5S- NEDP PDF

Classification | Confidential Classification | Confidential Classification | Confidential  Facts about Toyota Established : 1937 1949 : it was on verge of bankruptcy 1950 :it produced only 300 trucks and because of strike the President Kiichiro...

Classification | Confidential Classification | Confidential Classification | Confidential  Facts about Toyota Established : 1937 1949 : it was on verge of bankruptcy 1950 :it produced only 300 trucks and because of strike the President Kiichiro Toyoda resigned In 2013- Sold 9.98 million vehicles In 2013, it became the No.1 car company in the world WHAT HAPPENED BETWEEN 1950 AND 2013 ? Classification | Confidential Classification | Confidential  The Toyota Way- Dr. Jeffrey Liker, University of Michigan Long term philosophy The right process will produce the right results Continuously solving root problems drives organizational learning Add value to the organization by developing your people Classification | Confidential Classification | Confidential  JIDOKA EVERY employee in Toyota has the authority to stop ANY work to signal a quality issue, emphasizing that QUALITY takes precedence Classification | Confidential  stacked chaos FAILURE excess crowded Imagine a workplace which is…. Classification | Confidential  Ground rules Classification | Confidential  5S ORIENTATION WORKSHOP Dr. Mahmood NHTI Instructor Classification | Confidential  Objectives By the end of this session, you will be: 1. Aware of the 5S principles 2. Able to identify where opportunities exist for improved workplace organization Classification | Confidential  6 Sigma and Lean Six Sigma is an sophisticated problem solving approach for improving business performance. In its purest form, Six Sigma is used to describe a measure of quality control that is near perfection. Uses a 5 step problem solving too, called DMAIC: D=Define M=Measure A=Analyze I=Improve C=Control Lean is a management tool for eliminating waste within an organization When implemented systematically by everyone, Lean has profound impact on bottom line Classification | Confidential  What is 5 S ? 5S is a method for organizing a workplace, especially a shared workplace (like a common floor or an office space or store), and keeping it organized thereby reducing COST Classification | Confidential  5S History Started in 1950 Japanese manufacturing companies were forced to produce products using few resources after WW2 Target was to develop a shop floor method to make every bit of material count while wasting nothing From 1970’s Lean and Six Sigma spread across United States and other parts of the world 15 | Confidential Classification  Why do it ? To drive improvement in: ▪ Safety ▪ Quality ▪ Delivery ▪ Cost Classification | Confidential  Is anybody else doing 5S ? Yes! 5S has been widely adopted by all industries such as healthcare, service companies (insurance/banking) , leading mining companies (BHP, RIO Tinto, Barrick) and construction companies Classification | Confidential  Where Does 5S Apply? Any process involved in delivering value to the customer Site Office Everywhere It starts in YOUR workplace! Classification | Confidential  2 approaches to Cost Reduction YESTERDAY…. TODAY…. Classification | Confidential  1 2 3 SORT SHINE seiri seiso Keep only necessary SET IN ORDER items in the workplace Clean the work area so seiton it is neat and tidy Arrange items to promote efficient 4 workflow STANDARDIZE 5 SUSTAIN shitsuke seiketsu Set standards for a Maintain and review consistently organized standards. workplace Classification | Confidential  STEP 1: SORT Sort Set in Order Shine Standardize Sustain Classification | Confidential  STEP 1: SORT Space Inventory Reports Develop criteria for Equipment Documents defining necessary vs. unnecessary items (e.g. necessary for construction 100% of time, necessary for repair 25% of time) Classification | Confidential  SORT: CRITERIA EXAMPLES 1. USEFULNESS What is it for? Why do I have it? 2. FREQUENCY OF USE How often do I use it? 3. COST Does someone else have the same thing? Classification | Confidential  SORT – EXAMPLES OF POTENTIALLY UNNECESSARY ITEMS No duplicates and No unused equipment triplicates of items No unnecessary or facilities such as if not required materials and inventory broken equipment for example maintenance being used for spare spares at every parts maintenance station No duplicated or unnecessary paper such as reports, letters, charts Classification | Confidential  What do we do with unwanted items? Classification | Confidential  SORT: Red Tag Process Red Tagging is a tracking process to provide visual identification of unneeded items and to assure proper disposition. LOCATION: RED TAG CATEGORY: ❑ Raw Material ❑ Tools ❑ Furniture ❑ WIP ❑ Supplies ❑ Office Material ❑ Finished ❑ Equipment ❑ Books/magazines ❑ Other TAG DATE: TAG BY: ITEM NAME: ITEM #: QUANTITY: VALUE (EACH): TOTAL: REASON: ❑ Unnecessary ❑ Non-urgent ❑ Unknown ❑ Defective ❑ Leftover material ❑ Other SECTION RESPONSIBILITY: ACTION: ❑ Eliminate ❑ Move to red tag storage ❑ Return ❑ Other ACTION TAKEN DATE: INITIALS: Classification | Confidential  SORT: Red Tag Process Red tag all unnecessary items Create a temporary red tag holding area Move red tagged items to the holding area After a set period of time, disposition items: Salvage Long term storage Donate Scrap Classification | Confidential Classification | Confidential Classification | Confidential  Sort Set in Order Shine Standardize Sustain Classification | Confidential  STEP 2: SET IN ORDER Visually organize needed items 1. Put everything in its place so that anyone can find them Frequency of use Minimize Motion Proper storage methods A place for 2. Use visual aids everything and Shadow boards everything Clearly marked places for items that in its place. are movable Colors, shapes Classification | Confidential Classification | Confidential  SPAGHETTI DIAGRAM Used to Graphically Depict The Movement of the Product or Documents (or people!) through a Process WHAT THEY ARE : Differ from Detailed Process Maps Seek to highlight wasted motion Built around specific work area layouts CONSTRUCTION Sketch current work area arrangement in detail Draw a line to describe every trip each person or unit makes from one point to another As more trips are made, more lines are added The more wasteful/redundant trips, the thicker the chart is with Classification | Confidential lines SET IN ORDER: Use Visual Aids ▪ Location Marking ▪ Shadow Boards ▪ Sign Boards ▪ Use of colours 1 2 3 4 5 Classification | Confidential Classification | Confidential Classification | Confidential  STEP 3: SHINE Set in Sort Shine Standardize Sustain Order Classification | Confidential  STEP 3: SHINE It is NOT a once a year cleaning! Classification | Confidential  SHINE: Guidelines 1. Determine shine targets and assignment 2. Establish a clean workplace 3. Establish a cleanliness standard Classification | Confidential  SHINE 1. Determine shine targets and assignment Product, equipment, space (work area) Specify supplies and equipment Store cleaning tools where they are: ✓ Easy to find ✓ Easy to return Classification | Confidential  SHINE 2. Establish a Clean Workplace Clean up the Area Sweep & Wash Floors Clean in, under, and around Equipment and Furniture Eliminate all Trash from Workplace Keep in mind: How do things get dirty? - Fix the root cause of the dirt Classification | Confidential  SHINE 3. Establish a cleanliness standard ✓ The cleanliness acceptance criteria must be understood ✓ 5 minutes of ‘SHINE TIME’ should be adequate for most areas Classification | Confidential  SHINE – ‘CLEANING IS INSPECTING’ Identify problems during cleaning and inspecting Tag and fix problems and Future hydraulic hose leak? log into tracking system Classification | Confidential  Scalpel Sponge Check Clamp Check Uhhh… Classification | Confidential  STEP 4: STANDARDIZE Sort Set in Order Shine Standardize Sustain Classification | Confidential  STANDARDIZE If you don’t document the new standard, it probably won’t stick. Classification | Confidential  Standardize Guidelines 1. Define and document the current process 2. Make the documentation as visual as possible It should be written so the person using it could not possibly misunderstand it – use photos, etc. It must be displayed where used, not filed 3. Communicate, communicate, communicate! Classification | Confidential Classification | Confidential  Red Bull Pit Stop Classification | Confidential  What is a Pit stop A pit stop is where a racing vehicle stops in the pits during a race for : ✓Re-fuelling ✓ New tires ✓ Repairs ✓ Mechanical adjustments ✓A driver change Red Bull Racing set a new pitstop record in Austin 2013 when they set the benchmark. Guess the time? 1.93 seconds Classification | Confidential  How they do it? How your team did it ? JW: What we’re looking for is consistency. I think a record stop just happens on the right day. If the 20-odd people involved in the pitstop are all having a perfect day, then it happens. It’s about sustaining that passion. What factors came together to allow you to break the record ? JW: It just came together: the guys were very confident going into the race; we had a good talk Saturday night about our targets; the Jonathan Wheatley- crew were in good shape, and everyone just Team Manager Red felt really positive about what they could Bull F1 Racing achieve. We’ve done similar times since and it’s the same story: everyone felt good on the day. Classification | Confidential  STEP 5: SUSTAIN Sort Set in order Shine Standardize Sustain Classification | Confidential  SUSTAIN Class: Verb Meaning: strengthen or support physically or mentally Synonyms: comfort, help, assist, encourage, support, give strength to, be a source of strength to, be a tower of strength to, buoy up, carry and cheer up Example: "the thought had sustained the organization throughout the years” It is the most difficult S to implement…and it is the most important! Classification | Confidential  SUSTAIN Classification | Confidential  SUSTAIN: Guidelines ▪Establish an audit schedule and perform regular 5S audits (check to ensure standards are being followed) ▪Divide the office/site into different areas and assign 5S responsibility ▪Involve operators, maintainers, supervisors, and managers in 5S audits on a regular basis (possibly monthly) Classification | Confidential  SUSTAINING – 5S AUDIT CHECKLISTS 5 ‘S’ HOUSEKEEPING SURVEY - Production 5 ‘S’ HOUSEKEEPING SURVEY - Production Section: Today's Score: 5 ‘S’ Scoring Criteria 5 ’S’ Checklist Scored By: Previous Score each Check Item on the conditions observed against the criteria below: Date: Score: Total Section No Check Item Description Score (check box) Score Condition Observed 5 'S' 0 1 2 3 4 Does the inventory or in-process inventory 1 Material or broken parts include any unneeded material or broken parts? 4 Very Good (perfect conditions) Are there any unused machines or other 2 Machines or other equipment 3 Good (1-2 problems) Seri (Sort) equipment around? Are there unused tools, fixtures or similar items 3 Tools or fixtures around? 2 OK(3-4 problems) It is obvious which items have been "red tagged" 4 Unneeded items as unnecessary? 1 Bad (5-6 problems) Has establishing the 5’S’ left behind any 5 Command media or other paperwork useless command media or paperwork? 0 Very Bad (above 7 problems) Are shelves and other storage areas marked 6 Location/item indicator with location/item indicators and addresses? Are filing cabinets or the paperwork areas Seiton (Store) 7 Filing cabinets/paperwork areas organized/labeled Note: The ultimate goal is zero defects, i.e. an overall total of 100 on the Chart Are the maximum and minimum allowable 8 Quantity indicators quantities indicated Are lines or other markers used to clearly 9 Walkways and in-process inventory areas indicate walkways and storage areas? 5 ‘S’ Weekly Audit Check List Scores Are tools and fixtures arranged more rationally to 10 Fixture and tool arrangement facilitate picking them up and returning them? 11 Waste, water or oil on floors Are floors kept "shiny clean"? 100 Section: …..Production Seiso (Shine) 12 Machine/benches cleanliness Are machines or benches wiped clean? 90 Do operators clean their machines while 13 Equipment inspection/maintenance checking them? 80 Instead of cleaning up messes, have people 14 Cleaning tasks found ways to avoid making messes? 70 15 Wires/cables Are wires and cables secured or tie wrapped ? 60 Score Seiketsu (Standardize ) 16 Standards Are all standards known and visible ? 50 Have roles/responsibilities been assigned and 17 Roles posted posted to maintain the first three S’s ? 40 18 Check lists Is there a check list where appropriate ? 30 19 Information Is all necessary information posted ? 20 20 Work environment Is ventilation and lighting adequate for the work ? 10 Do operators habitually sweep the floors and 21 Cleanliness wipe equipment without being told ? 0 Shitsuke (Sustain) 22 Red tag procedure Are red tag procedures followed ? Do people keep their appointments and take 23 Time keeping their breaks on time? Score 33 45 48 65 Are new / existing people aware of the 24 Awareness of standards standards ? W/Ending 18-Dec 8-Jan 15-Jan 22-Jan Do people follow established standards ? 25 Following standards Scored By: Other Other Other Other Overall Total Classification | Confidential  SUSTAINING 5S Audit showing ‘out of standard’ conditions Classification | Confidential  EXAMPLE – STORAGE SHED From… “Its in there To… “Back wall somewhere!” bottom shelf” Do we have that part or equipment? We have the part right there! (and a Buy a new one! critical spare if needed) Classification | Confidential  SUMMARY: What is 5S? A Process for creating and maintaining a safe, clean, organized, high-performance workplace. Sustain Standardize Shine Set In Sort Order Classification | Confidential  5S SUMMARY 5S creates the foundation for stability and subsequent continuous improvement 5S is not a one time event, it’s a discipline!! Classification | Confidential  ARE WE READY FOR 5S ? thank you ! Classification | Confidential