What kind of sustaining work does the author suggest
vijay55
Material-1.pdf
1
5S
Workplace Organization
2
5S
5S Contents: S1 --- Sort out. Get rid of the stuff you don’t needed. S2 --- Set in order. Place the stuff you do need at the
best place for you.
S3 --- Shine. Eliminate clutter, dirt and oil to improve quality and safety.
S4 --- Standardize. Set up a system to maintain the new workplace.
S5 --- Sustain. Follow the new standard every day.
3
5S Overview
Henry Ford had a similar notion called CANDO (Clean, Arrange, Neatness, Discipline, and Orderliness).
The 5s techniques should be used in conjunction with improving workplace layouts and creating manufacturing cells.
Managers and supervisors have to be vigilant to make sure the proper habits of workplace organization are created and maintained.
4
Before
After
Remarkable Difference!
5
Setup cage before Setup cage after
Workstation Before Workstation After
6
Tool room before Tool room after
Workstation #1 after Workstation # 2 after
7
Attack shop floor mess
Shop floor is where value added activities take place. Organized and systemized work environments:
Improve process flow Make your job easier
The goal is to have essential items always in the same spot close at hand.
If there is space, it will get filled!
8
Why 5s
To eliminate the need to work around, walk around and trip over obstacles that aren’t needed in our jobs.
To shorten steps and reaching. To eliminate bending or stretching. To create a safer work environment. To reduce errors caused by excess tools and
material.
9
Why 5s
To minimize motion waste. To eliminate searching for tools. To organize all needed items for “stress-less
use.” To reduce “crowding.” To enable better organization of the items we do
need to do our jobs. Pride in the workplace. Customers perception: clean = quality.
10
Why Not 5s
We’ve tried this before. We don’t have time. It wont’ stay clean and organized. I know where everything is! What’s so great about organization? What’s in It for me?
Objections
Fighting old work habits
11
1st S ---- Sort out
When in doubt, red tag it out. Many years of accumulated tools, fixtures, shelves, benches,
material and information clog up our work.
Where to look: In corners, at edge of department, under conveyors and tables, on top of shelves, in cabinets, in desk drawers, in toolboxes, in the eaves, on the walls, next to pliers and partitions. At the bottom of stacks, in boxes that are not marked, locked away in lockers, behind rows of dies and jigs, in and around machinery.
12
1st S ---- Sort out
Broken or deteriorated items, dusty items, items with no clear location, items loose in drawers, outdated signs and notices, unused management boards, outdated posters and slogans, returned goods, scrap, over-runs, jobs that have been sitting for a long time.
Items that are rarely used. Items with a quantity on hand that is much larger
than required.
What to look for
13
1st S ---- Sort out
The item is needed. Why? But, it is rarely used. Why? It should be kept. Why? It should be placed there. Why? Is that a good place. Why?
Ask 5 why’s The 5 why’s is a way of thinking to find the base cause of a problem, rather than a symptom.
14
Red Tag Project Is item needed? Is it needed only infrequently? Is there too much on hand? If any of those conditions are true, then flag the item with a red tag.
Fill out and attach red tag. Red tag for one week. Target: 5 red tags for every employee. For general piles of junk, apply one red tag. Don’t try to
itemize.
15
5s Holding Area Set up a holding area for temporarily storing red tagged items.
Transfer red tagged items to holding area daily. Arrange for assistance to remove very large items. This is a protection against removal of items that may be
mistakenly identified as unneeded. No item will be permanently removed until it is thoroughly
evaluated.
Deliver the red tagged items to the holding area for evaluation.
16
Evaluation process Create an evaluation team to disposition red tagged items.
Possible dispositions of red tagged items: Throw away. Sell. Return to vendor. Use somewhere else in company.
Evaluate every item and evaluate the results of removal.
17
2nd S ---- Set in Order
Empty spaces have been created by 1St S activities
How can equipment and materials be rearranged for:
Less walking? Less bending, climbing, stretching, reaching? Less searching? Less obstacles to a consistent flow?
Think “big picture” and “little picture”.
18
2nd S ---- Set in Order
Draw a picture of Current Condition Examine flow of material and information Look for opportunities to better arrange for
productivity Machinery operation and location Material placement Tools and jigs placement People locations Aisle locations
19
2nd S ---- Set in Order
20
2nd S ---- Set in Order
21
Visual factory
22
2nd S ---- Set in Order
23
2nd S ---- Set in Order
24
2nd S ---- Set in Order
25
Set information in order
26
Are they in order?
27
How about this?
3rd S ---- Shine
If your area is clean and organized: Errors are reduced Safety is enhanced Moral is improved Your customers are impressed
28
Keep your area always “tour ready”
3rd S ---- Shine
Reasons for Clean-up Safety is improved when dirt and oil are removed. Equipment will run more reliably. Out of place tools and material become obvious. Clean environment is better for morale.
29
3rd S ---- Shine
Regular Clean-up and Inspection are the keys. Set targets for clean-up. Allow 5 minutes each day to maintain targets. Assign specific areas. Keep tools for cleanliness at hand.
Set Inspection Targets Machines Tools Inspection done by operators On the spot correction
30
31
Clean and paint label
Sweep and clean Clean the machine
During 5s
32
4th S ---- Standardize
Once a system of organization is set up, then:
All people on all shifts must follow the same system, even if they don’t entirely agree with it.
33
4th S ---- Standardize
4th S ---- Standardize
Develop tools to make 5S a daily activity
5s Checklist 5s Schedule 5s Patrols Manager walk thru 5 Minutes per day
34
4th S ---- Standardize
Scorecard 5s Newspaper 5s Highlight of the Week
35
5th S ---- Sustain
5s steeling committee Recognize 5s achievements 5s audits Before and after pictures Above all, hold people accountable
If it is important to their boss, it will be important to them!
36
Getting Started
Start small Cabinets, drawers Tool boxes On top, underneath Dirty/dusty Clutter
Plan for bigger changes Take before pictures Spaghetti diagrams Make “to do” list Set aside time each day or week to continue
37
38
Getting Started
• KISS — Keep it Simple and Seeable
• Make it a HABIT — Habitual Attention Brings Intelligent Transition
