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Lecture # 13
5 S Program
5S is an in-house organization
Key 1: Sort (Organization) To distinguish between what is needed and what is not.
Key 2: Stabilize (Orderliness) A place for everything & everything in its place.
Eliminating all forms of dirt Finding ways to keep the workplace clean Adopting cleaning as a form of inspection Making cleaning part of everyday work
Maintain and monitor the first three Keys Standardize the Work Operations
Correct procedures Become a habit. Workers are properly trained Everyone has adopted Visual Factory The workplace is well ordered according to agreed upon procedures Managers are deeply committed to the Key Rules.
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Executive Overview
Knowledge Breakthrough
Tools Workbook
Lecture notes
Session 1.0 Session 2.0 Session 3.0 Element 3.1 Element 3.1.1 Element 3.2
Introduction..... 3 Waste Management .. 14 5S Implementation. 20 Systematic Organization... 31 Red Tag System. 47 Sorting Visual Placement.. 33
Element 3.2.1 Visual Sign System.. 66 Element 3.2.2 Visual Color System... 76 Element 3.3 Element 3.4 Element 3.5 Scrubbing Clean. 40 Standardizing Control... 45 Self Discipline Control... 48
What is 5S ?
Standardization/Perseverance Shitsuke
Customer Expectations
Standardizing Control
Standardizing ControlMaintain and continually improve the previous improvements. Sorting Visual PlacementItems should be easily retrievable, easy to get, and visual-easy to see. Scrubbing Clean-Keep the area free from debris, dirt, oil, items not needed.
Expand Process Improvement Program to Utilize Kaizen Tool Kit Expand Process Improvement Program to Utilize Kaizen Tool Kit
Kaizen Philosophical Approach Common Sense Approach (Qualitative) Data Driven - Observation Operational Focus Waste Elimination 5S Incremental Change Smaller/Shorter Projects
Complimentary Tools Driving Continuous Improvement Complimentary Tools Driving Continuous Improvement
Comparative Analysis
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Measure - Data Collection - Determine Process Potential / Goals Evaluate - Root Cause / Vital Few - Statistical Analysis Improve & Verify - Implement Improvement - Validate Improvement Standardize - Standardize / Leverage - SPC - Update Procedures Focus - Reduce Process Variation - Identify Critical Cause and Focus Resources for Maximum Impact Summary - Technical Approach based on Statistical Analysis - Requires Significant Data Collection - Best applied to Manufacturing Processes - Typical Projects 1-3 Months
Improvement Methodologies Similar in Structure Improvements measured against established process Team oriented Similar improvement tools Measure effectiveness of improvements Maintain new performance level Standardize & Proceduralize Results More Efficient Processes Comparison Both are Effective Improvement Mechanisms CPI/6s best applied to large complex problems Kaizen/Lean best applied to achieve incremental changes and eliminate wastes.
Kaizen/Lean
Evaluate - Baseline Process Performance - Establish Target Decide -Compare solutions - Choose Act -Communicate - Implement improvement - Control Measure - Validate improvement - Standardize - Update Procedures Focus - Eliminate Waste 5S - Seek Incremental Process Changes Summary - Common Sense Approach based on Observation - Applicable to all types of processes - Defined improvement strategy - Typical Projects 1 week
Why 5S
Look Familiar
To eliminate the wastes that result from uncontrolled processes. To gain control on equipment, material & inventory placement and position. Apply Control Techniques to Eliminate Erosion of Improvements. Standardize Improvements for Maintenance of Critical Process Parameters.
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Wastes
Overproduction Delays (waiting time) Transportation Process Inventories Motions Defective products Untapped Resources Mis-used Resources
Think Break
Overproduction ______________________________ 9 Wastes Delays (waiting time)__________________________ Transportation _______________________________ Process_____________________________________ Inventories__________________________________ Motions ____________________________________ Defective products ____________________________ Untapped Resources __________________________ Mis-used Resources ___________________________
Elimination of Waste
5 S Element Waste/ Improvement Item Deliverable
Reduced Costs Improved Quality Increased Product Options Reduced Costs Increased Safety Improved Quality Increased Product Options.
Elimination of finding. Elimination of nonconformances. Elimination of motion. Reduction of part selection errors.
Increased equipment life. Improved Quality Higher morale. Consistent Delivery Clean environment. Improved Safety Increased visibility of nonconformances.
5S Implementation Plan
Step 2 Develop Specific Implementation Plan Step 3 Develop Communication Plan
Step 5 Implement 5 S
Systematic Organization
Progressive Enhancements
Standardization
Visual Placement
Cleanliness
Removing Red Tagged stuff What Stuff would you Red Tag in these pictures ?
Think Break
Think Break
In the following pictures, identify some of the finding wastes ( assume you work in a distribution center and you have to fill an order with product located in the following pictures).
Cleanliness involves cleaning every aspect of the Organization and the removal of dirt, dust,oil, scraps on the floor, & garbage. Key Deliverables
Increased Safety
Increased Efficiency
Step 2: Allocation:
Assign resources to the specific tasks required to make 3S a habit.
5S T D Plan o o
D ate: 5S Team M bers em C pany/D om ivision N e: am Person P reparing This Page
S heet
of
Item #
D ate Started
5S elem ent
5S Task - A ction
P erson R esponsible
P ercent C plete om
25 50 25 50 25 50 25 50 25 50 25 50 25 50 25 50 25 50 25 50 25 50 25 50
Remember to focus on the elimination of waste. Strive to maximize yields and obtain cost reductions from existing machinery and equipment before buying solutions. Improve current systems and M easu rem en t techniques before automation. Automating a system or practices without first having an understanding of Im pro vem en t 5S the process will not solve underlying process T e m pla te problems. Perhaps the most important point to remember is that we must understand a process before we make any attempt in changing it. No Tampering is the first rule of continuous improvement. W e can not tamper with a process without understanding it. By using these tools, we will all share a common and systematic approach for questioning, analyzing, proposing solutions, experimenting, and finally, implementing proven changes.
Ide n tify w as te
The problems that exist in the world today cannot be solved by the same level of thinking that created them.
Table of Contents
Section 1
Development of 5S To Do Plan: Establishment of the 5S team focused on the development, training, and implementation of the companys 5S program. Deliverable includes action plan and associated tasks with the 5S implementation. 4 Waste Identification Map Identification of the 9 wastes associated with : production of products and services. A detailed map of each major work area is developed describing the major types of wastes in each area. These wastes are 7 the improvement opportunities that exist prior to 5S... 9 The overall wastes is calculated for all the work areas and identified on the Waste Radar Chart
Section 2
Section 3
5S Action sheet:Establishing baseline key performance metrics in terms of key deliverables, photographs, and current conditions of the before 5S implementation phase. Deliverable includes the 5S action sheet.
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Red Tag Strategy The utilization of Red Tags to visually identify items which : are not needed or used infrequently..
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Section 5
Visual Color Sheets Utilization of colors to identify specific work actions, : inventory locations, access areas within the work environment. Initialization begins with development of Visual Color Sheets.
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Section 6
Visual Sign Sheets Utilization of signs to identify machine, equipment, tooling, : inventory, safety, hazard and work center locations. Sample Sign 20 Sheets. Standard Cleaning Work Sheet: cleaning matrix identifying the work area A responsibilities, supplies, and schedules for cleaning. .. 23 Cleaning To Do List: action list identifying specific cleaning tasks for each A work area identified on the Standard Cleaning Work Sheet.. 27 5S Status Report:A report identifying implementation effectiveness of each 5S steps applied. A variable metric ranging from 0-5 is established for each step implemented.. 30 Waste Identification MapIdentification of the 9 wastes associated with : production of products and services. A detailed map of each major work area is developed describing the major types of wastes in each area. These wastes are the improvement opportunities that exist prior to 5S 9 Wastes Radar Chart: After the completion of 5S, the results of the waste reduction is recorded, charted and compared to the initial 9 Waste Radar Chart.
Section 10
33
S ec tion 2
W a s te Id e n tific a tio n M a p
(Section B)
(Section C)
Over production
Delays
Transportation
Process
Inventory
Motion
Defective Product
Untapped Resources
Defective
Mis-used Resources
s s e c or P
0 s y al e D
01
02
03
04
05
n oit c u d o r p r e v O 001 09 08 07 06 d e p p at n U s e cr u o s e R
yr ot n e v nI
d e s u- si M s e cr u o s e R t c u d o r P e vit c ef e D
n oi t o M
100 90 80 70 60 50 40 30 20 10 0
Percentage of Waste
% of Waste
Used to create a visual picture of a work area to assess waste in work plac organization, office/cell layout and crewing. Shows the type of each waste section/division of the organization. Also utilized to indicate equipment type size, and distances within each work area. The Waste Identification Map should be used after the 5S To Do plan is completed. A map should be developed for each department or focus area of the 5S program. Do not attempt to develop a single Map for an entire organization, it will become too busy to be effective.
When To Use
The Waste Identification Map can be used by anyone involved in continuou process improvement.
The Waste Identification Map will provide information about work waste in each department, work sequence, equipment layout and distances. The Waste Identification Map not only provides actual waste, but also provides visual layout of the interrelationship of the waste.
How To Use It
1. Referring to the 5S To Do Plan, identify each respective area 5S will be implemented. Develop a Waste Identification Map for each area or department andcomplete sections A, B, C, with the necessary information Note you may have multiple Maps for the entire 5S . implementation program. fill 2. For each work department, in the equipment, access areas, storage areas, inventory locations etc. on the Map is best to draw . It these to scale. 3. Next identify the processes for each area the Map. on 4. Next, list the products and services each applicable workstation. at 5. Next, identify the product/service flow through the respective processes & work stations. 6. Establish time trials for each major activity when completed and document the time for each major activity within the department. 7. Document thetype of waste and time associated with each waste at each activity, process, equipment, inventory, storage, and office location. 8. For each type of waste identified, complete the waste matrix section on Note: the bottom of the 9 W aste Radar Chart in the before column. The y-axis list % of waste, use whatever metric makes sense i.e. time, $, labor hours, productivity etc. Remember that your goal is to reduce these wastes as a result of the 5S Program.
Chart the % waste value for each type of waste on the Radar Chart. Connect each of the values on the radar chart. is extremely important, This this is your baseline metric and will be used to determine the magnitude of your improvements.
To You (My Lord) We Pray and to You (My Lord) We ask for Help
May Allah Help us all In our endeavors and May He grant us the Wisdom to understand, Vision to Foresee and the Determination to Achieve Our targets in this world and most importantly in the Here-after; amen.