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- 2. Goals Added Value Secure places of work Competitive capacity Growth Kaizen Ultimate Goals
- 3. Why Kaizen? Price Price Profit Cost TraditionalThinking Cost + Profit = Price KaizenThinking Price - Cost = Profit Profit Price Price 2
- 4. Contents 1. What is 5S? 2. Planning Stage 3. Implementing Stage 4. Sustaining Stage 01-3
- 5. How mess occurs at workplace? Necessary Unnecessary Not necessary now, but maybe in the future 01-4
- 6. 01-5 Correction Transportation Over ProducedMotion Inventory Over Processed Waiting 5S Eliminate 7 Waste Why it is important
- 7. 5S Benefits to YOU It will make your workplace a safer, cleaner and more pleasant place to work Make your job more satisfying. Eliminate overburdens and disappointment. Make it easier to communicate with everyone you work with Gives you an opportunity to give creative input how your work place should be 01-6
- 8. 5S Benefits to Organization Stability in the process allow optimization Zero defects brings higher quality Zero waste brings reduced cost Zero delay brings reliable delivery Zero accident increase safety Zero breakdown, increase productivity Zero complaint brings greater confidence and trust 01-7
- 9. 8 What is 5S ? Sort Seiri Set-In-Order Seiton Shine Seisou Standardize Seiketsu Sustain Shitsuke 1. 2. 3. 4. 5.
- 10. 9 Remove all items from the workplace that are not needed for current production or administrative operation. Keep “only what is needed, only in the amount needed, and only when it is needed”. What is 5S ? Keep it Red Tag Discard No Tag Sort1.
- 11. What is 5S ? 01-10 Why Sort is important? Space, time, money, energy and other resources can be managed and used most effectively Problem and hassle in the work flow are reduced. Communication between employees is improved. Product quality and Productivity is enhanced.
- 12. What is 5S ? 11 Arranging needed items in the way easy to use and labeling them so that easy to find and put away(visual management) Set-In-Order2.
- 13. 01-12 Set in order Arrange needed items so; it is easy to use. label them so that anyone can find them easily and put them agin. Set-in-order is important because it eliminates; Time spent searching for an item Motion wastes Difficulty returning item to its original place Excess inventory Reduce damage safety What is 5S ?
- 14. 01-13 There are two strategies correspond to set- in-order; 1. Visual Control 2. Motion Economy What is 5S ?
- 15. 01-14 1. Visual Control Strategy A visual control is any communication device used in the work environment that tells us at a glance how work should be done. We can implement standardization in such a way that all standards are identified by visual control. What is 5S ?
- 16. 01-15 Visual Control Techniques common visual control techniques; 1. Signboard strategy 2. Painting strategy 3. Color-code strategy 4. Outlining strategy 5. Visual Management Board (Kaizen board) Strategy What is 5S ?
- 17. What is 5S ? 1. Signboard strategy signboards are used to identify what, where and how many There are three types of signboards Location indicator Item indicator Amount indicator
- 18. What is 5S ? 2. Painting strategy Is a method for identifying locations on floors and walk ways 01-17
- 19. What is 5S ? 3. Color-Coding strategy 01-18
- 20. What is 5S ? 4. Outlining strategy 01-19
- 21. 5. Visual Management Board (Kaizen board) Strategy Kaizen Board Standard size 2 times flipchart paper 01-20 What is 5s? Staff performance Improvement/ success corner Problem/idea corner Solution corner Staff performance maintenance tool
- 22. 01-21 2. Motion Economy Strategy The process of removing motion waste involves eliminating unnecessary motion from existing operation. By locating items in the best location possible, we can minimize motion waste. What is 5S ?
- 23. 01-22 Implement Motion Economy Below are three examples of elimination motion waste; 1. Keep frequently needed items close to you and rarely needed items away. 2. Frequently needed items are arranged for easy retrieval ergonomically. 3. Keep the processes close to each other and eliminate zig-zag motion between them. What is 5S ?
- 24. Tool Box Ex: 30 Second Rule What is 5S ? 01-23
- 25. 24 What is 5S ? Shine Seisou3.
- 26. What is Shine Shine means keep everything clean. When we Shine, we can’t avoid inspecting the item at the same time. Therefore Shine and Inspect come together. Page 25 of 65 What is 5S ?
- 27. Benefits from Shine Clean and comfortable workplace. Increase visibility to defects when it occurs. Helps to maintain safer workplace. Good working environment increase morale. Early detection of machinery and equipment failure. Page 26 of 65 What is 5S ?
- 28. TAKE FIVE Take five minutes to think about the following question & to jot down your answer. What are some of the Sort, Set in order and Shine routines that are already part of your life? 01-27
- 29. 28 What is 5S ? Standardize Seiketsu4.
- 30. What is Standardize Standardize is the method you use to maintain the first three pillars (Sort, Set in order and Shine) Make it a rule to perform given work in the given manner. Standardize is different from the first three pillars because it is a method used to sustain the first three pillars rather than housekeeping activity. What is 5S ?
- 31. Benefits from Standardize The basic purposes are to; 1. Lead to workplace standardization prevent setbacks in the first three pillars Make implementing them a daily habit Ensure that all the three pillars are maintained in their fully implemented state. 2. Lead to work standardization Muda elimination Quality improvements Cost reduction Delivery time improvements Process improvements What is 5S ?
- 32. What is 5S ? Sustain Shitsuke5. Means making a habit of properly maintaining correct procedures
- 33. Some techniques to sustain 5S Slogan 5S poster 5S newsletter and kaizen board 5S audit awarding systems Big cleaning day 5S month Benchmarking tour What is 5S ?
- 34. 5s Tags Labeling items with different color to make decision on the item. It’s standard to separate unwanted items from the other. 01-33
- 35. All the items identified as being unnecessary can be categorized as follows. Rubbish This can be immediately disposed of in the appropriate waste container. Wrong Location Items to be returned to their correct location – can be done immediately 01-34
- 36. Green Tag Items identified as needed, but not by your work area – attach a Green Tag (sample below) and place in the holding area identified for surplus and unwanted items. This could include items that are used in your work area, but you either rarely use them so they can be stored at another location or you don’t need multiple quantities of the same item. 01-35
- 37. Yellow Tag Items identified as something that may be needed, but are only to be kept for a short time before disposal – attach a Yellow Tag (sample below) and place in the holding area identified for surplus and unwanted items 01-36
- 38. Red Tag Items identified as clearly not having or no longer having any useful purpose in your work area – attach a Red Tag (sample below) and place in the holding area identified for surplus and unwanted items This could include items that may be, but are not necessarily rubbish because they could have a rework or scrap value. If not, the decision should made quickly for disposal as rubbish. 01-37
- 39. Quiz Exam 01-38
- 40. What is next ? What is 5S ?
- 41. Planning Stage 1. 5S organization structure 2. Recognition of current condition 3. Deciding activity range 4. Goal setting 5. Planning stage 6. Budgeting 7. Kick-off Steps for planning
- 42. Chairman 5S Committee Members (leader, members) 5S Committee Members (leader, members) 5S Committee Members (leader, members) 5S Committee Members (leader, members) 5S Promotion Office 5S Audit Office Planning Stage 1. 5S Organizational Structure
- 43. 5S Promotion office duties Prepare over all 5S implementation plan at company level. Follow up standardize 5S activities at the company. Perform any other 5S related activities. Organize &Training Planning Stage
- 44. Planning Stage 2. Recognition of current condition by using 5S Checklist and 5Scheck list.xls Photography (Next page)
- 45. Photography (1) Fixed-point Observation Type Fix the location of the camera and do photo shoots at the same place both before and after KAIZEN. Before KAIZEN After KAIZEN Planning Stage
- 46. 45 (2) Random Type Planning Stage
- 47. 46 3. Decide Activity range Company -wide Limiting to Production Division Limiting to Shop Limiting to group Selecting model shop Others Variety of Alternatives Planning Stage
- 48. Planning Stage Decide 5S promotion blocks. Sample Block C BlockE Block F Block B Block D BlockA
- 49. Planning Stage 4. Goal setting 5S Committee Recognition Of current condition 1 Evaluation 2 Setting goal 3 Post 4
- 50. Sort Activity Plan Sheet (Sample) Planning Stage 01-49
- 52. 2) Setup of activity time In case of 5S activity on Sustaining Stage (e.g. Cleaning) Type of cleaning Time Frequency (timing) Daily cleaning 5 – 10 min. Minor operation before/after working hour at each shop Weekly cleaning 15 – 30 min. Weekend Monthly cleaning 30 – 60 min. End of month Big cleaning days 2 – 4 hrs. Before national holidays Location which is not easy to clean 1 – 2 days In case of necessity for assistance request to other division Planning Stage
- 53. 52 Planning Stage 3) Training plan 5S Committee
- 54. 6. Budgeting It is necessary to prepare a budget for 5S activity because it costs money. Planning Stage
- 55. 7. Kick-off (Declaration of 5S activity) Inform all employees of kick-off Declare the policy Explain the activity Assemble all employees Kick-off Planning Stage
- 57. Implementation Stage Procedure For Sort Activity Preparation Necessary items Quantification Set-in-order activities Making a Shop Stock List Unnecessary items Evaluation of unnecessary items Disposal of unnecessary items Red Tag Strategy Shine Activity In parallel Set-In-Order activity
- 59. 58 Implementation Stage Procedure For Set-In-Order Activity Set targets for Set-In-Order Activity Implementation of Set-In-Order Decision of schedule and work allocation Preparation of tools for Set-In-Order Activity Decision of location, Storage, Indication method
- 61. 60 Implementation Stage Determine shine target area Start to shine Preparing proper tools for shine Determine shine methods Determine shine assignments
- 63. Standardize means to set up rules for Sort, Set-in- order and Shine Activities It is all about “Make up the rules and follow them!” Implementation Stage 01-62
- 64. Standards for Sort Red Tag Rules • When to Red Tag • How to Red Tag • What’s go on the Red Tag • more… Rules for the Red Tag Holding Area • When to clear out • How to dispose of items • more… Implementation Stage 01-63
- 65. Standards for Set-in-order • Which items • Where • How many • Who replenishes • Return all items… • What to do when items are missing • Visual standards – signs, lines, labels and color coding more… Implementation Stage 01-64
- 66. Standards for Shine Clean and Inspect (C&I) Show the task, person responsible, items needed, frequency, desired workplace Where to keep cleaning supplies, how to replenish when finished more… Implementation Stage 01-65
- 68. 67 Let’s sustain the gains ! The Questions Is “How to Sustain ?
- 69. 68 Let’s sustain the gains ! 1. Patrolling a. Top management Patrol Must Check Up the activities Comprehensively Give emphasis on sustaining of the activity consider committees feedback
- 70. 69 Let’s sustain the gains ! Making a round tour of workplace
- 71. 70 Let’s sustain the gains ! b. 5S Committee members and Promotion office Patrol Must Evaluate “5S Check List” Record problems on”5S check findings” Tack picture of 5S problems
- 72. 71 Let’s sustain the gains ! c. Mutual patrol Check mutually among 5S groups d. Self patrol 5S leader and members check the results of activity by themselves. e. Checklist patrol Point out the problems by themselves at site as well as evaluate the results and encourage members to urge KAIZEN. f. Camera patrol Visibly highlight the problems and progress of the activity using photographs.
- 73. 2. Use Slogan and Poster of 5S Activity It encourage all the participants. ＜Samples of slogan＞ “Refresh yourself and workplaces by 5S activity.” “Let's maintain current 5S activity and KAIZEN for tomorrow” “We polish “Our Minds” as well us our factories” 01-72
- 75. Let’s sustain the gains ! 3. Awarding System awarding for 5S promotion results according to evaluation is recommended. Awards may be - For Good performance - Award for efforts - Award for good Ideas Prize winner - Group - Individual 01-74
- 76. 01-75 Promotion results must be shared by all the members Let’s sustain the gains !
- 77. E K I 01-76
- 78. 77 1. Sort activity Red Tag Sample Classification □1.Material □2. Part □3. Inventory in-process □4.Product □5.Equipment/facilities □6.Cutting tool □7.Jig □8.Fixing □9.Others A: Reason for item of 1 to 4 □a. Miscalculation/mistakes in sales/production plan □b. Order cancellation □c. Design/specification change □d. Design error □e. Order error □f. Receipt error (Insufficient inspection) □g. Machining error □h. Assembly error □ i. Obsolescence, Long time storage □j. Others B: Reason for item of 5 to 9 □k. Ageing □l. Out of order □m. No longer applicable □n. Others Location: Part No.: Quantity:Name of item: DateName of applicant: No. Red Tag Classification □1.Material □2. Part □3. Inventory in-process □4.Product □5.Equipment/facilities □6.Cutting tool □7.Jig □8.Fixing □9.Others A: Reason for item of 1 to 4 □a. Miscalculation/mistakes in sales/production plan □b. Order cancellation □c. Design/specification change □d. Design error □e. Order error □f. Receipt error (Insufficient inspection) □g. Machining error □h. Assembly error □ i. Obsolescence, Long time storage □j. Others B: Reason for item of 5 to 9 □k. Ageing □l. Out of order □m. No longer applicable □n. Others Location: Part No.: Quantity:Name of item: DateName of applicant: No. Red Tag Classification □1.Material □2. Part □3. Inventory in-process □4.Product □5.Equipment/facilities □6.Cutting tool □7.Jig □8.Fixing □9.Others A: Reason for item of 1 to 4 □a. Miscalculation/mistakes in sales/production plan □b. Order cancellation □c. Design/specification change □d. Design error □e. Order error □f. Receipt error (Insufficient inspection) □g. Machining error □h. Assembly error □ i. Obsolescence, Long time storage □j. Others B: Reason for item of 5 to 9 □k. Ageing □l. Out of order □m. No longer applicable □n. Others Location: Part No.: Quantity:Name of item: DateName of applicant: No. Red Tag * Sort-Red Tag
- 79. * Sort-Red Tag 01-78 Red Tag Sample Front Back
- 80. Red Tagging Procedure 1. Sort Necessary and unnecessary items 2. Decide Red tag Holding Areas 3. Attach red tag to unnecessary items 4. Taking unnecessary things to “Red tag Holding Areas“ 5. Decision Making 6. Listing all unnecessary things in the Unused Article List 7. Listing all necessary things in the Shop Stock List * Sort-Red Tag 01-79
- 81. 01-80 Example of Red Tag Items Obsolete equipment Unused machinery or equipment Doubtful item * Sort-Red Tag
- 82. 81 Disposal of unnecessary items Holding Area Holding Area Holding Area B StorageOffice A * Sort-Red Tag
- 83. 82 * Sort-Planning Stage 1. 5S organization structure 2. Recognition of current condition 3. Activity range 4. Goal setting 5. Planning stage 6. Budgeting 7. Kick-off
- 84. * Sort-Evaluation of unnecessary items 01-83
- 86. *Sort-Red Tag 01-85 “Red Tagged” Item An item with red tag is asking three questions; Is this item needed? If it is needed, is it needed in this quantity? If it is needed, does it need to be located here? Red tag item is subject to; Hold in a “Red Tag Holding Area” for certain time period to see whether they are needed. Disposed of. Relocated. Left exactly where they are.
- 87. *Set-In-Order - Decision of location and method First In First Out FIFO Setting Set-In-Order Rule Visual management 01-86
- 88. 87 *Set-In-Order - Decision of location and method Temporary Storage
- 89. 01-88 *Set-In-Order - Decision of location and storage method
- 90. *Set-In-Order - Decision of location and storage method 01-89
- 91. There are two types of indication. Indication by classification Indication by location [Process, Production line, Partition] Scissors Spanner Pliers Pincher Spanner Indication by classification Common tools Cart Cart Indication by location *Set-In-Order -Decision of display method 01-90
- 92. Example .. *Set-In-Order -Decision of display method 01-91
- 93. Standards for indication of fixed position *Set-In-Order -Decision of display method 01-92
- 94. fixed position Indications Example ... *Set-In-Order -Decision of display method 01-93
- 95. C4C3C2C1 C7C6C5 B4B1 B2 B3 B5 B6 B7 A4 A5 A6 A7A1 A2 A3 A4 A5 A6 A7A1 A2 A3 B4B1 B2 B3 B5 B6 B7 C4C3C2C1 C7C6C5 Example ... *Set-In-Order -Decision of display method 01-94
- 96. Indication of pathways *Set-In-Order -Decision of display method 01-95
- 97. 96 *Set-In-Order – Preparation Of Tools
- 98. 5S assignment map. (Layout chart) Carrying-in route for materials Material Block Admin. & Accounting Block Sales Block Painting Block Shipping BlockMachining Block Machining Block Stock Room Warehouse Rest Room Packing Block B YYYY Block A XXXX Block 1 Production Block B YYYY Block B Finished Goods RM Block Production Block Production Block A Sample Maintenance Block **Determine shine assignments 1. Demarcation for each teams 2. Who is responsible for each block
- 99. **Determine shine assignments A 5S schedule should include at list 1. Who is responsible 2. Which area 3. Which days and time allocated 01-98
- 100. Type of cleaning Time Frequency (timing) Responsibility Daily cleaning 5 – 10 min. Minor operation before/after working hour at each shop Team A, Team B Weekly cleaning 15 – 30 min. Weekend Mr. X and Mr. Y Monthly cleaning 30 – 60 min. End of month All employee General cleaning several times a year 2 – 4 hrs. Before consecutive holidays All employee Location which is not easy to clean 1 – 2 days In case of necessity for assistance request to other division Team C Ex shine schedule **Determine shine assignments 01-99
- 101. ** Determine shine methods Determine shine methods Choosing targets and tools:- define what will be cleaned in each area and what supplies and equipment will be used Perform the five minute shine:- cleaning should be practiced daily and should not require a lot time Creating standards for shine procedure:- peoples needs to know what kinds of procedure to follow in order to use their time efficiently; Otherwise, they are likely to spend most of their time getting ready to clean 01-100
- 102. Visual sense •dirt •Breakage •Missing parts •Oil leakage •Water leakage Tactile sense •Heat •Overcooling •Bolt/nut loosening Smell sense •Abnormal odor Hearing sense •Abnormal sound Developing Inspecting methods (How and When) ** Determine shine methods 01-101
- 103. Example 01-102 ** Start to shine
- 104. 103 ** Start to shine
- 105. 101-104