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Title: Introduce 5S Methodology ADDVALUE - Nilesh Arora


1
5-S Methodology
by
Best Performing Consulting Organization
Adding Value In Totality !!
2
Introduction to 5S
  • 5S is an approach originally developed in Japan
    for better house keeping. Now it is been utilized
    for keeping better work place.It includes 5 steps
    which are to be followed sequentially.
  • Following Japanese terms collectively are as
    called 5S
  • 1S - Seiri or Sort
  • 2S - Seiton or Set In Order
  • 3S - Seiso or Shiny Clean up
  • 4S - Seiketsu or Standardize
  • 5S - Shitsuke or Sustain
  • By Implementing 5S one will get to know how
    cleanliness, orderliness, safety practises and
    better work environment results in increased free
    space, higher yield and transparency in work.

3
Requirements of 5S
  • To implement 5S following are the requisites
  • Consciousness for
  • Strong determination
  • Training
  • Constant Efforts
  • Ability to
  • Judge what is important
  • Attention to details
  • Continuous implementation through total employee
    participation and better communication

4
1st S Seiri or Sort
It aims at taking out unnecessary items and
dumping it into garbage(i.e Red Tagging)
  • Step 1 Tagging the following
  • Not needed at all
  • Needed But Not Now
  • Needed But Not Here
  • Needed But Not So Much Quantity
  • Step 2 Entry in Red tag Register
  • Step 3 Assign Red Tag area and
  • dump the scrap

5
Tools
Step 1
Step 2
Step 3
6
Action during Seiri
7
What do we attach red tags to ?
  • Red tag anything that is not needed !
  • In manufacturing departments that means checking
    stock, machines, equipment, particular locations
    such as shelves , etc.
  • In clerical departments it includes documents,
    stationery and machines .
  • However, you should never ever red tag people,
    even if you are sometimes tempted to!

8
Key Indicators
  • Indicators of success
  • Decrease in unnecessary items and reserved stocks
  • Reduction in sq.ft area consumed
  • Checklist
  • Do you find items scattered in your workplace?
  • Are the boxes ,papers and other items left in a
    disorganized manner?
  • Are there equipment and tools on the floor ?
  • Are all items sorted out and placed in designated
    spots?
  • Are tools and stationary properly sorted and
    stored ?

9
Result from Seiri
Created free space
10
SEIRI - Removed Unwanted Items
Cash flow improved!
11
2nd S Seiton or Set In Order
  • It aims at arranging the necessary items in
    proper order so that they can be easily picked up
    for use
  • Steps for Seiton
  • Systematic Arrangement is a form of
    standardization
  • 3 Keys are the basic rules for Storage
  • Fixing Position
  • Fixing Quantity
  • Signs for Storage of Work-in Progress

12
Systematic Arrangement
KEYWORD 3 POINTS
3 KEYS
  1. Can see
  2. Can take out
  3. Can return
  1. Where?.. Fix position
  2. What? Fix items
  3. How many? Fix quantity

- Anybody - Immediately
3 KEYS
It answers the question What items are to be
kept ,where and in how much quantity ?
13
Rules for Storage
  • Search Free
  • Count Free
  • Air Free
  • Climb Free
  • Bend Free
  • First In, First Out
  • Heavy/ Tall Things On Bottom Shelves
  • Fast Moving Materials Close To Point-of-use/
    Point-of-issue
  • Adequate Lighting
  • Adequate Ventilation

14
Fixing Position
15
Fixing Quantity
  • Limit the size of storage places and shelves.
  • Clearly indicate minimum and maximum stock
    quantities
  • Maximum red
  • Minimum Green
  • A mark is better than numbers.
  • Quantity should be clear at a glance , without
    the need for counting.

16
Rules for deciding where
  • Usage frequency Rules for deciding where
  • 1. Every day - Within Prime Real Estate of
    User (exclusive use)
  • 2. Occasionally -Within the gemba (to be shared
    by people at the
    gemba)
  • 3. Seldom - Within the company/unit (to be
    shared by all in
    company)
  • Avoid use of horizontal surfaces for hand tools
    and light material generally not applicable to
    direct material.
  • Each piece of an item should be kept separately,
    as far as practicable.
  • Introduce Kanban cards to facilitate re-ordering
    in stores.

17
Tools
  • For Eg. Colour coding for files/tools, tool
    organizer to organize tools, shelf colour/tagging
    etc.
  • The purpose of 5S Seiton is to find a place for
    everything within your working area, everything
    should be located as close as possible to where
    it is needed and at a location that is both safe
    and easily reached
  • Following are few eg.

18
Examples
After
Before
19
Search Time Elimination
Fan Electrical Switches Identified
20
Shadow Boards
Only shadow .. Empty board
Shadow board with tools
21
Pre fixed location
22
Identity at empty place
You know who has taken the file
23
Operation Standards At Operators Eye Level
24
Seiton - Arrangement of Moulds
25
Marking Reference Materials with an Oblique Line
Out of Order
In-Order
26
Seiton for Store
  • Warehouse is where material is dumped in any
    quantity.
  • Store has Reserved Seats.
  • Make your Store
  • Search free
  • Air free
  • Climb/Bend free
  • Count free
  • FIFO

27
Seiton-Floor Markings for Standard
WIP
28
Seiton
When bin is empty, card is placed here, to be
picked up periodically by Purchase
Two-Bin System
Kanban card
29
Seiton
Oil Storage Systematic Arrangement
Transparent containers litres marked red reorder
Drip catcher
30
Seiton- Floor marking guideline 1/2
31
Seiton- Floor marking guideline 2/2
32
Painting Standard
TYPE TYPE COLOR WIDTH (cms) NOTES
Dividing lines Exits/Entrances Door openings Traffic flow lines Tiger pattern Dividing lines Exits/Entrances Door openings Traffic flow lines Tiger pattern Yellow Yellow Yellow Yellow Black Yellow 8-10 8-10 8-10 8-10 8-10 Solid lines Broken lines Broken lines Arrows Stripes
Storage Space lines Work-in-progress Work tables Ashtrays, etc. Defective items White White White White 5 5 3 5 Solid lines Corner lines Broken lines Solid lines
33
Actions in Seiton
34
Seiton
  • Success Indicator
  • Reduction in handling/searching time
  • Checklist
  • Are passage ways and storage places clearly
    indicated?
  • Are commonly used tools and stationery separated
    from those seldom used?
  • Are containers and boxes stacked up properly?
  • Are fire extinguishers and hydrants readily
    accessible?
  • Are there grooves, cracks or bumps on the floor
    which hinder work or safety?

35
3rd S- Seiso or Shiny Clean up 1/2
  • Clean your workplace so that there is no dust. In
    workplace, it becomes easy to trace leaks, cracks
    etc.
  • This stage has two goals
  • Determine and gain agreement on the desired level
    of cleanliness
  • Learn how to make new routines so this will
    become standardized (in the Seiketsu stage)
  • Several questions help this stage to be more than
    just "polish until it shines for inspection"
  • How much cleanliness is required for safety, for
    ease of use, and to minimize equipment breakdown?
  • How clean should the environment be for comfort
    and morale?

36
Seiso 2/2
  • How will cleanliness improve product quality?
  • While cleaning, do we notice maintenance issues
    that should be addressed?

Cleaning Targets
  • Surroundings
  • Equipment
  • Storage Areas

37
Surroundings What to Clean ?
  • Floors
  • Work areas
  • Aisles
  • Walls
  • Pillars
  • Ceilings
  • Windows
  • Rooms
  • Electric Lights

38
Maintaining A Spotless Workplace
  1. Are there any unnecessary items around you ?
  2. Are all files folders immediately accessible ?
  3. Is cleaning done every morning ?
  4. Is clearing up done every day after work ?

39
Consolidating Daily Cleaning

Procedures
  • The purpose of cleaning is to get rid of all
    dust and dirt and keep the workplace spotless.
  • Do you clean your workplace every day?
  • Decide what to clean.
  • Decide who is in charge of each cleaning task.
  • Decide on cleaning methods.
  • Prepare cleaning tools and equipment.
  • Implement cleaning.

40
Identifying abnormality during Shine
  • After the cleaning is done, special care should
    be taken
  • 1. To reorganize problem areas
  • 2. Fix equipment that may be leaking
  • 3. Take steps necessary to ensure that the
    problem will not persist in the future.

41
Example of 3S
Factory Surroundings
42
Front area and Scrap yard are comparable
SCRAP YARD
FACTORY ENTRANCE
43
Shine in heavy machines
Machine lifted above the floor easy to
clean from 6 sides
44
Appropriate light for workplace
Transparent Sheets
Dark to bright
45
  • 5 mins. For 5 S.

46
Seiton
  • Indicators of Success
  • Reduction in machine downtime
  • Increased life of machine parts
  • Reduction in number of accidents
  • Reduction in rejection/rework
  • Checklist
  • Are the floor surfaces dirty ?
  • Are machines and equipment dirty?
  • Are wires and pipes dirty or stained?
  • Are machine nozzles dirtied by lubricants and ink
    ?
  • Are shades, light bulb and light reflectors dirty?

47
4th S- Seiketsu or Standardize
  • This phase draws on the notes from the Seiso
    stage
  • A practical target is to have all workers take
    five minutes every day to tidy up after
    themselves including the time to complete and
    sign the checklists
  • By dividing the work among all the employees
  • No-one has a huge burden
  • No-one seems unproductive
  • Morale improves because everyone has a common
    purpose
  • Supervisors should monitor compliance with
    Seiketsu.
  • The checklists make this both important and
    achievable.

48
What Is To Be Standardised
  • Workstation layout, work area layouts.
  • Work in Process (WIP).
  • Sequence of work.
  • Cycle time of work .
  • Material and tools used.
  • Machines and their process parameters.
  • Quality parameters, methods of measurement,
    reaction plan and reporting method.
  • What, Where, When, Who How of work .

49
Methodology to practice 4S
  • Preparation of S.O.P.( Standard Operating
    Procedure) for all the activities to be carried
    out to maintain 1S,2S, 3S.
  • Following areas shall be covered while preparing
    S.O.P.
  • Machine Equipment maintenance.
  • Manufacturing Processes maintenance.
  • Work Place maintenance.
  • Quality Standards and Procedures maintenance.

50
PDCA------gtgtSDCA

51
Seiketsu
  • Indicators of Success
  • Number of areas/cover made transparent
  • Number of new problems exposed solved
  • Checklist
  • Is the standardization system company-wide ?
  • Is the setting, revision , and abolition of
    standards encouraged ?
  • Have official procedures been laid down for
    setting, revising, and abolishing standards ?
  • Is accumulation of technology promoted ?
  • Are standards being utilized ?
  • Are standards up to-date and capable of being
    put into practice

52
5th S- Shitsuke or Sustain 1/2
  • Clear deliverables communication.
  • Score Keeping
  • Continuous improvement with cyclic mini-5S
    events.
  • Tools
  • Training and Awareness of 5S
  • Dedicated 5S team
  • Clear 5S Map and Responsibilities/Ownership.

53
Shitsuke 2/2
54
5'S' Radar Chart
1 S SORTING
20
Section
Date
15
10
2 S SYSTEMATIC ARRANGEMENT
5 S SELF DISCIPLINE
5
0
4 S STANDARDIZATION
3 S SPIC SPAN





Marks
Month
100
80
60
40
Graph
20
55
Checklist 1/2
STEP II 5S Checklist Section Section Class Class
STEP II 5S Checklist Checker Checker Date Date
5S Checking Item
5S Checking Item Marks Marks Marks Marks Marks Marks
1. The Red Tag Tactic has been implemented. 0 1 2 3 4 /20
2. There are no unnecessary items at the workplace. 0 1 2 3 4 /20
3. Maximum quantity levels are clear at a glance. 0 1 2 3 4 /20
4. Quantity control is in effect for storage. 0 1 2 3 4 /20
5. There are no extra quantities in the work area. 0 1 2 3 4 /20
6. Office organization and clearing up have been implemented. 0 1 2 3 4 /20
7. Organization of jigs tools by shape is in effect. 0 1 2 3 4 /20
8. Organization of materials, oil, jigs tools by color is in effect. 0 1 2 3 4 /20
9. Parts for mass production are stored by product. 0 1 2 3 4 /20
10. Lines for jigs tools have been created. 0 1 2 3 4 /20
11. Cleaning has become habitual. 0 1 2 3 4 /20
12. Cleaning includes checking. 0 1 2 3 4 /20
13. Responsibility for each cleaning area has been determined. 0 1 2 3 4 /20
14. A checklist for cleaning checking is being used. 0 1 2 3 4 /20
15. The whole workplace is sparkling clean. 0 1 2 3 4 /20
Better than Average
Total
Unsatis- factory
Not too bad
Sufficient
Average
SORTING
SYSTEMATIC ARRANGEMENT
SPIC SPAN
Contd
56
Checklist 2/2
STEP II 5S Checklist Section Section Class Class
STEP II 5S Checklist Checker Checker Date Date
5S Checking Item
5S Checking Item Marks Marks Marks Marks Marks Marks Marks Marks
16. There are standards for the elimination of unnecessary items. 0 1 1 2 3 4 4 /20
17. Immediate action is taken if storage becomes disorderly. 0 1 1 2 3 4 4 /20
18. Cleaning is initiated whenever if dirt is discovered. 0 1 1 2 3 4 4 /20
19. The whole factory is clean inside out. 0 1 1 2 3 4 4 /20
20. The first three steps of 5S have become habitual. 0 1 1 2 3 4 4 /20
21. The boss is very active with regard to 5S. 0 1 1 2 3 4 4 /20
22. All the workers are enthusiastic about 5S. 0 1 1 2 3 4 4 /20
23. The boss gives stern criticism for disorder at the workplace. 0 1 1 2 3 4 4 /20
24. Subordinates respond positively when criticized. 0 1 1 2 3 4 4 /20
25. Everything is based on 4W1H. 0 1 1 2 3 4 4 /20
Total marks
Better than Average
Not too bad
Total
Unsatis- factory
Sufficient
Average
STANDARDIZATION
SELF DISCIPLINE
57
The factory where 5S has taken root
  • So, what were the results of the 5S Checklist?
  • If your total mark was below 30, its a good idea
    to go back Gemba

Checkpoint Total marks
1. 0 -30 Unsatisfactory Back to Gemba
2. 31-50 Below Average Review particularly those items with low scores, and redo the test
3. 51-70 Average Needs reinforcement of weak points
4. 71-90 Above Average But aim even higher
5. 91-100 Excellent Keep up the good work !
58
Shitsuke
  • Indicators of success
  • High Employee morale
  • Involvement of people in the movement
  • Checklist
  • Are regular 5S checks conducted?
  • Do people clean without reminder?
  • Do people follow rules instructions?
  • Do people wear their uniforms safety gear
    properly?
  • Do people assemble on time?

59
How to implement 5S
Define Scope
  • Who?-Define the 5S team and participants with the
    visuals.
  • Where?-Identify where exactly boundary starts and
    ends?

60
How to implement 5S 2/3
Define Scope
  • What?-Define the 5S job responsibility with
    required resources?
  • When?-Settle down a plan for 5S activities with
    target dates and checklist for routine

61
How to implement 5S 3/3
Collect Baseline Data
  • Use pictures and data
  • Use pictures of Before and After (Inside
    outside,Above-under)

62
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63
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