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## 5S EVENT TRAINING This material is designed to provide an understanding of the basic concepts and tools used in a 5S workplace and the goals of a 5S event. It is a supplement and may be used by Event leaders for a training aid. Overview Sort Summary Set-In-Order Summary Shine Summary Standardize Summary Sustain Summary 5S Projects Agenda Further Resources \ Books on 5S OVERVIEW WHAT IS 5S, AND WHY DO WE WANT TO DO IT? 5S represents 5 disciplines for maintaining a visual workplace. These are foundational to Kaizen and a manufacturing strategy based "Lean Manufacturing" concepts. 5S is the starting point for improvement activities that ensure our company’s survival. The 5 disciplines are: 1. SORT - Remove all items from the workplace that are not needed for current operations. Leave only the bare essentials. Targets excess inventory, obsolete items, quality defects, unneeded tools/equipment Will use red tags, local and central red tag holding areas; Account for discarded items Take before and after pictures 2. SET IN ORDER – Arrange needed items so that they are easy to find, use and put away. Consider motion economy Use painting, outlining and signboard strategies, Visual 5S 3. SHINE – Sweeping, wiping-off equipment, painting and assuring everything stays clean. Create 5S schedules for painting Must create cleaning inspection checklists Create current and future shine targets 4. STANDARDIZE – Method to maintain the first 3 disciplines (sort, set-in-order, shine) Prevention steps for clutter-suspension, incorporation, elimination Integrate 3S duties into regular work with 5S job cycle charts, 5 minute 5S, visual 5S activities 5. SUSTAIN – A top-down support of the ongoing 5S process. Must create the conditions to support 5S Allocate time Create awareness Provide a structure Show support Offer rewards and recognition Encourage training/participation [top] [back to main page] The First Discipline SORT Sort: This means that you remove all items from the workplace that are not needed for current production. You must first ask, "what job is performed here?" Leave only the bare essentials for the job. When in doubt, toss it out! Why?... When the sort discipline is well implemented: problems in the work "flow" are reduced / throughput is increased communication between workers is improved product quality is increased wasted space is reduced wasted time looking for parts or tools is reduced overstocking is avoided The Red-Tag Strategy: This is simply a method for identifying potentially unneeded items in the factory or warehouse, evaluating whether they are needed, and dealing with them appropriately. As implied, red tags are used to identify items removed from the work area for evaluation. In order to implement red-tagging effectively, a red-tag holding area must be created. People tend to be more ready to let go of questionable items if they are not needed after a given time of review. A red-tag holding area is an area set aside for use in storing red-tagged items that need further evaluation. Each department or production area that participates in red-tagging should create a local red-tag holding area to manage the flow of red-tagged items within the department or local production area. If items are not needed in the area, they can be reviewed in a central red-tag holding area, created to manage the flow of items that cannot be disposed of by individual departments. There are seven steps in the red tag process : Launch the red tagging project Identify red tagging targets (specify the types of items and the physical work areas to be evaluated) Set red-tagging criteria. Ask three questions: Is it needed? In what quantity? Where does it need to be located? Make red-tags (note: these are already made; see Administrative Assistant) Attach the tags Evaluate the tags Document results of red-tagging What is my job function(s)? Think of an item in your workspace that is not needed. [top] [back to main page] The Second Discipline Set-In-Order Set-in-Order: Once Sort has occurred, this step ensures tools needed for a job are in place and arranged so that they are easy to find, use, and put back. Why? It eliminates many types of waste in production and clerical activities. Examples are waist of looking for a tool and motion waste. Another important reason to Set-in-Order is that orderliness is the core of standardization. The workplace must be orderly before standardization can be implemented effectively. Visual controls: Devices used as you Set-in-Order to communicate the standards for how work should be done. Make it obvious at a glance! Implementing: 1. Decide on appropriate locations Consider how to store tools and jigs Consider principles of motion waste. Motion waste is any motion in a process that does not add value. Look for wasted motion and analyze carefully why this motion waste has occurred. This analysis can help us to discover methods of manufacturing that approach the zero-waste mark. The 5S Map is a map of the work area used to evaluate current locations of parts, jigs, tools, equipment, and machinery, and to decide best locations for these items based on these two sets of principles. 2. Identify best locations once they have been decided. (A place for everything, everything in its place!) Signboard and Painting Strategies – Identify: What? Where? How many? 5S Map – Map out locations of equipment in the work area Color-Coding Strategy - Distinguish use of tools, parts, etc. by color Outlining Strategy – Draw outlines of tool/jig storage locations Can I think of an example of how to use color-coding? An example of signs is tool rack labels. Think of any more? [top] [back to main page] The Third Discipline Shine SHINE: Keeping everything clean and readily usable. Why? One of the key purposes of cleaning is to keep all equipment in top condition so that it is always ready to be used. When the third pillar is not well implemented, the problems that arise include: poor employee morale, safety hazards, equipment breakdowns, and an increased number of product defects. Implementing: (5 Steps) Determine Shine targets – What is to be shined? Determine Shine assignments – Who is responsible? Determine Shine methods – How will it be shined? Prepare Shine tools – What is needed to shine? Implement Shine (everyone’s responsibility in a work area) 5S Schedules – Have a plan… 5 Minute Shine – Quick & easy! Make it a habit! Once daily cleaning and periodic major cleanups are a habit, inspection is incorporated into the Shine procedures. This turns "cleaning" into… "Cleaning/ Inspection." - Places a greater emphasis on the maintenance of machines and equipment. Implementation Steps: Determine cleaning/inspection targets Assign cleaning/inspection jobs Determine cleaning/inspection methods Implement cleaning/inspection, using all your senses to detect abnormalities (unusual vibrations, odors, etc.) Correct equipment problems by repairing all defects immediately or (if your team can’t repair) making a formal request to the maintenance team to schedule the repair. Implementation Tools: Cleaning/Inspection Checklists Checklists of maintenance activities needed. How can using all my senses find problems when I clean/inspect? [top] [back to main page] The Fourth Discipline Standardize STANDARDIZE: This means creating a consistent way to carry out tasks and procedures. Everyone does it the same (documented) way. Make it a habit! Why?: Without Standardize, improvements made with the first three disciplines would soon be lost as new employees are hired, people forget, etc. Standardize ensures sort, set-in-order, and shine are maintained in their fully implemented state. Implementing : Done in two steps: Making It A Habit and Prevention Making it a habit: Assigning three discipline job responsibilities Integrating three pillar duties into regular work duties Checking on the maintenance of the three pillars Everyone must know exactly what they are responsible for doing and exactly when, where, and how to do it. The five disciplines must become part of the normal work. 5S work must be brief, efficient, and habitual. ( K.I.S.S.) Tools 5S Job Cycle Charts (known responsibilities) Visual 5S (makes status of 5S obvious at a glance) Five-Minute 5S (brief, efficient, habitual) Standardization Level Checklist (evaluation; tours) 5S Checklists for Factories. Prevention: (Taking it to the next level) Unbreakable standardization means making Sort, Set in Order, and Shine procedures "unbreakable", where it’s difficult or impossible to do a task wrong. The three aspects of unbreakable standardization are: Preventive Sort procedures - find ways to prevent unneeded items from accumulation in a workplace by keeping them from entering it! Preventive Set in Order procedures – Keep Set-in-Order from breaking down by making it difficult or impossible to put things in the wrong place. Use the 5 "Why", 1 "How" approach (5W1H) Suspension Incorporation Elimination (3) Preventive Shine procedures - Treat problems at the source. Get as close as you can to the problem. How can the 5W1H tool be used to keep an area from getting dirty? How can visual 5S be used to help distinguish normal vs. abnormal? [top] [back to main page] The Fifth Discipline Sustain The fifth pillar, Sustain, means to make a habit of properly maintaining correct procedures over time. No matter how well implemented the first four disciplines are, improvement gains will be lost and 5S doomed to failure without a commitment to sustain it! 5S does not end at the conclusion of the 5S event. We must make 5S part of our work "culture" and a thorough habit. Why? Ask yourself, "In your life in general, "why do I commit to sustain a particular course of action?" Usually, your decision is based on greater rewards for doing something than not doing it. Similarly, the rewards of implementing the five pillars are greater for you than the rewards if they are not! The last discipline is unique in that it cannot be implemented by a set of techniques. Neither can Sustain be measured. However, conditions and structures can be created to help Sustain the commitment to 5S activities. Tools to help Sustain: 5S Slogans 5S Posters 5S Photo Exhibits Story boards 5S Newsletters 5S Pocket Manuals 5S Department Tours 5S Months Success Stories Etc. (What motivates? Be creative!) You may be able to think of a few you’ve already seen used! Why is this discipline important? Am I willing to commit to 5S in order to reap the benefits? How can I influence the culture of my work environment to help "make it a habit"? [top] [back to main page] 5S PROJECTS AGENDA What is 5S, and why do we want to do it? Define the target of our 5S project: Define the schedule for performing our 5S project: A meeting will be held prior to each day’s activities to plan and schedule what will be done (daily). The conclusions of chapters 3-7 in 5S for Operators handbook &/or the training summary pages will be used to structure each day’s activities. Overview training of project members in 5S (Day 1 only). A wrap-up meeting will be held to review what was accomplished (daily). Review and document results (at conclusion of 5S project) Note: "Before" pictures should be taken on day 1 Celebrate conclusion of 5-s effort and results! Note: This usually includes a picture board and a tour Further Resources: 5S for Operators, 5 Pillars of the Visual Workplace by The Productivity Press Development Team, Productivity Press, Portland Oregon. This book is a practical how-to-do resource for 5S, highly recommended 5 Pillars of the Visual Workplace: The Sourcebook for 5S Implementation by Hiroyuki Harano, Productivity Press, Portland Oregon. If you purchase from the links above this web site collects a small amount from the sale (your price remains the same). Thanks for your support! [top] [back to main page]