5S Implementation Manual 07

Anitech 5S Implementation Implementation Manual Manual

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Catherine Parrill Robert Rosinski

5S Implementation Manual

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Anitech 5S Implementation Manual

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Anitech.net Press 5S Implementation Manual Copyright 2007 by Catherine Parrill and Robert Rosinski This title is also available from Anitech.net at http://www.anitech.net Requests for information should be addressed to: Anitech.net 9030 W. Sahara #125 Las Vegas, NV 89117 Library of Congress Cataloging-in-Publication Data Parrill, Catherine, 1948Rosinski, Robert, 19485S Implementation Manual / Rosinski, Parrill p. cm. Includes bibliographical references ISBN: 0-9679593-2-2 1. Lean Manufacturing 1. Title. BV4503.1 .W73 2000 284.4 – dc21 2000011417 CIP This edition printed on acid-free paper All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means – electronic, mechanical, photocopy, recording, or any other – except for brief quotations in printed reviews, without the prior permission of the publisher. Illustrations by Anitech.net, Copyright 2007 Interior design by Catherine Parrill Editing by Adrienne Cole and Angela Senicz Printed in the United States of America 05 06 07 08 09 10 11 – 50 49 48 47 46 45 44 43

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Contents Preface……………………………………...9 Chapter 1 – Getting Started……………….15 Chapter 2 – What is 5S……………………21 Chapter 3 – The First S, Sort……………..31 Chapter 4 – The Second S, Straighten……67 Chapter 5 – The Third S, Shine…………..93 Chapter 6 – The Forth S, Standardize……99 Chapter 7 – The Fifth S, Sustain………..105

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5S Preface The 5S process is the cornerstone to achieving a successful lean transformation. It is the mechanism by which management can sustain an enterprise-wide cost reduction and improvement program that will directly translate to the bottom line. What is 5S? 5S is a systematic approach that streamlines the work environment, helping companies achieve and maintain a competitive edge in today’s global economy. It is highly cost effective, can be implemented in virtually all work situations and locations. 5S is a way of displaying and maintaining the new corporate culture. Many company cost reduction and quality improvement programs have been launched in an effort to obtain quick savings and/or capitalize on current trends and thinking within the improvement community. A well-executed 5S program can become the glue that solidifies those various programs and properly deployed, it will become the foundation that all other initiatives are launched from.

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This book is a fast-read, how-to manual for those forwardthinking decision makers that need to improve the bottom line today. Throughout this book you will encounter some new ideas, as well as some tried and true methods that have been found to be indispensable by forward thinking managers embarking down the 5S path. Over the last decade that Anitech has been assisting client companies install lean manufacturing cost reduction initiatives, the one common element that has differentiated the successful from the not so, has been the degree to which management has bought into and enthusiastically deployed a meaningful 5S program and sustained it throughout their transformation process. Client companies such as Allied Signal, United Technologies, Boshe, Ford and Johnson Controls have all deployed successful 5S programs as the initial jumping off point for their legendary lean initiatives. Most significant of all is the fact that companies deploying 5S as the cornerstone of their lean transformation have all dramatically improved their bottom line as a direct result. They’ve learned that a 5S implementation strategy should be a primary focus of company management and decision makers in order to form the critical mass necessary to drive change, profitability and prominence in their marketplaces. 5S can, and is, being successfully applied in companies of all sizes, product types and process flows. 5S applies to much more than just manufacturing production floors. It also is being successfully deployed in many business system process flows, engineering department flows and even in such wide and varying service industry operations such as finance, marketing, hospitality and food service.

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How can you successfully implement or revitalize a company 5S program? First, read and understand the basic principles of 5S deployment. Then learn and understand the complete 5-step process of implementation. 5S is deceivingly simple, yet powerful when fully understood, effectively communicated to company personnel and then applied. As an option, this training material is offered on-line and you can accompany it with on-line testing and certification. Once you understand the basic concepts and deployment strategies, 5S will become as standard a part of how your company approaches all improvement strategies as the concept of computing a ROI is today prior to embarking on any new project. 5S is about organization, standard process and on-going sustaining and alignment with all company lean initiatives and strategies. Every company we know that has correctly deployed 5S has attained significant improvements in profitability and market share. Let us know how your deployment proceeds.

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Chapter One

Getting Started What is 5S? 5S is a systematic approach that streamlines the work environment, helping companies achieve and maintain a competitive edge in today’s global economy. It is highly cost effective, can be implemented in virtually all work situations and locations. 5S is foundational for today’s companies that need to function in a real-time manufacturing environment. Just-in-time, flow, cell, and pull production techniques, for example, require a 5S foundation to ensure success. The 5S’s stand for: Sort, Straighten, Shine, Standardize and Sustain. They are a stepwise, sequential method for organizing the workplace to improve quality and efficiency, meet deadlines, reduce waste, and create a safer and more pleasant working environment.

What is the most effective way to implement 5S? For 5S to be most successful, its implementation will be done with the assistance of a specialist, trained in 5S deployment, who will initiate the 5S system in a department, division, or office of a company while simultaneously training company personnel to carry the initiative into other departments and divisions themselves. Sometimes companies opt to use the external specialist’s services in multiple divisions because their own personnel are already fully committed, they see the benefits and don’t want to lose momentum, and desire to make an immediate impact in many or all areas of the company. Many companies that cannot utilize an external specialist have chosen to train and certify members of a 5S team through trainthe-trainer 5S training or even on-line 5S courses. Some specialists offer discounted site-licenses for 5S on-line courses for multiple registrants in a single company. Team discussion questions and suggested projects should always be included in a good site license package.

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How can you get the most benefit from this book? Learning in the same environment where the initial pilot deployment will occur is ideal. The pilot implementation of this system should be made in the actual environment in which the full 5S system will be eventually deployed. After pilot deployment, continue with the next chapter. Budget constraints sometimes prevent a company from utilizing the expertise of an external specialist. In such cases, an “internal specialist” who has learned the concepts of the 5S system and has gained an understanding of how to apply them through this book and possibly the accompanying 5S on-line course Anitech offers, can be certified through the accompanying assessment tests. This internal specialist will then lead the 5S effort. If a company is not using the services of an external specialist, it is highly recommended that a 5S Team be established for each division or department, and that one or more 5S Leaders in the company be designated. Each of these personnel should consider taking an online 5S course and achieve at least 85% proficiency on each assessment exam. Team members can all become certified through this type of on-line course too.

How can you get even more benefits from this training material? Read, learn, assess and deploy a chapter at a time. After reading a chapter, for a complete learning experience, go on-line and take the accompanying 5S assessment test associated with that chapter. If your score is 85% or higher, undertake the activities outlined. Do not continue with the second chapter until pilot area implementation has been made. If your score is under 85%, study those areas in which your performance indicates more attention and then retake the test. Completing this process will result in 5S certification of expertise. If you don’t remember all of the material the first time you read a chapter, you can obtain a one-year license that allows you to

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re-read chapters and re-take the assessment tests on-line, at will. Anitech encourages you to take a refresher course 3-6 months after the initial course, and another 9-12 months after the initial course. The second and third time you take the course will serve to reinforce 5S principles and provide renewed motivation for leaders and team members, helping them to better promote adherence throughout the company. This optional training is based on an individual user license. Only the individual who has purchased the license is authorized to use it. Company site licenses are also available

Do most companies have a 5S “champion” or leader even if they’re using an external specialist? Companies that use the services of an external specialist to implement a 5S system usually designate a 5S Team within each division or department. The team, or selected individuals are trained by the external specialist, assist in making initial improvements, and then oversee ongoing implementation and follow-through. These members receive training during the external specialist’s on-site workshop and pilot implementation training, and assist in all phases of deployment.

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Chapter Two

What is 5S? What do the 5S’s stand for? The 5S’s stand for the five steps in a systematic organizational process: Sort, Straighten, Shine, Standardize and Sustain. The steps should be implemented sequentially. The last step requires an on-going process to maintain and update each of the first five steps.

Sort: “When in doubt, throw it out” In this first step of the process, needed and unneeded items are separated and all unneeded items are removed. Although seemingly a simple step, it normally requires input from several people in the work area to determine what is actually currently needed and the best method of dealing with unneeded items. Examples of sort include removing jigs that are no longer used for production from the workplace, discarding from desk drawers old pens and markers that no longer write, or removing extra wrenches from a pile on a worktable, keeping only as many as needed. There is often a tendency to keep too much in the workplace. The challenge is to see the area through “new eyes” so that unneeded items become more readily apparent.

Straighten: “A place for everything, and everything in its place” In this step items are arranged so that they’re easily accessible, easy to find and easy to return to their correct place. Labels and other visual indicators are devised and deployed. Painting outlines of tools where they are to be hung, color coding tools and parts of like sizes, numbering tools and their corresponding storage places, and placing small office supplies into compartmentalized caddies are examples of Straighten. The tendency is for workers to become accustomed to using poorly placed materials, tools, equipment, etc. and the wasted time

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and effort this causes. The challenge is to discover which items are causing inefficiency, and where to store them so that they will be most easily available when and where they are needed.

Scrub: “Clean as you go” The third step in the 5S process initiates a work ethic of keeping everything clean and in order at all times. The connection between cleanliness, quality and safety are emphasized. Examples of Scrub include wiping machinery, sweeping, tightening loose belts or bolts, cleaning gauges and indicators, tracking the source of leaks, overheating or undue noise, and organizing papers and books on office desks and shelves. The tendency is for personnel to clean their areas periodically, letting clutter, debris and dirt collect between cleanings, rather than to clean as-they-go, at all times. The challenge is to combat the attitude that “I don’t have time right now – I’ll do it later” until it becomes clear that daily scrubbing is both easier and more effective.

Standardize: “A method to our madness” The first three steps will slip unless standardized procedures, schedules and expectations are clearly identified and regularly measured. During this step, a customized standardization method is devised and implemented. Standardization examples include use of checklists, institution of preventative measures to keep unneeded items from entering the workspace, and job charts that delineate responsibilities for maintaining various aspects of the 5S system. The tendency, after the first 3 S’s have been deployed in an area, is for them to slowly begin to erode. The challenge is to create clear, concise and complete standardized measures that prevent this from happening and to institute a system that guarantees they will be followed

Sustain: “Old habits die hard” In order to sustain improvements made during deployment of the first 4S’s old habits will have to die. Changing the culture and instituting new habits takes time and attention. It doesn’t happen by itself. Examples of Sustain include scheduling time for 5S Teams to

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do periodic reviews and improvements, prominently displaying posters or other visual reminders in the workplace, and offering rewards and recognition. The tendency is for 5S leaders and team members, management, and/or operational personnel to expect changes to stay in place once they’re made and not to notice they’re slipping. The challenge is for 5S leaders and team members to take refresher courses, and conduct refresher 5S deployment activities periodically to ensure the necessary cultural change, and for management to offer continually strong support.

How does 5S help you? The 5S system makes work easier and more pleasant, results in higher quality and efficiency, and creates a safer work environment. It makes time on the job more satisfying, reduces frustrations, fatigue, and contributes to pride among the workforce. A company that has successfully implemented the 5S system is one that can proudly and successfully showcase itself to customers and suppliers. 5S results in increased profit. It’s a critical component of good business practices that must be maintained in order stay competitive in today’s market. Using this system will result in a significant elimination of waste in many categories, including overproduction, unneeded inventory or transportation, lost time spent waiting, unnecessary motion, over-processing products, correction of needless errors, obstacles to efficiency caused by unnecessary parts, equipment, etc. and under-utilization of human resources. It will reduce delays, customer dissatisfaction, injuries and defects. It will improve throughput, ROI, on-time delivery and profitability.

What obstacles may you encounter? You may be among those fortunate implementers of the 5S system who don’t run into any problems - everyone’s on board from day one, and deployment goes like clockwork. If you find some reluctance to embrace the 5S system, though, don’t be surprised. Resistance from personnel may appear for a variety of reasons. They may believe they don’t have time to implement and adhere to 5S, or

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that they don’t need it. They may not initially see the benefits. They may have tried this or another system in the past and failed to sustain it -“we tried it and it doesn’t work”. A less apparent obstacle may be the belief that this is “somebody else’s problem”.

What do you need in order to overcome obstacles? There needs to be management buy-in to make 5S succeed 100%. Later, when all personnel have experienced its benefits and the culture has changed to make the 5S System part of daily routine, those most directly affected will become its biggest supporters. To gain support initially, it’s important that as many people as possible become involved from the start. Management should enthusiastically announce the launching of this new effort, explaining why it is going to be deployed, how, when, with whom, and what the expected benefits will be. Teams should work together at each stage of deployment. Everyone, at all levels throughout the company, should be encouraged to seek areas for improvement and find creative solutions. Before and after pictures may be displayed prominently throughout the company. Suggestion boxes or boards may be used. Periodic ratings may be made and posted, with rewards for those meeting all criteria (pizza brought in one day at lunch for a department, division or office, for example). Other larger rewards may occasionally be made for individual excellence for suggested improvements.

If 5S has so many benefits, why hasn’t every company instituted it? Many companies globally have 5S Systems in place. All World Class companies have systematically organized through this or a similar system. Companies who haven’t yet implemented a 5S System, either don’t know about it, haven’t tried it, or have tried it unsuccessfully. Whichever category your company fits into, this book will provide you with the principles of 5S, and provide techniques for implementation.

How can I get buy-in from management?

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Benchmarking is the best way to show management how 5S works, and why. Anitech, Inc. can provide case studies and benchmarking opportunities upon request. Click here for further information about how your company can set up a benchmarking tour, or for assistance in determining your individualized course of action.

Deciding whether to use an external specialist By the end of this book, and the completion of your pilot area implementation, you will need to decide whether you alone will be responsible for leading your company in the 5S deployment, whether a team will take the course and together undertake the project, or whether you and/or a team will work with an external specialist to implement 5S. It is important that you outline a course of action that will best serve your company, its needs, resources, and opportunities for improvement. We advise that a cross functional group that includes members from management determine a clear strategy from the start. If you want help in defining the strategy that will work best for you, you can always contact an external specialist. They will be happy to discuss your particular situation, needs, budget and desired outcomes with you and help you tailor an appropriate course of action.

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Chapter Three

The First S: Sort “When in doubt, throw it out”

How do we know if we need 5S? The rule of thumb is this: if you haven’t already implemented 5S or a similar system in your workplace, you probably need to! A well-organized environment doesn’t happen by itself. And, obviously, if you haven’t ever deployed 5S, you need to start at the beginning, with the first step: Sort. Even if you’ve previously implemented an organizational system, you may need to start at the first step again. No system maintains itself. If you currently operate with a system of visual controls, but have not strictly adhered to them, or have not sustained the effort 100%, you should also start with the first step. Some signs of a work area that needs to implement the first step, Sort, include: Process flow or production is interrupted or delayed by unnecessary equipment or items that get in the way People waste time looking for parts, tools, papers or other items The workplace is crowded, cluttered, difficult to work in Walls, bulletin boards, windows, shelves contain unneeded our outdated items Aisles, stairways, corners, areas behind, beside or under desks, cabinets, benches, etc. contain unnecessary items Stacks of unneeded items, or shelves, cases, cabinets, etc housing unneeded items, are placed between employees, hampering communication. •

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•

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Money is spent to maintain unnecessary equipment, fixtures, tools or other items. Storing of excess items is resulting in damage to some of them. Excess stock is hiding other types of problems in production or process. Safety hazards are created by the presence of unnecessary items. Unnecessary items themselves present a safety hazard (water, oil, chemicals, machines, physical obstacles). Duplication of items occurs because of inability to locate items when needed

These are some of the signs that it’s time to take stock, sort what is needed from what is not, and GET RID of everything you don’t need.

How did things get to be such a mess around here? Distinguishing between needed and unneeded items isn’t as easy as it sounds. If it were, clutter wouldn’t have accumulated in the first place. Items that have slowly built up in the workplace have become part of the culture. People are used to seeing extra items piled on workbenches, (wrenches, tooling, fixtures, etc.) that may be used only once a week, or folders that may not be opened for days. They get used to working around things. They may believe that “somebody else needs it”, or may believe (and often rightly so) that they do not have the authority to dispose of an article even though they know it isn’t regularly used. It’s human nature to keep things nearby without stopping to think whether they’re used often enough to warrant it, or to keep larger quantities than are really needed, “just in case”. It’s also human nature to continue doing things the way “they’ve always been done.” That’s how we got in this mess. Now let’s look at how we get out it!

Who’s going to decide what we get rid of?

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Some people will be overjoyed to learn that you’ve decided to get rid of those things they’ve been reaching over, stepping around, searching behind or under for months or years. They’ve probably been frustrated or annoyed more than once by unneeded items in their work area. Others may not know what all the fuss is about when the new 5S campaign is announced. They’re so used to the clutter that they don’t even see it any more. They may be less enthusiastic about the launching of the new 5S campaign, however. They’ll want to know what it’s all about, how it affects them, and how it’s going to benefit them. They’ll become convinced through good communication before and during the 5S implementation, by becoming involved in the improvement process themselves, and by experiencing the improvements first hand. After the initial effort, everybody in the work area should be involved, working together to identify unneeded items, gaining a new mindset and determining to see through “new eyes” in order eliminate all unneeded items in the sorting process. Everyone will need to adhere relentlessly to the same criteria. First, though, for the 5S deployment, you will form a team to initiate the project. Try to get both types on your implementation team - those who find unneeded items an annoyance, and those who don’t see what the big fuss is all about. But if possible, don’t put like numbers of the two types on the team. You’ll need more of those who find unneeded items an annoyance than those who are used to overlooking the clutter. In addition, you should include in your team some members from outside the division, depart or office where 5S is being implemented, to offer fresh eyes. You’ll need input from all people involved in the particular work area under study, not just team members, in order to determine what is actually currently needed and in what quantity they are required. Remember, too, that it’s critical to have support of management in the implementation and sustaining of the 5S system.

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Note: It is vital to maintain all required facilities during and after your 5S implementation. Team members and activities must be planned with this foremost in mind.

Once you’ve formed your team and are ready to take the first step, how do you decide what to do with all those things accumulated in the workplace?

Ask yourselves: Do we need this today? This will be the key criterion throughout the 5S process. If you don’t need it today, you probably don’t need it on the production floor, or the top of the desk. Although there are exceptions, this is the mentality you need to use in the evaluation and implementation of upcoming stages. Step by step, you’ll determine whether items are ever used, if so how often and where, and in what quantity. From these determinations you’ll devise handy, efficient, visually controlled storage for everything you’re going to keep. You’ll provide a convenient place right on the production line or desktop for what you need today. You’ll prepare adequate, appropriate, clearly marked storage for the things you need tomorrow, or the next day, or next week. You’ll get rid of everything you no longer need and excess quantities of the things you need. You will be taking an uncompromising look at everything from floor to ceiling, wall to wall, under and above, beside and inside, asking the same questions of everything you see: Do we ever need this here? Do we need this many of them? In the next steps, we’ll ask of what remains in the work area, do we need it today?

Do we EVER need this here? Examples of items that may be placed in the unneeded category include:

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Obsolete equipment, tools, fixtures, files, books or other items Infrequently used equipment, tools, fixtures, files, books, or other items Any item about which there is a question in terms of how, where or when it is used Items stored in one area but used in another area Excess quantities of items Items not needed for the current process, production, project or schedule Defective items Worn-out items Old memos, manuals, visual displays, notices, etc.

Do we need this many? If there are more of the items in the work area than are needed for the current production cycle, shift, day’s work, etc. there are probably too many. Extra quantities should be stored off-line or off the desktop.

Divide and conquer When you know which items you need, and in what quantity, you’re ready to separate the unneeded items. As soon as you begin to divide needed and unneeded, you’ll have begun to gain control over the workplace. If you scrupulously follow this first step, eliminating everything from the workplace that is unneeded, there will be an immediate sense of accomplishment, and immediate improvement to build upon. Success breeds success. A word to those who are concerned that if they throw something away today, they’ll be sure to need it tomorrow: never fear. Items declared unneeded are going to be placed in a temporary holding area, evaluated by all relevant personnel, and only finally permanently disposed of when all appropriate personnel agree. Those items that aren’t disposed of may be placed in a less obtrusive storage area, freeing the work environment from unnecessary items while at the same time staying prepared for that “just in case” event in the future.

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What will you do with items you’ve decided may be unneeded? First, they’ll be red tagged and placed in a separate location.

Red Tagging The red tagging process identifies and clears out all unneeded items that have collected. During the 5S implementation, methods will be instituted to keep this kind of clutter from building up again in the future. There may be items in the work area that are unidentified. Workers may not know what they are, how or when (if ever) they are used, or why they were placed there in the first place. To find the answers to those questions, personnel from the entire facility, division, department, or office need to be involved. A simple and effective way to obtain their input is through the red tagging system. Red tagging procedure is as follows:

1. Select the red tag area In selecting the area where the first S (Sort) will be implemented through the red tagging process, ask yourselves these questions: Will the effort effort be company-wide or confined to a department, division, office, etc? Will there be a pilot area implementation first before a larger effort is undertaken? Which area and staff do we expect to have the greatest success in the initial effort? Management and the 5S Team must must answer these questions before the initiative begins, select the initial 5S deployment area, an d choose members for the 5S Red Tag team. It is wise to select an area where greatest success can be expected for the initial deployment. A pilot area implementation, with a scheduled red-tagging effort to follow in each additional area of the facility is recommended unless the facility is small enough to do a companywide deployment initially. The red tagging effort should be completed in 1-2 days or less. If the area selected is too large it may result in overlooking some items that should be tagged.

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In addition, it is important to remember that this is a new undertaking for the team. They need to have sufficient time to discuss and agree upon criteria, items selected, etc. Don’t choose an area that is so large it prevents them from being effective during this part of their learning curve.

2. Organize the Red Tag team The Red Tag team should include all members of the 5S team, as well as additional appropriate parties such as representatives from maintenance, engineering, tool room, production control, etc. in a factory. In an office, additional personnel might include staff from maintenance or other departments, and other support staff. It is recommended that at least one person be involved in red tagging who is in not a part of the division, department or office being red tagged, in order to bring a set of “fresh eyes” to the event from the start. The Red Tag team will function only in this first step of the 5S process, which should last 1-2 days per deployment.

3. Prepare the Red Tag team for deployment Use a Red Tag Team Informational Form First, the Red Tag team (which includes all members of the 5S Team), led by the 5S leader and/or external specialist, should be given an overview of the 5S System, and of the part they will play in its first step: Sort. Included in the information they are given should be the following: • Duration and scope of the entire 5S implementation • Duration and scope of pilot Red tagging in relation to the entire 5S pilot implementation (1-2 days per area) • Number of 5S deployment phases, dates and areas for which they are scheduled • Goal of 5S implementation – expected results and benefits • The part they will play in following phases of the company-wide 5S deployment.

Ideally, all Red Tag team members will receive the complete 5S training, and participate at some level in its full pilot deployment. The Red Tag team’s attitude and success will be invaluable to the efforts of the overall 5S implementation. Their enthusiasm and news

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of benefits from their initial effort will help build momentum and support for 5S among all company personnel. A key to creating a successful experience from the start is for Red Tag team members to be given ample time, information and incentive to do a thorough, deliberate and yet quick blitz of the assigned area. Leadership from the external specialist or internal leader and from management is also an essential agreement.

4. Determine types of items to be evaluated Use a Red Tag Criteria, Documentation and Notification Form The Red Tag team should make a list of every type of item that is found in the targeted area. Included are the following examples: • Equipment Tools o Gauges o Carts o Dies o o Fixtures Machines o Other o • Inventory o Raw material Parts o Products o o Work in process (WIP) Excess inventory o Defective inventory o Other o • Furniture and / or Storage (one or two categories, depending upon your asset tracking procedures) Desks o Cabinets o Chairs o o Shelving Partitions o Cupboards o Boxes o Misc. and other o

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Fixtures and Fittings Wires o o Tubs Pipes o Misc. and other o OSHA and Safety violations Bulletin Boards, Production Boards, Scheduling Boards etc o Newsletters o Memos o Notices Flyers o Misc. and other o Documents, files, etc Stacks of papers, file folders etc o Magazines, catalogues, etc o Schedules o Misc. and other o Space – miscellaneous clutter: On floors, stairways, in aisles, etc. o That blocks access to electrical panels, gauges, etc o Behind cabinets, desks, shelves, etc o Under desks, in drawers, etc. o

5. Set red tag criteria In a production area, a simple and effective red tagging criterion is the upcoming month’s (week’s, day’s, shift’s) production schedule. All items needed in that schedule are kept in the area. All items not needed in that schedule are removed from the area. Another way to determine whether an item is needed or not, is to ask these types of questions: •

•

Is this item within arm’s reach of the work it is used for? Is this item used daily? (or is it used on this shift; during this production schedule, etc.)

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•

Is this quantity of this item used daily? (or on this shift, during this production schedule, etc.)

Each company will need to devise its own specific questions and metrics, based upon their particular circumstances. Rules of thumb are: Items that are used several times a day (shift, hour, production cycle, etc.) should be stored within arm’s reach whenever possible. Items that are used less than once per day (shift, hour, production cycle, etc) should be stored off-line, or off the desktop. Surplus items should be stored off line, or off the desktop. Only keep the number needed for that day’s (or shift’s, hour’s, production cycle’s, etc.) work within arm’s reach.

6. List and gather needed supplies For this event supplies are minimal. They include the following: a.

Red Tags or material from which the red tags will be made, markers and ties. A way to gauge the average number of red tags needed is to multiply the number of employees who work in the area to be red tagged by 4 or 5. This will give an approximate number of tags and ties (or tape) needed.

b. Colored tape, rope, or other material to delineate the red tag holding area That’s it! No other supplies are necessary, although you will want to have adequate garbage bags or cans on hand. Note: Tags should be purchased or made prior to the 5S deployment. Although red tags are available from many sources, companies sometimes prefer to individualize information contained on them. If you are going to use customized tags, the Red Tag team, the 5S team, and/or 5S leader should meet in advance to determine

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criteria to be contained on the tags and authorize printing. Suggested criteria includes any of the following: Name of person who red-tagged the item Date Department (division; office, etc) Name of item (or description) Identification number of item (where applicable) Quantity Category o Equipment Furniture or storage o Fixtures or fittings o o Inventory Documents o Maintenance supplies o Other o Frequency of Use o Never Seldom o Less than once per month o Once a week o Once per day or more (but not in this area) o Suggested Action Discard o Store in distant place o Store in factory (office) o Store near area o Store in area in which it is used o • • • • • • •

•

•

7. Create a red tag holding area Set aside an area for storing red-tagged items while they await final evaluation and disposition. This area needs to be centrally easily accessible, close to the area being red-tagged, but not in the way of work flow. Size will vary depending upon types of items that may be red-tagged. The Red Tag team should estimate size and number of items they may be removing from an area and set the size of the red tag holding area accordingly.

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8. Set and announce the red tagging schedule It should be announced in advance to all staff concerned that the Red Tag team is going to move items in their area during the first and possibly second days of 5S deployment. Announce days and times affected, purpose and procedure of the Red Tag event, and amount of time items will be held in the red tag holding area. (Usually from 10-20 days; never more than 30 days) Announce that during the holding time any interested or affected individuals or departments should schedule a walk through the area with the Red Tag holding area manager to make recommendations for final disposition. After the event, one day per month should be scheduled for a walk through the area for the purpose of red tagging any items that have accumulated since the initial activity. It is not necessary to use the entire team for these follow up efforts. Generally, this is a three person exercise. When effective counter measures have been put into place, these periodic red tagging walk-throughs should uncover a minimal number of items to be red tagged. If this is not the case, the 5S team needs to review the newly devised standards and enforcement policy that were instituted during the 5S campaign as counter measures to the collection of unneeded items. Note: Some 5S proponents say that the red tag event is a onetime only occurrence, and that implementation of counter measures for the build up of unneeded items will make it unnecessary to hold any follow up red tag walk-throughs, Anitech does not recommend following this advice. It is typically necessary to schedule periodic red tag walk-throughs. A good plan is to schedule them monthly for 3-6 months. If at least two of these walk-throughs have uncovered no items that need to be red tagged, go to a bi-monthly or quarterly schedule. It is important that the schedule be set, communicated and adhered to, whether monthly, bi-monthly, or quarterly. Keeping this a regularly scheduled event helps re-enforce the cultural changes necessary to sustain the 5S system once it’s in place.

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9. Inspect and sort the work area Speed is key to success in the inspection and sorting of needed and unneeded items during the 1-2 day Red Tag blitz. The team should move quickly through the area designated to be red tagged. Unless the area is large, one day should be enough time to complete the event. The maximum time for red tagging should be two days. Move through the red tagging area checking each against the criteria you have established. Be relentless. When in doubt, move it out! Remember, the red tagging area is a holding area, not a landfill. If someone else in the company discovers a needed item has been red tagged it can easily be reclaimed. Some items may be clearly disposable: outdated notices or irreparably damaged items, for example. Don’t red tag them. Get rid of them. All other items, after being inspected by team members and found questionable, should be tagged with all known relevant information, and taken to the holding area. Use a form similar to the Anitech Red Tag Criteria, Documentation and Notification Form ( A5S.2)

10. Attach red tags to relevant items Tie or tape a red tag to each item in question. Guidelines are: Fill out all known relevant information before attaching red tag to item Each team members should look at items tagged by another member, verify that they are unneeded, and add to relevant information on tag if applicable Tag all items that thought to be unneeded Tag excessive quantities of needed items Tag each item individually (boxes or shelves full of items should not be tagged as one item) •

•

• • •

11. Place all red-tagged items in holding area All red-tagged items should be moved to the holding area for the agreed upon amount of time. If an item is too large to remove

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from the work area, it should be red tagged, and the red tag manager should make arrangements for inspection and disposition. During the holding period (from 10-30 days) all affected staff should do a walk-through of the red tag holding area. They should add all available relevant information to tags and notify Red tag manager of any items that should be returned to the work area or placed in a different work area. All suggestions for disposition must be made within the stated holding time. Company-wide announcements for appropriate personnel to inspect items in the pilot red-tag holding area serve a dual function. First, their feedback is necessary before final disposition of items occurs. Secondly, the communication will familiarize personnel in other areas with the red tagging process and its benefits. Support for the initiative will build. An understanding of the 5S System, its methods, techniques and rewards, will grow as implementation spreads from area to area. Note: Management can help build awareness and buy-in for the 5S deployment at this stage by immediately calling attention to progress made. Prominently displayed Before and After photos, announcements, memos, division, team or individual rewards, etc. can be used quite effectively in conjunction with red tagging.

12. Designate a red tag holding area manager Management needs to participate in selection of this person. The candidate will most likely come from the 5S Red Tag team.

13. Conduct a “fresh eyes” inspection with outside personnel At this point it is helpful if two or more team members walk through the red-tagged area with two or three people from outside that area, giving it one last look. Fresh eyes may locate additional questionable items that the Red Tag team overlooked.

14. Tag additionally identified items and move them to holding area

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Follow the same procedure as above for all items additionally identified.

15. Evaluate each red-tagged item Be sure that all relevant department, division, office, manager, staff members, etc. are informed that they must inspect the holding area and evaluate each red-tagged item before the specified cut-off date. Persons evaluating items will need to arrange inspection with the red tag manager and make their recommendations to him or her. All additional recommendations and information must be added to red tags before final disposition. At the specified cut-off date, the red tag event is finished and the red tag manager is responsible for immediate disposition of all items in the holding area.

16. Create a system of documentation The Red Tag team will need a thorough and easy-to use system of documentation for red-tagged items. This may be produced from the Anitech Red Tag Criteria, Documentation and Notification Form ( A5S.2.) It keeps a record of all items tagged, all information entered regarding each item, and generates necessary tracking documentation. If the Anitech form is not used, the Red Tag team will need to create its own documentation form and system. Documentation to be logged and tracked should include the following: Category of red-tagged item Equipment o Furniture or Storage o Fixtures or Fittings o Inventory o Documents o Maintenance supplies o o Other Disposition Discarded o Returned to supplier o •

•

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o

o

o • • • • • • • • • • •

• • • •

•

Moved to ______ (stored in another location in company) Distributed to _______ (for use in another location in company) Sold

Value Depreciation Notification of appropriate personnel Person who carried out disposition Date of disposition Area covered Dates of Red Tag event Names of Red Tag Team members Name of Red tag manager Categories and numbers of items red-tagged Copy of communication that went to all relevant personnel for evaluation Date for final evaluation before holding area is cleared Schedule for Red Tag events to be held during the year Recommendations Authorization for disposition, including date and signature Other

17. Document results of red tagging initiative The Red Tag team should prepare a concise document, using their form, the Anitech form or another, compiling results of their completed initiative as a report-out to management.

18. Devise a plan for disposition of red tagged items Red Tag team recommendations form the basis of the disposition plan. Each item needs to be accounted for in the plan. Personnel responsible for each type of disposition, method of disposition and date need to be included in the plan.

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19. Notify appropriate disposition

personnel

to

make

final

After other personnel have completed inspection and evaluation the Red Tag manager should obtain authorization for final disposition, make arrangements, notate on red tags and document on the updated report-out form. Strict adherence to the cut-off date is important. Final disposition of all items should occur on that date.

20. Temporary red tag holding area A temporary Red Tag holding area should be set up for placement of any questionable items in the future that need to be inspected for possible disposition. Red Tag holding area manager should oversee this process and area. This may be a portion of the original red tag holding area. A Red Tag Criteria, Documentation, and Notification Form can automatically notify all appropriate personnel of disposition. If this form has not been used, the Red Tag manager should make notification.

21. Layout evaluation and re-design of area from which red-tagged items were removed Removal of unneeded items in the targeted work area may have cleared enough space that layout can be changed for a more efficient workflow. Evaluation and possible re-design of the space will be done in the second step: Straighten.

22. Analyze reason unneeded items have built up Find the root cause for build up for each category of item that was red-tagged, and if necessary for individual items within each category. Some causes might include: Defective products are produced, not disposed of properly, and reason for defect is not determined and corrected Inadequate storage locations in work area and off line •

•

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•

• •

•

No standardized procedures for regularly purging excess items Overproduction causing inventory build ups Inadequate transportation of items in and out of work area No time included in daily routine for workplace organization

23. Develop counter measures (standards) to prevent reoccurrence Each cause discovered during analysis should be documented for use in the second step: Straighten. During this step organizational techniques will be deployed. Standardized procedures and reporting systems will be developed during the fourth step: Stan dardize

24. Create and communicate summary of Red Tag analysis results If a Red Tag Form has been used during this process, you should use it to generate a summary of results and send them to all appropriate personnel by email. If this form has not been used, the team should create and communicate this summary.

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Chapter Four

The Second S: Straighten A place for everything, and everything in its place”

What’s the big deal? Granted, some people are better than others at making an office or shop neat and tidy. But nearly anyone can do a passable job of straightening up the place. If that’s all there was to the second step you could skip to the next chapter now. The Second S, Straighten, is at the heart of creating a maintainable and efficient system that can be used by anyone. It entails much more than making the office or shop neat and tidy. When properly executed, this second step creates an organizational system that can be standardized and sustained, providing substantial improvements that translate to significant increases in ROI.

What happens in the Second Step: Straighten? All needed items (those left after red tagging has been completed) are arranged for efficient and easy use. Then they and their storage areas are marked or labeled so that anyone can easily locate them and anyone can easily put them away. Two key components of this step are determining best placement of all items in order to reduce waste, and marking in such a way that anyone can immediately find and return the item.

What kinds of problems does Step 2 eliminate? Some examples of the kinds of waste or problems that occur when items are not arranged for efficient use, or are not marked to guarantee proper storage at all times, include: •

Each time an office worker needs to punch holes in a paper, he has to go to the workroom to use the three-hole punch.

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•

•

•

•

•

Most office personnel use the punch once a week or less. One person, however, uses it more than once a day. Yet, the hole punch is no closer to his workstation than to the ones of those workers who need to use it only once a week. Certain sets of files are kept in the workstation of one secretary, at the back of a large office area. When others need one of those files, they have to get the key from the woman at that workstation. Unfortunately, her work takes her away from her desk often, and others regularly waste time looking for her so they can get a needed file. A worker searches for a needed assembly aid that he left in the production area just before going to lunch. It isn’t there when he returns and he wastes twenty minutes looking for it before the co-worker who used it returns from his break and locates the missing production aid. A worker takes a box of parts from a shelf, to be used in the production line, not realizing that the wrong box of parts has been placed in the spot where he usually gets the needed item. The switched part isn’t noticed by the operator until after he’s already made a defective product. Then, the line is shut down while the correct parts are located and brought in. A worker trips over a box of items left in a walkway, falls and is injured. He is off the job for three days.

Often, the problems that arise from poor arrangement of items in the work place, or failure to properly replace items, are overlooked or fail to be attributed to the root cause. Many kinds of waste, or problems, in the production area or office have become so habitual that they’re taken for granted. Others may a source of frustration for workers, yet sustainable solutions have not been found. Sometimes a co-worker is blamed when, in fact, the system itself is at fault. When considered individually many of these problems may seem inconsequential. When added together throughout the course of

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a day, however, and multiplied by the number of workers experiencing the same wasted motion or other difficulty, they can in fact be very significant.

What are the areas of waste reduced by Step 2? All waste reduced by the second step could fit into the st category of wasted time. In the real-time environment of the 21 century enterprise, a company cannot long remain competitive if it is wasting production or process time. Three main areas of wasted time (and with it the associated waste of energy and effort) that the second step improves are: 1. Lost time spent looking for items 2. Lost time due to difficulty in using items 3. Lost time in returning items

What are the benefits of the Second Step: Straighten? When time lost from unnecessary searching, returning and difficult usage is reduced you will receive the following benefits: 1. Improved quality 2. Improved productivity 3. Improved safety 4. Improved satisfaction among workers

How do we know which items need to be relocated or marked differently? Ask these questions: 1. Is the item easy for anyone to find? 2. Is the item easy to use? 3. Is the item easy for anyone to return? 4. Is equipment involved standardized? 5. Would the standardization be clear to anyone? 6. Have limits been set? 7. Are the limits clearly understandable by anyone? A good guideline is this: Ask whether a new employee would be able to find, use and return the item the first day on the job. If the

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answer is no, in nearly all cases the item has either not been located or labeled as well as it needs to be. Considerations There are three main considerations in determining the location of items are:

1. Frequency of use Rule of thumb: The more often it is used, the closer it is kept 2. Safety If it in any way presents a safety hazard, it is not properly stored and/or marked 3. Process flow Consider each of the following characteristics to determine whether items are located for optimal process flow: a. Weight b. Height c. Space d. Availability e. Proximity f. Visibility g. Standard indicators h. Its use in conjunction with other items Items used together should be stored together Items used together should be stored in the sequence in which they are used 1. Categorize all items Those that should be replaced after each use Place in order of use o Place as close as possible to point of use o Place where least motion, and most efficient o motion, is used in removing and replacing Those that are not replaced after each use • •

•

•

2. Map the area 1. Map the workspace layout. Include all equipment, tools, furniture, parts, supplies, inventory, machinery, etc. in

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2. this area map. It may be done in the form of a floor plan, area diagram, or other. 3. Indicate work flow among all items on the map. Use one arrow for each operation or task. Draw the arrows sequentially, in order the tasks are performed, and number each arrow. 3. Analyze the map 1. Study the area map – sometimes called spaghetti diagram – to discover areas of congestion. 2. Highlight or in some way mark the areas of congestion. These areas will contain your highest degrees of waste. 3. Analyze all motion to discover waste, using the following industrial engineering style principles: •

•

• • •

• •

•

• • •

•

•

Start and end each motion with both hands moving at once Both arms should move symmetrically and in opposite directions Keep trunk motions to a minimum Use gravity instead of muscle Avoid zigzagging motions and sudden changes in direction Move with a steady rhythm Maintain a comfortable posture with comfortable motions Use the feet to operate on and off switches for machines where practical Keep materials and tools close and in front Arrange materials and tools in the order of their use Use inexpensive methods for feeding in and sending out materials Keep operators at a proper height for the work to be done Make materials and parts easy to pick up

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•

4.

Make handles and grips in efficient, easy-to-use shapes and positions

On the map, indicate where all known wasted motion occurs

4. Evaluate use of tools Eliminate as many jigs, tools, dies, templates, etc as possible by making them serve multiple functions. •

5. Look for following types of problems that can create wasted motion Workbenches or tables that are too wide Parts that require turning, twisting, bending or reaching behind Items that are hard to see or reach because they are laid out horizontally rather than vertically or on a slant Items that are too far above or below eye level to be seen well Items placed too high to be reached in normal working position Items arranged so that crossover of hands is necessary (not in order of use) • •

•

•

•

•

6. Look for areas of congestion and wasted motion in the new area layouts 7. Create a new area map Design and map new layouts, drawing and numbering arrows to show sequence of work flow, refining until as much wasted motion as possible has been eliminated. 8. Design new storage 1. Storage should be enough larger than the item so that it can be easily removed and returned 2. Store tools according to function if they are used in job shop production

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3. Store tools according to their product base if they are used in repetitive production 4. Create suspended storage for tools where possible 9. Continue to improve your layout design until you have eliminated all waste that you can at this time. 10. Deploy the new layout 1. Implement the new design as a pilot project, moving all equipment, tools, furniture, parts, supplies, inventory, machinery, etc to their new locations 2. Evaluate actual work flow undertaken in the newly designed layout 3. Make improvements in accordance with evaluation

Signboard Strategy Remember – the goal is for anyone to be able to determine at any place and any time in a factory what goes where. Use of signboards is a key strategy for this.

What information should a signboard convey? What, where, and how many. Types of signboards: 1. Inventory, showing items needed for current-charge 2. Machine’s acquisition date production purposes. 3. Machine/equipment: (to be hung from ceiling over machine, posted against a wall or on machine itself). a. Name of machine b. Process name c. Operator or other person-in 4. Shop: display plant name, line name, cell name, etc. Steps in signboard deployment: 1. Determine locations a. Develop a floor plan from previous area layout b. Map the applicable process in sequence, showing direction of product or process flow c. Identify bottlenecks and flow congestion

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d. Develop and draw an improved flow map e. Simulate and optimize the new flow f. Deploy the new layout in the workspace. g. Continue to revisit and improve the new layout 2. Prepare locations 3. Make and post signboards and/or labels that show what, where and how 4. Determine how to recognize when items are out of place using location limit Use of signboards and other visual controls Signboards are a way to identify what goes where and how many belong in each location. Three main types of signboards: Location indicators (show where items go) Item indicators (show what specific items go in those places) Amount indicators (show how many belong there) Signboards are often used to identify: Names of work areas Inventory locations Equipment storage locations Standard procedures Machine layout • •

•

• • • • •

Visual Controls Visual controls are used to make out-of-control items obvious. They are used to communicate in set and recognizable visual standards, and to identify: Waste Deviations Normal vs. Abnormal (problems) Opportunities for continuous improvement (kaizen) Location limits Red = exceeds limits o o Yellow = limit lines White = location lines o Tiger stripe = hazardous area o • • • • •

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Methods of visual control: Flow diagrams Color coding Signs Labels Audio Touch Other • • • • • • •

Examples of Visual control Workplace metrics chart Inputs needed (customer) o Outputs generated (supplier) o U.S. Highway signs •

•

Six Levels of Visual Control 1. Share information and/or results of control activities The visual display of all information helpful o to activities and goals of all individuals related to a given area Specific emphasis given to information related o to targets and expectations 2. Share established standards Display of information and use of established o standards so that non-conformance can be easily detected and everyone can easily identify and correct abnormalities 3. Build standards into workplace Make the work environment itself o communicate established standards Use space, demarcations, containers, equipment, barriers, etc. to communicate Use sized and height limits, signs, colors, etc. 4. Warn about abnormalities Build in lights, alarm bells and buzzers and o other devices that can easily be seen or heard 



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when signaling a warning about an abnormality or need (as for parts or assistance) 5. Detect abnormalities Devices are installed to immediately detect o and stop abnormalities at their source before they move on to the next step or process 6. Prevent abnormalities o A mistake-proofing device is installed (once the exact cause of a defect is discovered) to ensure that the abnormality or defect cannot re-occur. Redesign of a section of the equipment may be necessary at this level). o

Steps in developing visual controls 1. Brainstorm ideas and document 2. Evaluate level and potential effectiveness of ideas 3. Choose which controls to use for each element 4. Prepare material for visual controls 5. Implement control Information to be Displayed on Visual Control Charts Identify storage, operation, equipment or safety condition not in control Record specific information relevant to element not in control Record ideas for visually controlling each element •

•

•

Painting Strategy: This is a method for identifying locations on floors and walkways. Although it is called painting, you can use tape, acrylic, or other materials to create divider lines in order to mark off walkways, etc. Divider lines include such uses as: Cart storage locations Aisle direction Door ranges Place markers for worktables • • • •

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•

•

•

•

•

• •

Tiger marks to show where inventory and equipment should not be placed or to show hazardous areas. In designing layout, remember: U shaped cell designs are generally more efficient than straight production lines In-process inventory should be positioned carefully for best production flow Floors should be leveled or repaired if possible before divider lines are laid down Walkways should allow for safety and a smooth flow of goods by being wide enough and avoiding twists and turns Divider lines should between 2 and 4 inches wide Paint colors should be standardized and the colors should be bright

Location map is a signboard showing location of parts, tools, jigs, dies, equipment and machinery. It does not use areas showing work flow Color Coding Strategy can be used to show which parts, tools, jigs and dies are to be used for which purpose. For example, parts used in making a particular product can all be coded with the same color. Outlining strategy: Drawing outlines of jigs and tools in their proper storage positions show where they should be placed. Steps of Sign boarding: 1. Set up training for signboards. 2. Organize signboard-strategy promotion teams a. Include shop floor supervisors, group leaders, section and department managers. 3. Draft a schedule (each team should draft its own daily schedule and display it.) 4. List all needed items, including inventory items a. Page number b. Relevant line, work group or process

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5.

6. 7.

8.

9.

c. Categories are: raw materials, secondary materials, in-process inventory and products d. Use common names in that category. Specifications should be in separate column e. Amounts in terms of unites in which they are stored (pallets, boxes, drums, etc.) f. Note maximum number that should be stored in the designated area. Equipment lists a. Public (for each factory, department, workshop or line) b. Personal (each set of equipment used by an individual worker, such as tools, jigs, supplies, etc.) c. Equipment list should include machines, jigs and dies, measuring tools and gauges, work vehicles and conveyance vehicles and work supplies. Designate Storage Sites a. From current layout diagram Install place markers and signboards a. If storage place is on the floor, mark off and identify the space b. If storage space is on carts, pallets, etc mark off areas where those devices are stored. c. Mark off all related walkways d. Use standard area divisions Once all target items have been listed, make signboards a. Use metal, acrylic, adhesive-backed paper, coated board – etc. b. Attach signboards c. Fill in signboards Maintain ongoing improvement activities a. Take photos to document organization and orderliness b. Use memos to keep people aware of problems that need to be addressed c. Set up suggestion system to continue improvements d. Draft improvement case study reports

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10. Evaluate a. Create evaluation system b. Maintain list of essentials for maintaining Step 2 c. Report on activity results

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Chapter Five

The Third S: Shine “Clean as you go” The purpose of this step is to clean everything, and then keep it clean. This, too, sounds like an obvious step in creating a safe and efficient workplace. But, in fact, far too many work environments are not effectively cleaned, and kept clean. Keys are an initial thorough scrubbing, then adopting a clean as you go philosophy, building cleaning into preventative maintenance assignments and schedules, and using cleaning as a form of inspection to expose abnormal conditions. Examples of how an unclean work area can affect efficiency include: Poorly lit areas are hazardous, and can contribute to sloppy or defective work Customers will have less confidence in a supplier whose work area is unclean Dirt such as grease, oil, etc can create hazards for the worker It is harder to detect problems in dirty equipment or machinery, leading to breakdowns rather than quick prevention/repairs Unclean equipment is more likely to produce defective products Clutter leads to inefficiency Morale can be lowered by working in a cluttered or unclean environment •

•

•

•

•

• •

1. Determine target areas for scrubbing Warehouse Raw materials, parts, components, o products, etc. Equipment •

•

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o

•

Machines, tools, dies, worktables, cabinets, desks, chairs, etc.

Space

Floors, work areas, walkways, walls, ceilings, windows, shelves, closets, lights, etc. Assign scrubbing responsibilities Divide factory into areas Assign individuals or teams to each area Schedule cleaning times Determine each item to be cleaned in targeted area Determine and acquire supplies and equipment needed Try to limit regular cleaning tasks to 5-minutes (assign tasks accordingly) Undertake initial scrubbing – thorough scrubbing of entire area. This may take more time than subsequent “maintenance” cleaning, which should be done in 5 minute blocks Make periodic cleaning a habit – build it into the regular daily work schedule Incorporate inspection procedures into the cleaning schedule. Operators, not maintenance staff, should be in charge of their own machines. Train operators to look for minor or sporadic malfunctions or abnormalities Oil leaks, wear, warping, color changes, etc. o Changes in sound of machine o o Unusual odors Unusual or excessive wobbling, vibration, heat, o etc. Write cleaning/inspection assignments on signboard, or on sign attached to each machine. Inspections should be done systematically and routinely. Establish regular routines for cleaning and inspecting all systems, such as hydraulic systems, pneumatic systems, lubrication systems, etc. Create inspection checklist Train operators to correct problems revealed during inspection whenever possible o

2.

• • •

3. 4. 5. 6.

7. 8.

•

•

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Create maintenance request form and system for problems operator cannot fix. A flag or other indicator should be attached to the machine, visible to all concerned.

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Chapter Six

The Fourth S: Standardize “Get a system and stick to it.” The purpose of the fourth S, Standardize, is to create a system that will systematically maintain and monitor the first three S’s in a predictable and organized manner. Standardization includes the following steps: Post required information so there is no searching Production schedules o Delivery dates o Destinations o Lot size o o Downtime Other o Standardize information requirement Make information requirements visual Devise methods/controls that: o Cause deviations from standard to surface Keep re-accumulation from occurring o Indicate danger o Communicate ideas generated o Set limits o Assign 3S responsibilities: area, schedule, 3S job descriptions, and schedules, with appropriate checklists and/or forms Each staff member needs to know his/her job o assignment, responsibility for the maintaining the first 3 S’s in his/her workspace Delivery sites should likewise be marked and o job assignments made for maintaining the first 3S’s. Integrate 3S duties into regular work assignments. Visual controls – anyone should be able to o determine what is normal or abnormal at first look. •

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Make all 3S activities short and efficient – each should be accomplished in 5 minutes. Use standardized checklists to evaluate effectiveness of 3S activities. Determine which problems are happening repeatedly Floors are dirty in spite of regular cleaning, o tools are replaced incorrectly, unneeded items continue to accumulate, etc. By asking the 5 Why’s, determine source of problem Address source of the problem, and find a suitable improvement. Standardize the improved method, technique, placement, etc. Prevent unneeded items from entering the workplace Find a way to procure and produce only those o materials that are needed, when they’re needed, in the amount they’re needed Moving to just-in-time production, rather than o storing large amounts of parts or inventory eliminates accumulation, damage, etc., by moving toward one-piece flow, pull production, load leveling, and standardizing operations and processes. Standardize control of items Make it difficult to put things in the wrong o place Visual controls and discipline – clearly marked storage areas, incentives to make practicing 3S a habit Make it impossible to put things in the wrong o place Ask the 5 Why’s Identify underlying causes If possible, eliminate the need to return items Suspension - suspend tools just above, and within reach, of the operator. Operator releases tool o

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when finished using it, and it returns automatically to its storage place. Incorporation – Create a flow of goods or operations that smoothly integrates jigs, tools, etc. into the process and stores them where they are used. Use elimination – Three techniques: o Tool unification – combines functions of two or more tools into a single tool Tool substitution – uses o something other than a tool to serve the tool’s function Method substitution – improving o efficiency by replacing one method with another

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Chapter Seven

The Fifth S: Sustain “Keep it simple” 5S is not an event. It is a continued way of life in the workspace. It requires a cultural change in workers and worker techniques on an on-going basis. Unless your organization is committed to sustaining the benefits of its 5S program, it will backslide. How can you prevent this from happening? By creating a th system of rewards to ensure that the 5 S, Sustain, is adhered to. Create conditions or structures that help sustain the 5S’s Awareness – make sure workers understand the 5S’s o and why they’re important o Time – make time in the work schedule for performing 5S’s Structure – have a schedule, work assignments, etc o that make it clear how and when 5S activities will be implemented Support – management support is imperative, o including acknowledgement, leadership and resources o Rewards – need to be made regularly. Recognize successful efforts Satisfaction – Make following 5S’s enjoyable. o Communicate satisfaction, generate enthusiasm. Complaining and criticism are not effective ways to sustain the 5S’s. If conditions slip, the cause should be identified and corrected. Supervisors should take immediate action when a slippage is discovered. Develop a disciplined approach through: 1. The Visual 5S’s (visual controls) 2. Take immediate action when an abnormality or deterioration in 5S conditions are discovered 3. Use instructive rather than destructive criticism 4. Promote and develop 5S company-wide – with managers visibly involved o

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5. Use promotion tools Management role Educate workforce in 5S concepts, tools and o techniques Create teams for implementation o o Allow time for implementation and create schedules Provide resources for 5S implementation, such as o supplies o Acknowledge and support 5S efforts Encourage creative involvement by all workers, listen o to and incorporate their ideas Create rewards for 5S efforts o Promote ongoing 5S efforts o Improve quality and efficiency of their own work o Teach by example o Demonstrate the company’s commitment to 5S o implementation 5S Team’s role Continue to learn more about 5S implementation o Help educate coworkers about 5S o o Be enthusiastic about 5S implementation Help promote 5S implementation efforts o Find ways to implement 5S in their daily work o o Ask supervisor for support or resources needed Participate fully in company 5S efforts o Bring creative ideas to manager or supervisor for o promoting or implementing 5S Tools and techniques to Sustain 5S Implementation 5S Slogans – communicate themes of the 5S o campaign Can be suggested by workers May have a contest to choose slogan Can be displayed on buttons, stickers, flags, posters, etc 5S Posters o Post throughout the workplace Can give slogans, or descriptions of 5S activities   

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Communicate results or status of 5S activities

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Storyboards, or photo exhibits Show before and after pictures Show status of 5S activities Newsletters Give reports on 5S conditions and activities Most effective when issued regularly 5S Maps Hang in central location Have suggestion cards so all workers can suggest improvements 5S Manuals Small pocket manuals for easy reference Larger manuals at workstations 5S Department Tours Have tours of a model area in a company so other areas can “benchmark” 5S Month Designate particular months for additional 5S activities, such as contests, benchmarking field trips, seminars, etc.  

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5S is an on-going and continually improving process. Learn from the process. Find ways in your particular situation to make changes that make the most sense for your plant, personnel, product line, etc. Communication, follow up and focus are your keys to continued success with 5S.

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5S Implementation Manual 07

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