet (sample) Procedures for Set in order Author/Copyright Version - 1 Page 46 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 There are some principles for deciding best locations for tools and equipments. Jigs, tools and dies differ from materials, equipments, machinery and parts in that they must be put back after each use. Some of the principles for jigs, tools and dies also apply to parts, equipments, and machinery. These are: Author/Copyright Version - 1 Page 47 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022  Locate items in the workplace according to their frequency of use. Place frequently used items near the place of use. Store infrequently used items away from the place of use.  Store items together if they are used together, and store them in sequence in which they are used. Figure 3.3: Tools kept at hand and stored in the order used.  Device a “just let go” arrangement for tools. This approach involves suspending tools from a retractable cord just within reach so that they will automatically go back in to their correct storage position when released.  Make storage places larger than the items stored there so that they are physically easy to remove and put back.  Eliminate the variety of jigs, tools and dies needed by creating a few jigs, tools and dies that serve multiple functions.  Store tools according to function or product. Function-based storage means storing tools together when they have similar functions. This works best for job-shop production. Product-based storage means storing tools together when they are used on the same product. This works best for repetitive production. There are principles helpful in deciding the best locations for parts, equipments, and machinery, as well as tools by removing motion wastes. Motion wastes are unnecessary movements created when people move their trunks, feet, arms, and hands more than needed to perform a given operation. These wastes lead to waste of time, energy and effort. These motion wastes can be minimized by locating parts, equipments, and machinery in the best Author/Copyright Version - 1 Page 48 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 locations possible. More important than removing motion wastes is asking why it occurs. By asking „why‟ we can find the methods of manufacturing that work and approach the zero- waste mark. Eliminating the unnecessary motions from existing operations is called Motion improvement. And finding ways to eliminate the whole operations to remove the wastes is called Radical improvement. The principles that are helpful to eliminate or reduce motions that operators make are:  Principle 1: Start and end each motion with both hands moving at once.  Principle 2: Both arms should move symmetrically and in opposite directions.  Principle 3: Keep trunk motions to a minimum.  Principle 4: Use gravity instead of muscle.  Principle 5: Avoid zigzagging motions and sudden changes in direction.  Principle 6: Move with a steady rhythm.  Principle 7: Maintain a comfortable posture with comfortable motions.  Principle 8: Use the feet to operate on and off switches for machines where practical.  Principle 9: Keep materials and tools close and in front. Figure 3.4: Guidelines for locating parts, equipments, and machinery to maximize motion efficiency.  Principle 10: Arrange materials and tools in the order of their use.  Principle 11: Use inexpensive methods for feeding in and sending out materials.  Principle 12: Stand at a proper height for the work to be done.  Principle 13: Make materials and parts easy to pick up.  Principle 14: Make handles and grips in efficient, easy-to-use shapes and positions. Author/Copyright Version - 1 Page 49 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Figure 3.5: Motion wastes Figure 3.6: No waste of motion Example of eliminating motion wastes Improving the retrieval of parts The figure below shows an improvement in picking up parts in an assembly work. Before improvement, the worktable was so large that the assembly worker had to stretch to pick up parts. Also, the parts boxes were laid flat at table level, making it difficult to reach inside them. After improvement, the decreased width of the worktable enabled the assembly worker to reach the parts without stretching his arm too far. Also the parts boxes set on an inclined surface to make their contents more accessible. Figure 3.7: Improvements in picking up parts Improving the layout of parts The following figure shows an improvement in how plastic packaging sheets are used. The sheets are moved from a rack behind the operator to a hook in front of the operator and above the production line. This improvement eliminates four seconds of motion waste from each unit of packing work. Author/Copyright Version - 1 Page 50 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Figure 3.8: Improvement in parts layout Evaluating current locations and deciding best locations The 5S Map is a tool that can be used to evaluate current locations of parts, jigs, tools, dies, equipment, and machinery, and to decide best locations. 5S Map involves creating two maps „before map‟ and „after map‟. The „before map‟ shows the layout of the workplace before implementing set in order. The „after map‟ shows the workplace after implementing set in order. The 5S Map can be used to evaluate the locations in a small or large workplaces, like in a single workstations, on a production line, or in a department. The steps of using the 5S Map: 1. Make a floor plan or area diagram of the workplace you wish to study. Show the location of specific parts, inventory, tools, jigs, dies, equipment and machinery. 2. Draw arrows on the plan showing the work flow between items in the workplace. There should be at least one arrow for every operation performed. Draw the arrows in the order that the operations are performed, and number them as you go. Figure 3.9: 5S Map of old layout in machining operations („before map‟) 3. Look carefully at the resulting “spaghetti diagram”. Can you see places where there is congestion in the work flow? Can you see ways to eliminate waste? Author/Copyright Version - 1 Page 51 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 4. Make a new 5S Map to experiment with a better layout for this work place. Again, draw and number arrows to show the flow of operations performed. 5. Analyze the efficiency of the new layout (the after map), based on the principles explained in the above. 6. Continue to experiment with possible layouts (after maps) using the 5S Map until you find one which you think will work well. Figure 3.10: 5S Map of new layout (the after map) in machining operations. 7. Implement this new layout in the work place by moving parts, tools, jigs, dies, equipment, and machinery to their new locations. 8. Continue to evaluate and improve the layout in the workplace. 3.2.2. Set in order strategies Once best locations have been decided, it is necessary to mark these locations so that everyone knows what goes where, and how many of each item belongs in each location. There are several strategies for marking or showing what, where and how many. A. Motion Economy strategy Following the principles explained in the above, we can remove motion waste from existing operation. By using human body appropriately, by organizing the workplace and by redesigning of tools and equipments, we can minimize motion waste. B. Visual control Strategy A visual control is any communication device used in the work environment that tells us at a glance how work should be done. There are several strategies for setting in order items so that to easily identify what, where and how many (visual control). These visual control strategies are discussed in the next contents. Signboard strategy: uses signboards to identify what, where, and how many. The three main types of signboards are: Author/Copyright Version - 1 Page 52 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022  Location indicators that show where items go.  Item indicators that show what specific items go in those places.  Amount indicators that show how many of these items belong there. Figure 3.11: Amount indicators Author/Copyright Version - 1 Page 53 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Signboards are often used to identify:  Names of work areas  Inventory locations  Equipment storage locations  Standard procedures  Machine layout For example, in order to identify inventory stored on shelves in a warehouse, a whole system of signboards may be used. Every section of shelving may have a signboard identifying the section. Within that section, vertical and horizontal addresses on shelves can be identified with additional signboard. Each item stored on the shelve may also have a signboard showing the “return address” for that item. The “return address” allows the item to be put back in the proper location once it has been removed. Figure 3.12: Location indicators on shelves The „after 5S Map‟ discussed before is a kind of signboard. It shows the location of parts, tools, jigs, dies, equipment, and machinery in a given work area after set in order is implemented. When posted in the work place, it is useful in communicating the standard for where items are located. Painting strategy: is a method for identifying locations on floors and walkways. It is called the Painting strategy because paint is the material generally used. But also plastic tape, cut in to any length, can be used. Plastic tape, although more expensive, shows up just as clearly as paint and can be removed if the layout is changed. Author/Copyright Version - 1 Page 54 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 The painting strategy is used to divide the factory‟s or workshop‟s walking areas (walkways) from the working areas (operation areas). When putting lines to divide walkways from operation areas, the following factors should be considered:  U-shaped cell designs are generally efficient that straight production lines.  In-process inventory should be positioned carefully for best production flow.  Floors should be levelled or repaired before we put lines.  Walkways should be wide enough to avoid twists and turns and for safety and a smooth flow of goods.  The dividing lines should be between 2 and 4 inches in width.  Paint colors should be standardized. For example o operation areas are painted by green; o walkways are fluorescent orange or red; o Lines that divide the walkways from operation areas are yellow in color. Dividing lines can be used to show:  Cart storage locations,  aisle directions,  door range, to show which way a door swings open,  for worktables,  Tiger marks, to show areas where inventory and equipment should not be placed, or to show hazardous areas. Figure 3.13: Aisle direction line Figure 3.14: Door-range line Author/Copyright Version - 1 Page 55 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Color-code strategy : is used to show clearly which parts, tools, jigs and dies are to be used for which purpose. For example, if certain parts are to be used to make a particular product, they can all be color-coded with the same color and even stored in a location that is painted with that color. Similarly, as shown the picture in below, if different types of lubricants are to be used on different parts of a machine, the supply containers, oil cans, and machine parts can be color-coded to show what is used where. Figure 3.15: Color-coding for lubrication Author/Copyright Version - 1 Page 56 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Outlining strategy: is used to show which jigs and tools are stored where. Outlining simply means drawing outlines of jigs and tools in their proper storage positions. When you want to return a tool, the outline provides an additional indication of where it belongs. Figure 3.16: Outlining of tools to show their locations Figure 3.17: Outlining of tools and equipments to show their locations Visual Management Board (Kaizen board) Strategy Author/Copyright Version - 1 Page 57 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Self-Check - 3 Instructions: Answer all the questions listed below. Illustrations may be necessary to aid some explanations/answers. Write your answers in the sheet provided in the next page. 1. Give definition of the second pillar of 5S – Set in order. 2. What are the benefits of implementing set in order? 3. What are the procedures for set in order? 4. What are the principles for deciding best locations of tools and equipment‟s? 5. What is 5S Map? 6. List the steps of using the 5S Map? 7. What are the strategies for implementing set in order? 8. What factors should we follow when applying the painting strategy? 9. What are the three standardized colors used for dividing and marking walkways and operation areas? Author/Copyright Version - 1 Page 58 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Operation Sheet - 3 1. Sample plan sheet for implementing set in order 2. Procedures for implementing set in order 3. Steps for using 5S Map 1. Make a floor plan or area diagram of the workplace you wish to study. Show the location of specific parts, inventory, tools, jigs, dies, equipment and machinery. 2. Draw arrows on the plan showing the work flow between items in the workplace. There should be at least one arrow for every operation performed. Draw the arrows in the order that the operations are performed, and number them as you go. Author/Copyright Version - 1 Page 59 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 3. Look carefully at the resulting “spaghetti diagram”. Can you see places where there is congestion in the work flow? Can you see ways to eliminate waste? 4. Make a new 5S Map to experiment with a better layout for this work place. Again, draw and number arrows to show the flow of operations performed. 5. Analyze the efficiency of the new layout (the after map), based on the principles explained in the above. 6. Continue to experiment with possible layouts (after maps) using the 5S Map until you find one which you think will work well. 7. Implement this new layout in the work place by moving parts, tools, jigs, dies, equipment, and machinery to their new locations. 8. Continue to evaluate and improve the layout in the workplace. Author/Copyright Version - 1 Page 60 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Lap Test - 3 Name: ___________________________________________ Date: ____________________ Time Started: _________________________ Time Finished: _________________________ Instructions: Given necessary templates, workshop, tools and materials you are required to perform the following tasks. Task 1: Using the given template, prepare a plan for set in order activity in your workshop. Task 2: Following the steps for using 5S Map, draw before and after map/ layout of your work shop. Task 3: Following the procedures of set in order, perform set in order in the assigned workshop. Author/Copyright Version - 1 Page 61 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Unit Four: Perform Shine Activities This unit is developed to provide you the necessary information regarding the following content coverage and topics:  Preparing Plan For Shine Activities  Preparing And Using Necessary Tools And Equipment For Shine Activities  Implementing Shine Activities In Appropriate Procedures  Reporting Performance Result With Appropriate Formats  Conducting Regular Shining Activities This unit will also assist you to attain the learning outcomes stated in the cover page. Specifically, upon completion of this learning guide, you will be able to:  Plan is prepared to implement shine activities.  Necessary tools and equipment are prepared and used for shinning activities.  Shine activity is implemented using appropriate procedures.  Performance results are reported using appropriate formats.  Regular shining activities are conducted. Author/Copyright Version - 1 Page 62 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 4.1. Preparing Plan For Shine Activities 4.1.1. Definition of third pillar Shine The third pillar of 5S is shine. Shine means sweeping floors, wiping off machinery and generally making sure that everything in the factory stays clean. In a manufacturing company, shine is closely related to the ability to produce quality products. Shine also includes saving labor by finding ways to prevent dirt, dust, and debris from piling up in the workshop. Shine should be integrated in to daily maintenance tasks to combine cleaning checkpoints with maintenance checkpoints. Figure 4.1: Workers shinning machines. Figure 4.2: Workers shinning the floor Cleaning is so important because when we clean an area, we are also doing some inspection or checking of machinery, equipment, and work conditions. An operator cleaning a machine can find many mal-functions. When a machine is covered with oil, soot, and dust, it is difficult to identify any problems that may be developing. While cleaning the machine, however, one can easily spot oil leakage, a crack developing on the cover, or loose nuts and bolts. Once these problems are recognized, they are easily fixed. It is said that most machines breakdowns begin with vibration (due to loose nuts and bolts), with introduction of foreign particles such as dust (due to the crack on the cover, for instance), or with inadequate oiling and greasing. For this reason shine is useful to make discoveries while cleaning machines. Hence, shine means cleaning the workplace‟s floors, equipment and facilities, provide inspection at the same time, and ensure that they are in good operating condition. Author/Copyright Version - 1 Page 63 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 4.1.2. Benefits of shine One of the more obvious purposes of shine is to turn the workplace in to clean, bright place where everyone will enjoy working. Another key purpose is to keep everything in top condition so that when someone needs to use something, it is ready to be used. Companies or organizations should avoid the tradition of annual at the end of the year or on spring cleanings. Instead, cleaning should become a deeply ingrained part of daily work habits, so that tools, equipment, and work areas will be ready for use all the time. Figure 4.3: Workers cleaning machines Cleanliness for factories and offices is a lot like bathing for human beings. It relieves stress and strain, removes sweat and dirt, and prepares the body and mind for the next day. Cleanliness is important for physical and mental health. Just as you would not bath only once a year, performing shine procedures in a factory should not be an annual activity. Cleaning should be done on daily basis. Figure 4.4: Shine activities relieves stress and strain Author/Copyright Version - 1 Page 64 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Shine activities can play an important part in bringing work efficiency and safety. Cleanliness is also linked with the morale of employees and their awareness of improvements. Factories or workshops that do not implement the shine pillar suffer the following types of problems: 1. Poor morale and inefficiency at work. This could be due to dirty windows that can pass only little light. 2. Unable to see or find defects in dark and messy workplaces. 3. Slipping and injuries can be created due to puddles of oil and water on the floor. 4. Frequent breakdown of machines due to insufficient check-ups and maintenances which in turn leads to late deliveries. 5. Low and unsafe operating machines due to insufficient checkups and maintenance which in turn leads to hazard and accidents. 6. Defects will result due to shaving cuts getting mixed in to production or assembly processes. 7. Shaving cuts can get in to people‟s eyes and create injuries. 8. Low morale due to filthy work environments. Author/Copyright Version - 1 Page 65 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 4.2. Implementing Shine Activities In Appropriate Procedures 4.2.1. Plan and procedures for shine activities Shine activities should be taught as a set of steps and rules that employees learn to maintain with discipline. The following sample format can be used to prepare a plan for implementing shine activities. Shine activity plan sheet (sample) Procedures for Set in order Author/Copyright Version - 1 Page 66 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Step 1: Determine shine target areas Shine target areas are grouped in to three categories: warehouse item, equipments and space. Warehouse items include raw materials, procured subcontracted parts, parts made in-house, and assembly components, semifinished and finished products. Equipment includes machines, welding tools, cutting tools, conveyance tools, general tools, measuring instruments, dies, wheels and casters, worktables, cabinets, desks, chairs and spare equipment. Space refers to floors, work areas, walkways, walls, pillars, ceilings, windows, shelves, closets, rooms and lights. Step 2: Determine Shine Assignments Workplace cleanliness is the responsibility of everyone who works there. Each employee should be assigned specific area to clean. To do this two methods can be used:  A 5S Assignment Map – shows all the target areas for shine activity and who is responsible for cleaning them. By marking on 5S Map, the shine assignments can be shown.  A 5S schedule – shows in detail who is responsible for cleaning which areas on which days and times of the day. Then this schedule should be posted in the work area. Example 1: Author/Copyright Version - 1 Page 67 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Example 2: Step 3: Determine shine methods Shine activities should be a natural part of the daily work. Shine activities and inspection should be done before a shift starts, during work time and at the end of the shift. Determining shine methods include:  Choosing targets and tools – define what will be cleaned in each area and what supplies and equipments will be used.  Performing the five-minute shine – cleaning should be practiced daily and should not require a lot of time.  Creating standards for shine procedures – people need to know what procedures to follow in order to use their time efficiently. Otherwise, they are likely to spend most of their time getting ready to clean. Step 4: prepare tools The cleaning tools should be placed properly or set in order where they are easy to find, use and return. Step 5: Start to shine When implementing the shine procedures, consider the following suggestions:  Be sure to sweep dirt from floor cracks, wall corners, and around pillars.  Wipe off dust and dirt from walls, windows, and doors.  Be thorough about cleaning dirt, scraps, oil, dust, rust, cutting shavings, sand, paint, and other foreign matter from all surfaces.  Use cleaning detergents when sweeping is not enough to remove dirt. 4.2.2. Inspection Author/Copyright Version - 1 Page 68 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 As discussed earlier, it is natural to do a certain amount of inspection while implementing shine activities. Once daily cleaning and periodic major cleanups become a habit, we can start incorporating systematic inspection procedures in to the shine procedures. Even when equipment in the workplace appears to function normally, it may be developing many problems. Always when machines or other equipment begin to show sign of minor, sporadic malfunctions, the operators not the maintenance people notice it first. Therefore, it is important to consider the operators information about the equipment. The following types of equipment problems frequently exist in factories: 1. Oil leaks from the equipment on to the floor. 2. Machines are so dirty that operators avoid touching them. 3. Gauge displays and other indicators are too dirty to be read. 4. Nuts and bolts are either loose or missing. 5. Motors overheat. 6. Sparks flare from power cords. 7. V-belts are loose or broken. 8. Some machines make strange noises. Daily cleaning or inspection can help to find these problems and solve them. Before shine After shine Author/Copyright Version - 1 Page 69 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 A. Inspection steps The steps of inspection and shine procedures are parallel. But the steps of inspection give greater emphasis on the maintenance of machines and equipment. These steps are: Step 1: Determine inspection targets The targets for inspection are similar to the targets of shine activities. These include machines, equipments, jigs, dies, cutting tools and measuring instruments. Step 2: Assign inspection activities In principle, the people who carry out inspection on a particular machine should be the same people who operate the machine. But most often one person can operate several machines at a time (as in multi-process handling). In this case, it is good to involve line supervisors and group leaders in the inspection duties. Once inspection activities are assigned, they have to be written up on a large signboard for the workshop or on small signboards that are attached to each target machine. Step 3: Determine inspection methods First all of the items to be inspected should be listed then an inspection checklist should be prepared based on the listed inspection items. The following shows an example of an inspection checklist. Table: Sample of inspection checklist Author/Copyright Version - 1 Page 70 of 144 Applying 5S Procedures Ministry of Labor and Skills September, 2022 Step 4: Implement inspection When implementing inspection, use all your senses to detect abnormalities. Inspection is not simply a visual activity. There are some ways to detect abnormalities.

Applying 5S Procedures PDF - KEBRON COLLEGE

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