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.

1. Overview
2. Sort Summary
3. Set-In-Order Summary
4. Shine Summary
5. Standardize Summary
6. Sustain Summary
7. 5S Projects Agenda
8. Further Resources \ Books on 5S

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

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

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:

1. Launch the red tagging project
2. Identify red tagging targets (specify the types of items and the physical work areas to be evaluated)
3. Set red-tagging criteria. Ask three questions:
   • Is it needed?
   • In what quantity?
   • Where does it need to be located?
4. Make red-tags (note: these are already made; see Administrative Assistant)
5. Attach the tags
6. Evaluate the tags
7. Document results of red-tagging

The Second Discipline

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!

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?

The Third Discipline

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)