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6 s – guideline for the lean practitioner
1. 5-S / 6-S Guideline for the Lean Practitioner
Mohammed Raja, PhD, CPIM, CSCP
York College of Pennsylvania
April 14th, 2016
Before After
2. AGENDA
What is 5-S / 6-S Visual Control
Role of the Leader
6-S Number’s Game
Benefits of 6S
Mohammed Raja, PhD, CPIM, CSCP
York College of Pennsylvania
3. What is 5-S 6-S Visual Control
Henry Ford’s CANDO program: Cleaning up, Arranging, Neatness, Discipline, Ongoing Improvement
Step
#
Japanese
5-S
1 Seiri
2 Seiton
3 Seiso
4 Seiketsu
5 Shitsuke
Sort
Set in Order
Sweep/Shine
Standardize
Sustain
Description
Identify what’s needed and what’s not needed
Organize what is needed
Clean everything inside and out
Establish policies and procedures
Ingrain 5S culture through Training
Safety Create a safe working environment
A series of steps and procedures used to arrange work areas in the best
manner to enhance Safety, Performance, and Cleanliness.
6-S Word
4. 6S Supply List
Pegboard
Peg Anchors
Paint
Paint Pens
Label Maker/Cartridges
Digital Camera
Scissors
Floor Tape
Clipboards
Box Cutters
Tape Measure (100 feet)
Velcro Tape
Glue Gun
Stencils (A-Z and 1-10)
Red Tags
Cleaning Supplies
Cleaning Gloves
Large Dry Erase Board
5. Purpose of 6-S Visual Control
Drive cultural change within the organization through …….
Behavioral modifications
Structured process improvements
Empowered Employees
Sustain
Sustain
Sustain
Sustain
Safety
Safety
Safety
Safety
Foundation for a Lean Transformation
To solve problems in their work area
Build knowledge and capability
Minimize/eliminate wasteful activities
6. 8 Deadly Wasteful Activities
TIMWOOD(S)
Poor Layout
Widely Spaced Equipment Large Safety Stock
Inconsistent work methods
Poor workplace organization
Long setup times
Unplanned maintenance
Lack of communication
Customer requirement
not clearly defined
Unclear goals Weak process control
Poor Quality
Culture
Lack of Investment in
training
7. 6-S Number’s Game
This sheet represents our current work place.
Our job during a 20 second shift, is to strike out the numbers 1 to 49
in correct sequence (e.g. 1, 2, 3,……., 48, 49)
Record your individual score, along with the best and worst score
from the group.
The original game was developed by RWD Technologies Ltd.
9. 6-S Number Game
How do you feel about your score???
What appeared to get in the way of achieving a higher score?
10. Sort (Seiri)
Is everything here really needed?
Why Sort ??
Remove un-needed inventory which occupies space
11. Leaders Role in Implementing “Sorting”
Define what’s necessary and unnecessary?
Item Tagged by: ________________________
Name of Item: __________________________
Date: _________________________________
Location of Item: ________________________
Reason for Red tagging (Check One)
For Office Use Only:
Item No. ___________________________
Disposition:_________________________
__________________________________
Obsolete
Defective
Scrap
Trash
Unneeded
Used once/day
Used once/week
Used < once/month
Seldom Used
Use Unknown
Red Tagging Identify unnecessary items that need to be either thrown out, recycled, sold or relocated
Allocate a central Red Tag area.
Include disposal instructions.
Appoint a review board for
questionable items.
Leave items in the workplace
Set their final location later in the 6S
process
Allocate an area close to workplace
Review on specific date
Store occasionally used items in out
of way locations
12. 6-S Number’s Game
STEP 1: SORT
Our initial analysis shows numbers 50 – 90 are not essential to our daily tasks.
Hence they are removed from the work area
Same rule apply: Strike out numbers 1 to 49 in sequence during a 20 second shift.
Record your individual score, along with the best and worst score from the group.
14. 6-S Number’s Game
How do you feel about your score???
What appeared to get in the way of achieving a higher score?
15. Why Set in Order
Set in Order (Seiton)
Is there a place for everything and is everything in its place?
Before After
16. Leaders Role in Implementing “Set-in-Order”
Determine location for all items
Calculate quantities of each item
Shelving and racking system
Items have specific locations
Shadow boards
Label storage locations
Labelling and Signboards,
Floor Taping, Color Coding
Usage levels Location
Frequently
used
Place near point of use
Used
Sometimes
Place distant from point of use
Rarely Used Placed separately (marked and
labeled clearly for later use)
17. 6-S Number’s Game
STEP 2: Set in Order
We have installed some racking on the job site using a 3 x 3 grid.
We have organized the numbers such that number 1 is located in the bottom left
hand corner and the numbers are sequenced from bottom to top and left to right.
For example: #1 in the bottom left, #2 in the middle left, #3 in the top left
#4 in the bottom middle, #5 in the middle middle, …. And so on.
Same rule apply: Strike out numbers 1 to 49 in sequence during a 20 second shift.
For each specific step in the 6S process, record your individual score, along with
the best and worst score from the group.
19. 6-S Number’s Game
How do you feel about your score???
What appeared to get in the way of achieving a higher score?
20. Sweep / Shine (Seiso)
Is your workplace clean from dirt, grease, and dust from the floor, machine, and material?
Why Sweep / Shine ??
Before After End of Shift
21. Leaders Role in Implementing “Sweep/Shine”
Map of the area and divide into cleaning zones
Checklist of cleaning activity per person per zone
Cleaning Schedule Sheet (Planned v/s Actual)
Establish min. requirements/standards for cleaning
Provide cleaning supplies (e.g. brooms, dust pans,
garbage cans, rags, degreasers, and floor cleaners)
Cleaning Zones
Mopping work area
Plan for Cleaning - Who, What, How
22. 6-S Number’s Game
STEP 3: Sweep / Shine
We have initiated a cleaning system to sweep the work area on a daily basis.
We have organized the numbers such that number 1 is located in the bottom left
hand corner and the numbers are sequenced from bottom to top and left to right.
Same rule apply: Strike out numbers 1 to 49 in sequence during a 20 second shift.
Record your individual score, along with the best and worst score from the group.
24. 6-S Number’s Game
How do you feel about your score???
What appeared to get in the way of achieving a higher score?
25. Standardize (Seiketsu)
Is there one right way to do the work?
Why Standardize
Danger Stop, Emergency Stop, electrical panels
Caution Potential Danger of serious injury
Warning Energized equipment, proceed with caution
Safety First Aid and Safety Equipment
Facility and Safety Signage (OSHA compliant)
X-Ray X-Ray, Alpha, Beta, Gamma, Photon Radiation
Floor and Aisle Marking (OSHA compliant)
Defect, Scrap, Red Tag Area
Aisleways, Traffic lanes
Material or product inspection
Raw material, WIP, Finished goods
Present special physical or health risk (use caution)
Keep clear for operational purpose (non safety related)
Keep clear safety reasons (emergency access,
firefighting equipments etc)
Storage System
26. Leaders Role in Implementing “Standards”
Update documentation to reflect changes
– Defined audit requirements
– Description/picture of the defined standard for the work area
Make sure all stake holders are aware of the new standard
Clearly labelled Nuts/Bolts
storage bins
27. 6-S Number’s Game
STEP 4: Standardize
After in-depth Work Flow Analysis, we have installed a more detailed racking
system.
This allows us to re-organize the numbers in a standard fashion which will ease
the completion of the task
Same rule apply: Strike out numbers 1 to 49 in sequence during a 20 second shift.
Record your individual timing, along with the best and worst timing from the group.
29. 6-S Number’s Game
How do you feel about your score???
What appeared to get in the way of achieving a higher score?
30. Safety
Is safety a universal responsibility of all employees?
Why Safety??
31. Leaders Role in Implementing “Safety”
Provide Basic Safety Awareness Training
Identify Hazard locations
Provide counter measures
Install Machine guards
Wear personal protective equipment
Conduct periodic safety audits and evaluations
Develop incident tracking and investigate process(es) to eliminate root cause
No Job is so
important or so
urgent that we
cannot take the
time to
Do it SAFELY
32. 6-S Number’s Game
STEP 5: Safety
After a review of the resources used in the process, we have provided safer
writing instruments.
Same rule apply: Strike out numbers 1 to 49 in sequence during a 20 second shift.
Record your individual timing, along with the best and worst timing from the group.
34. 6-S Number’s Game
How do you feel about your score???
What appeared to get in the way of achieving a higher score?
35. Sustain
Is there an habit of properly maintaining procedures?
Why Sustain ??
36. Leaders Role in Implementing “Sustainability”
SMARTS approach
Awareness:
Time:
Management
Support:
Recognition:
Satisfaction:
Structured Plan: 6S Audit plan monitored and modified where necessary
Full and continuing support in terms of leadership, resources and
recognition
Understand the 6S steps and the importance of sustaining them
Efforts of the 6S team must be recognized by management
Employees must be given time in their work schedules for 6S
related activities
Execution of 6S initiatives and benefits must be measured and
shared with the organization
37. 6-S Number’s Game
STEP 6: UnSustain
We have recently discovered that two numbers necessary for the completion of the
project are missing.
Identify the two missing numbers as quickly as possible.
Record your individual timing, along with the best and worst timing from the group.
39. 6-S Number’s Game
STEP 6: Sustain
We have recently discovered that two numbers necessary for the completion of the
project are missing.
Identify the two missing numbers as quickly as possible.
This time let’s identify the two missing numbers in a workshop that has
implemented Sort – Set in Order – Shine – Standardize - Safety
41. 6-S Number’s Game
STEP 6: Implement Sustain practice to another work area
This sheet represents our newly improved work place.
Our job during a 20 second shift, is to strike out the numbers 51 to 99 in correct
sequence (e.g. 51, 52, …., 98, 99)
The team score will be represented by the lowest individual score achieved.
Same rule apply: Strike out numbers 51 to 99 in sequence during a 20 second shift.
Record your individual timing, along with the best and worst timing from the group.
43. What’s the benefit of 6-S Visual Control
Benefits to the Employee
Provides opportunity to deliver creative inputs
Work place is made cleaner, safer and simpler
Increases job satisfaction
Improves communication
Benefits to the Organization
Reduces
Waste
Downtime
Defects
Changeover
time
Delays
Improves
Safety
Visual Control
Process Control
Standardization
Delivery
Performance
44. Quantifiable Improvements using 6-S Visual Control
96% decrease in defects
80% decrease in flow distance
70% cut in material handling
68% reduction in rack storage
60% in floor space
50% decrease in annual physical inventory
45% decrease in number of forklifts
15% increase in throughput
12% decrease in engineering cycle times
Source: www.visualworkplace.com, QMIVisual-Lean Institute
Humans struggle with parting ways with things……look at the self-storage industry. Organized approach to sorting. Keeps track of what is being removed.
Eliminate wasted transportation and motion due to extra parts
Reduce time to find what is needed by reducing the clutter
These tags are used to identify unnecessary items that need to be either thrown out, recycled, sold or relocated. They are especially useful as a visual management tool as they easily communicate visually to other staff members that the tagged items are unneeded/unwanted.
Remove all the items from the company within 45-60 days
Do not create piles for removal
Clears the confusion that clutter creates
Removal Procedure
Do not move pile from one part of the plant to another
Items removed from company within 45-60 days
Actively look for best customers
Sell items to employees,
Sell items through local and web based ads
Conduct an auction for the public
Donate to local colleges or trade schools
How quickly can you get things when you need them and how quickly can you put it away
Necessary tools and equipment are easily accessible
Decide how many of each item will be stored in a given location (set height, size, and min/max inventory limits)
Make it obvious when they are not in their correct place.
Paint lines 2 to 4 inches thick
All movable equipment must have a home location
Provide an address for items (Items in rack are labeled)
Place “Keep Clear” designations in places where safety is a concern
Tool Check Card - Effective way to keep track of tools and person using the tool in the different work areas
Color coding the card
Communicate the status of the tool
Tool broken
Tool on order
Tool upgrade
Work from the floor up – focusing on the layout of the area first.
(e.g. Work areas, aisle ways, and floor locations are established)
Facilitate inspection and early detection of problems
Identify and eliminate sources of contamination
Contributes to improved morale, safety, breakdown and defect prevention
Shine process should not be left for a special janitorial staff. It should be every associates responsibility.
Paint equipment, tables, dollies, shelves – Creates showroom like appearance and help make labels, stencils, and other designation stand out
Cleaning and degreasing equipment
Refill fluids as needed
Wipe down work surfaces
Wipe out storage bins
Wipe shelves and racks
Clean tools
Wipe down garbage cans
Sweep and mop the floor
Provide training so that all employees can implement the best practice/standard
Determine standard procedures (based on best practices) and make them visible
Sort - Standardize Red tag procedures and Red tag holding area rule
Set in Order - Standardize location, number and position of all items (standardize colors, shapes, symbols, etc.)
Shine - Standardize cleaning schedules and procedures
Roles and responsibilities need to be clear and consistently applied
To encourage Simplicity, Repeatability, minimize/eliminate Variability, Accountability
All tool boards are painted the same color
Boards have shadows and tool labels
Boards are identified with an address
Reduced injuries and work-related illness
Safety and Quality go hand in hand
Improvements in productivity and morale
Cost savings – medical insurance and emergencies
All safety equipment is present and is regularly maintained e.g. fire extinguishers, Personal Protective Equipment (PPE), First Aid kit
All required signage is in place e.g. exits, hazards
All trip hazards are eliminated
All electrical cabling is safely routed
All equipment and lighting is in working order
All floor surfaces are in good condition
All walkways and stairways are clearly marked and free from material and other obstacles
Cost savings – medical insurance and emergencies
All safety equipment is present and is regularly maintained e.g. fire extinguishers, Personal Protective Equipment (PPE), First Aid kit
All required signage is in place e.g. exits, hazards
All trip hazards are eliminated
All electrical cabling is safely routed
All equipment and lighting is in working order
All floor surfaces are in good condition
All walkways and stairways are clearly marked and free from material and other obstacles
Ensue that employees understand that maintaining the levels of workplace organization is top priority
Use self discipline, develop good habits, develop visual controls,
Maintain the momentum generated during the initial implementation of 6S
Ensure that Routines and Schedules specified in the standardized phase is properly maintained
Build a continuous improvement culture which recognizes standards and invests in maintaining and developing them (through audits)
Ingrain 5S as a culture through training and ongoing discipline – control, communication, train, monitor, improve
Pocket Manual – Act as reminders
Slogans – Help communicate the message
Displays – “before” and “after” pictures
Newsletter – Provide updates on ongoing projects
Suggestion box – Provide opportunities to suggest improvement
6S audit sheet
6S corrective action tracking sheet