Basics TRAINING FOR STARTER

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Visual Factory-Information Gathering/Organization PAB = Process Analysis Board

PAB (Hourly) COB (Daily) PPB (Monthly) Department Reporting
COB = Certified Operation Board PPB = Process Performance Board

From Each Department

Information Center
(Plant-wide Reporting)
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8 WASTES
Defect / Correction Overproduction Waiting Not utilizing employee talents Transportation / material movement Inventory Motion Excessive processing
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Sort
Straighten

Shine
Standardize Sustain
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There are basically three different types of workplaces...

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1S
2S 3S 4S

Sort
Straighten Shine Standardize Sustain

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1S Sort
Segregate What Is Needed, Needed Later, and Not Needed Discard What Is Not Needed Segregate Needed Items By Frequency of Use

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Where to Perform

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Item Name &/or Description: Department: Value per Item:

Classification:

5S --- RED TAG

Ent er # in box

1. 2. 3. 4.

Raw Material Work-in-Process Component Finished Product

5. 6. 7. 8.

Machine / Equipment Mold / Jig Tool / Fitting Other______________

Reason:
Ent er # in box

1. 2. 3.

Unnecessary Defective Leftover Material

4. 5.

Unknown Other______________

Action:
Ent er # in box

1. Eliminate 2. Return 3. Move to Red Tag Storage 4. Other_______________

Completed:

C E N GL EX X X (-)

Tag Attached:

Action Taken:

Year_____ Month_____ Day____

Year_____ Month_____ Day_____

File completed Tag at ____________

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Sort

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2S
Straighten

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Small Claw Hammer

Large Claw Hammer

Small Crescent Wrench

Large Crescent Wrench

Flat Tip Screwdriver

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Stage 1

Stage 2

Stage 3

Stage 4

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Before

After

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Before

After

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Before

After

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Before

After
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3S
Shine

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Why Shine?

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Shine Targets

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5S Assessment

Location Being Audited:

(place cursor in red corner for INSTRUCTIONS)

{Enter Location here}

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To-Do Items
Remove unneeded equipment, tools, furniture, etc. Provide information on department PPB Review excess inventory, supplies, parts, or materials Identify existence of safety hazards (water, oil, chemical, machines, extension cords, etc.)

Observed Condition

Improvement Action

Score Sheet

Remove unnecessary items. All items not required for performing operations are removed from the work area. Only tools and products are present at workstation

Sort

Correct location for items are identified Items are placed in their correct locations Aisle ways, workstations, equipment locations are indicated Items are put away immediately after use Inventory or WIP height and quantity limits are obvious

Floors, walls, stairs, and surfaces are free of dirt, oil and grease Equipment is kept clean and free of dirt, oil, and grease Cleaning materials are easily accessible Lines, labels, signs, etc. are clean and not damaged No other cleaning problems (of any kind) are present

Storage of cleaning equipment: All cleaning equipment stored in a neat manner; handy and readily available when needed Items on floor: Work-in-process, tools and any other material are not left to sit directly on the floor. Large items such as tote boxes are positioned on the floor in clearly marked area, identified by painted or taped lines. Storage and arrangement:: Boxes, containers, and materials are always stored neat and at correct work angles convenient to the operators where appropriate. When items are stacked evenly or in a manner that would not cause them to toppling over. Storage areas are provided for all necessary items at POUS (Point-Of-Use Storage). No items are placed on top of machines, cabinets, and equipment. Unidentified items can not lean against walls or columns. Operating equipment/machinery: Each piece of equipment/machinery has guards and deflectors that prevent debris from falling uncontained to the floor. Document storage: Only documents necessary to the operation are stored at the workstations and are stored in a neat and orderly manner. Tool and gauges arrangement: Tools, gages and fixtures are arranged neatly and stored, kept clean and free of any risk of damage. Aisle ways maintenance: Aisles are always free of materials and obstructions; nothing is placed on the lines and objects are always placed at right angles to the aisles where appropriate. Equipment painting: All machines and equipment are neatly painted; equipment cleaning schedule developed and posted for each major piece of equipment. Workbench and desk control: Kept free of objects including records and documents (unless in use). Tools and fixtures are clean and placed in their proper location. Information boards: PPB, COBs, and PABs are arranged in a neat and orderly manner. No outdated, torn, or soiled documents are displayed Emergency access: Fire hoses and emergency equipment are unobstructed and stored in a prominent easyto-locate area with proper identification. E-Stop switches and breakers are marked or color-coded for immediate visibility. Aisle ways marking: Aisles and walkways are clearly marked and can be identified at a glance; lines are straight and at right angles where appropriate with no chipped, worn floor marking. Equipment maintenance: Controls of machines are properly labeled. Critical points for daily maintenance checks are clearly marked. Equipment check sheets are clean, neatly displayed and completed daily. Tool and gauges convenience: Tools, gages and fixtures are arranged so they can be easily accessed when needed. Shelves and benches arrangement: Arranged, divided and clearly labeled it is obvious where things are stored; status and condition is recorded Document control: All documents are labeled clearly as to content and responsibility for control and revision. Obsolete Equipment cleanliness: All machines and equipment are kept clean by routine daily care. Floor cleaning: All floors are clean and free of debris, oil and dirt. Cleaning of floors is done routinely -- daily at a minimumposted schedule. 5S control and maintenance: There is a disciplined system of control and it is maintained at the highest possible level. It is the responsibility of every one to maintain this system and environment. Documentation exist indicating cleaning responsibility for each team member in the work area.

0 0

Straighten

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
5S Implementation Audit Score =

Shine Standardize Sustain

Necessary information is visible All standards are known and visible Checklists exist for all cleaning and TPM maintenance jobs All quantities and limits are easily recognizable All necessary items can be located in 30 seconds

All team members have had 5S training Daily 5S actions performed Place all personal belongings stored in a neatly maintained location Job aids are current and readily accessible Routine 5S Implementation Audit is performed until sustained

Legend: <2 (RED)

2 to 4.75

>4.75 (GREEN)

0.00

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It is important that we establish the first 3S before we progress to the next 2S.
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4S Standardize

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5S Sustain

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January 2007

June 2007

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?
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Now, what would you do?

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Remember
1S 2S 3S 4S 5S Sort

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Straighten Shine Standardize Sustain

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To Create a Workplace suited for Visual Control and Lean Production

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The Six SsSigma Is not Six

A highly disciplined process that focuses on

developing and delivering near-perfect products and services

6S is Sort, Straighten, Shine (Scrub), Safety, Standardize, Sustain

5-S in Japanese factories
Focus: orderliness 6th S added in some US companies Safety Combines orderliness with safety / ergo

Overall intention: CLEAN, SAFE, ORDERLY

First step on Lean Journey

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Visual Factory/Office
1st Level: See the Shop/Office Basic 6S 90% never get beyond this point 2nd Level: See the work In 5 Seconds, can you see whats going on?

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6S Think of 6-S as a repeating action sequence:

1: SORT OUT - get rid of whats not needed
2: STRAIGHTEN - organize what belongs 3: SCRUB - clean up, see and solve problems 4: SAFETY - make the work area safe 5: STANDARDIZE - assign tasks, track visually 6: SUSTAIN - keep it up (audit and insist)

Remember
This applies to all areas (value-adding and

administrative) Basic "6-S is part of establishing any cell

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Sort GET RID OF WHATS NOT NEEDED

Start with a red tag campaign
Tag everything that looks disorderly or unsafe Be ruthless (90% of the time you'll be OK, you'll get

over the 10%) If in doubt throw it out If still in doubt, send it to a red tag area for resolution You should be removing truckloads of items be tough (sometimes youll need to ask for forgiveness later!)

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Straighten ORGANIZE WHAT BELONGS

Create a place for everything

Meet with shop/office personnel on what should be where Organize parts and material Resolve things you were afraid to throw out Write off or sell off obsolete materials

Deal with the open red tags from the "Sort Out" step:

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Straighten

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Straighten

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Straighten

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Straighten

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Scrub CLEAN UP, SEE AND SOLVE PROBLEMS

Make the work area absolutely clean
Clean everything (equipment, floors, walls) Paint everything (equipment, floors, walls) Look for problems Leaks? Loose or missing items Unsafe conditions Causes of messes or problems Quality issues Solve problems (root cause), take corrective action

(prevent)

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Scrub

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Safety MAKE THE WORKPLACE SAFER

Look for unsafe conditions
Look for potential for unsafe acts Look for difficult tasks (are they ergonomic?) Try the jobs yourself where could you get hurt? List the opportunities Resolve them

Put creativity before capital and put safety first!!!

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Safety

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Standardize ASSIGN TASKS AND MANAGE VISUALLY

Who will do what to keep the area clean, safe and

orderly? Agree on daily and weekly tasks Establish a visual management system for these tasks

Can you tell at a glance if the tasks have been done?

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Standardize

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Sustain - Maintain The Gains

Create checklist for entire

area & all items within the area Use checklist daily or weekly as appropriate Once a year have Examiners perform independent review Fix and clean daily Continue to train & heighten awareness Remember you are World Class! Act like it.
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Sustain - 6S Scorecard
0 = No evidence that 6S is being considered for implementation 1 = Some evidence of 6S being started 2 = 6S is partially implemented (some gains are evident) 3 = 6S has been implemented but not self-sustaining 4 = 6S has been implemented & is self-sustaining (standard throughout) 5 = 6S is entrenched; efforts have resulted in high achievements 6 = Out-of-the-box; Area is doing extraordinary things, above & beyond the norm

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Sustain - 6S Scorecard
0 20 = Some organization, needs much improvement 21 40 = Signs of 6S in place, good organization, needs more time to mature 41 60 = 6S implemented, signs of maturing, not selfsustaining 61 80 = 6S implemented, system is self-sustaining 81 100 = 6S is entrenched with high achievements 100+ = Extraordinary, overand-above, outside-thebox

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Visual Management Make normal / abnormal conditions obvious

with
Floor and surface marking Shadow boxes Samples Visual indicators Obstacle height limits Lights and sounds Arrows, zones, stickers Scoreboards Labels and tags

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For Shops Remove unnecessary items

All cleaning material stored in a neat manner Floors clean of debris, oil and dirt Bulletin boards updated, straight and neat Easy access to emergency equipment, highly visible Items on floors are in clearly marked areas Aisles are clear and kept free of material Storage of boxes is square, neat, orderly Machines, tools, equipment kept clean Nothing on top of machines or cabinets Documents and binders stored in a neat manner Tools, jigs, fixtures, details are labeled, shadowed, identified, easy to reach Shelves, benches, desks kept free of unused objects, including files and documents

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For Offices

Remove unnecessary items, minimum personal items Cleaning equipment stored in a neat manner Floors clean and free of debris and dirt Bulletin boards are updated, straight and neat Easy access to emergency equipment, stored in a prominent manner Nothing on the floor but furniture, CPU, recycle bin and garbage can

Office layout posted at each entrance, name and task/position outside cubicle/office
Office equipment and furniture is functional and in good repair Paper, cabinets, and bins squared up, centered and at right angles, PC wiring is routed and secured/clamped Desks, surfaces, cabinets, chairs cleaned weekly Nothing on top of overheads or cabinets, nothing leaning against walls or columns, everything labeled Documents and binders stored in a neat and orderly manner

Shelves, cabinets, desks kept free of unused objects, including files and documents
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Acknowledgements
Lean Thinking by James Womack and Daniel

Jones Toyota Production System by Taiichi Ohno Simpler Business System, www.simpler.com

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