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Presented By
Syed Salman Masood
Presented By Hasan Haider
 Agenda for Super 5 S (Kaizen)

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Part 1-Kaizen Vs. Innovation

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Part 2-Understanding Super 5 S
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Part 3- Step by step Implementation

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Part 4-Auditing Guideline for Super 5 S

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Part 5- Collection of photographs

illustrating Super 5 S Applications
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 TQM Framework

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VISION

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Be the best electronics

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manufacturing solutions

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provider for our global partners
MISSION
al Grow our stakeholder value through
customer focusAnd world-class products and services
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QUALITY POLICY
ULTIMATE
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WE ARE COMMITTED TO TOTAL QUALITY MANAGEMENT AT IMI.

GOAL
WE DEDICATE OURSELVES TO A THOROUGH UNDERSTANDING OF OUR CUSTOMERS’ EXPECTATIONS,
AND TO PROVIDE ELECTRONICS MANUFACTURING SERVICES THAT EXCEED THOSE EXPECTATIONS.
hi

WE PRACTICE CONTINUOUS IMPROVEMENT IN ALL ASPECTS OF OUR PERFORMANCE.

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BUSINESS/ORGANIZATIONAL RESULTS
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ELEMENTS HUMAN INFORMATION

OF
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LEADERSHIP RESOURCE AND

DEVELOPMENT
EXCELLENCE AND
ANALYSIS
CUSTOMER INVOLVEMENT
AND MARKET STRATEGIC PROCESS
FOCUS PLANNING MANAGEMENT
FOUNDATION
Quality and Environmental Management Systems
5S System / Small Group Activities (SGA
(SGA’’s) / Six Sigma Methodology
 -Planning

Quality Organizational
-Promoting
-Establishing Roles
Structure And Infrastructure
-Review Performance

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Advisory

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-Coordinate Training

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-Provides Motivation
And Resources
Council Courses

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-Guide And Harness
-Implements Improvement Skills/Ideas
-Provides Guidance &
al -Solicit Support
Technical Assistance
TQM
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-Emphasize Team
Group Accountability
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Quality -Record And Monitor

Team Performance
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Management Facilitators
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Committee
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Cross - Six
Quality
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Functional Sigma
Circles Teams Teams
-Participate and Get Involved
-Accomplish Assigned Tasked
-Promote Good Work Relationships
-Develop Right Attitude Towards Work
 Quality and Productivity
Core Programs

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FOCUS :

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CONTINUOUS
5S Promotion al IMPROVEMENT
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5S Implementation
5S Evaluation Cross-
Cross-Functional
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Teams
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Six Sigma
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Teams
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Work Improvement
Suggestions From
Employees (W.I.S.E.)
 Pyramid For Success

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ioturin
rusfac
Identifies

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how you build

aal Le and ship your product

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without wasting resources...
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To increase your profit margin.

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A campaign dedicated to
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organizing your Environment,

’s
5S
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keeping it clean, orderly, standardized,

and disciplined…the foundation for a WORLD

CLASS operation.
5S's
SIMPLIFYING SWEEPING SORTING 5S IS THE FOUNDATION FOR
STANDARDIZING SELF-DISCIPLINE IMPROVEMENT!
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 n
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SUPER 5S KAIZEN
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What is 5S ?
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5S stands for 5 initials of the

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following Japanese words:

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1. Sei-ri (Sort/Organization)
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2. Sei-ton (Systemize/Neatness)
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3. Sei-so (Sweep/Cleaning)
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4. Sei-ke-tsu (Standardization)
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5. Shi-tsu-ke (Self-discipline)

1
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 International 5S

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5 Steps for improvement

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KAIZEN
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Seiri
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Sei-ri

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 Seiri = Sort

n
Dictionary definition:

io
rs
To put things in order (or organize them)

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according to a specific rule or principle.
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tri
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Industrial definition:
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To distinguish between necessary things

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and unnecessary things, and getting rid

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of what you do not need.

1
 Why is my desk getting messy?

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Solution
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Red tag movement
 Red tag movement

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At the beginning of each month,

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put a red tag on every item.
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tri
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During the month, remove the red

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tag when item is used.

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At the end of the month, decide

whether the item with the tag is
necessary or not.
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 Key Words:

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1. Classification management
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(Necessary & unnecessary things)
tri
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2. Red tag movement

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For unnecessary things, find

their true causes.
 Typical Seiri Activities

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1. Eliminate defects and breakage
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2. Organize the warehouse
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Before After
 Posters of Seiri

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Malaysia, AOTS Oman

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Sei-ri
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Sei-ton
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Seiri Seiton 2
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 Seiton = Simplify

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Dictionary definition:

rs
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Establishing a neat layout so that you can
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always get just as much of what you need
tri
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when you need it.

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Industrial definition:
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It is a way of eliminating
search.

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 Key Words:
1. Design an efficient layout.

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(Functional storage)

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2. Eliminate search
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(Less search)
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3. Organizes material according to

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how frequently it is used.

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Everything should have a name.

(A place for everything and everything in its place)
Reserved seats 1
 Seiton = Simplify

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Consider:

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– Visual aids are encouraged in

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order to aid understanding and
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minimize complexity.
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– Labeling locations where

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necessary items are kept when

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not in use, especially movable

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items.

– Labeling drawers and notebooks

to identify their contents. Graphics Support: J. D’Ettore
 Typical Seiton Activities

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1. Stripes on files

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2. First in, first out
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3. Easy to read notices
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Before After 1
 Posters of Seiton

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Malaysia, AOTS Oman

 Sei-ri

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Sei-ton
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Sei-so
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Seiri Seiton Seiso

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 Seiso = Cleaning

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Definition:
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Eliminating trash, filth, and
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foreign matters for a cleaner

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workplace. Cleaning as a form

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of inspection.
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 Key Words:

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Keep things clean
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+ Inspection
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(Caring attitude)
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 Cleanliness is a big business
today.

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Sanitation engineers

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Laundry
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Dry cleaner
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Janitor
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Garbage collector
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Pollution control operator

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Clean-room designer
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One-third (1/3) or one-fourth (1/4) of

the total investment amount is used
for cleanliness. 1
 Typical Seiso Activities

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1. Quick 5S drill

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2. Sparkling clean campaign
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3. Everybody is a janitor
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Broom
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Dust pan

Mop
Marugoto 5S Tenkai Daijiten, Nikkan-kogyo Shinbun, 1992
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Sei-ke-tsu
 Sei-ri

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Sei-ton
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Sei-so
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Sei-ke-tsu
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Seiri Seiton Seiso Seiketsu

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Seiketsu = Standardization

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Definition: SEIRI SEITON
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Keeping things organized, neat,
tri
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and clean, even in personal and

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environment aspects.
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SEISO

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 Key Words:

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1. Define an ideal state

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2. Standardize the solution
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(5S standardization)
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Documentation (ISO 9000)

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 Aim of standardization

Public Standard Trade promotion

Int’l cooperation

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International Standard

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(Regional Standard)
National economy and
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National Standard
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Industry Sector Standard

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- Profit
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- Effectiveness & Efficiency

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Company Standard
TQM
 Typical Seiketsu Activities

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1. Make quality manual

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2. Directional markings
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3. Color-coded pipes
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Before After 1
T. Sugiyama “The 5S Approach to Improvement” PHP, 1995
 Sei-ri

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Sei-ton
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Shi-tsu-ke
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Sei-so
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Sei-ke-tsu
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Seiri
Shi-tsu-ke
Seiton Seiso Seiketsu Shitsuke
5
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 Shitsuke = Self-discipline

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Definition:
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Doing the right things as a matter

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of course.
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 Morning exercise

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The Japan HR Association

Key Words:

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1. Habit formation
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(Make it a habit)
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2. Create a disciplined workplace

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 Typical Shitsuke Activities

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1. Wear your safety shoes

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2. Exercise time
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3. No smoking at workplace
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5S in
Colombo
 Posters of 5S

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Nepal Thailand
SEIRI SEISO
SORT SWEEP

SHITSUKE

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TAKE OUT UNNECESSARY CLEAN YOUR WORKPLACE

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ITEMS AND DISPOSE
SELF-DISCIPLINE

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SEITON
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SEIKETSU
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SYSTEMATIZE
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SANITIZE
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DO THINGS SPONTANEOUSLY
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WITHOUT BEING TOLD

OR ORDERED

MAINTAIN HIGH STANDARD

OF HOUSEKEEPING
ARRANGE NECESSARY ITEMS
IN GOOD ORDER

The Practice of 5S Good Housekeeping

 Need of 5 S in Office

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• eliminate inefficiencies

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• prevent mistakes
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• smooth working
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 Office 5 S Activities

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• reduce number of ledgers, forms, tools, etc.

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• apply 30 seconds policy
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• shift from individual based to group based work
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• organize and implement continuous improvement by

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making plans
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• study and improve office tools

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• keep clean and orderly office

 The One-is-Best Campaign
for the Office

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• One-set of stationary tools

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• One-location files
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• One-copy filing
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• One-page memos
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• One-hour meetings
• One-minute telephone calls
• One-day processing
 5S Levels of Excellence
SORTING SIMPLIFYING SWEEPING STANDARDIZING SELF-DISCIPLINE

n
Employees are A dependable, Area employees Everyone is continually There is a general appearance

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continually seeking documented method has have devised a seeking the elimination of of a confident understanding
LEVEL improvement been developed to dependable, waste with changes of, and adherence to, the 5S
5

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opportunities. provide continual documented method documented and principles.
Focus on evaluation, and a of preventive cleaning information shared.
process is in place to and maintenance.

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Prevention implement improvements.

A dependable, A dependable, 5S agreements are Substantial process Follow-through with 5S

LEVEL
documented
method has been al documented method has
been established to
understood and
practiced continually.
documentation is available
and followed.
agreements and safety
practices is evident.
tri
4 established to keep recognize in a visual
Focus on the work area free sweep if items are out of
of unnecessary place or exceed quantity
Consistency
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items. limits.
Unnecessary items Designated locations are Work/break areas Working environment 5S agreements and safety
have been marked to make and machinery are changes are being practices have been
LEVEL
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removed from the organization more cleaned on a daily documented. Visual control developed and are utilized.
3 workplace. visible. basis. Visual controls
agreements for labeling and
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Make it visual have been

established and quantity levels established.
marked.
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Necessary and A designated location Work/breaks areas Methods are being A recognizable effort has been
unnecessary items has been established for are cleaned on a improved but changes made to improve the condition
LEVEL are separated. items. regular scheduled haven' been documented. of the workplace.
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2 basis. Key Items to

Focus on check have been
identified.
Basics
Needed and not Items are randomly Work place areas are Work place methods are Work place checks are
needed items are located throughout the dirty, disorganized not consistently followed randomly performed and there
LEVEL mixed throughout work place. and key items not and are undocumented. is no visual measurement of 5S
1 the work place. marked or identified. performance.
Just
Beginning
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 A Six Super 5S Two year Master
Implementation Plan

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Step 1: Preparations
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tri
Step 2: The CEO’s Official Announcement
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Step 3: Big cleaning by all Colleagues

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Step 4: Initial Seiri

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Step 5: Daily Seiri, Seiton and Seiso

Step 6: Periodic 5S Audits
 Master Plan
Step: 1 Preparation

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• The CEO should understand the philosophy

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and benefits of Super 5S.
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• The CEO’s Visit to Super 5S model
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Companies
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• The CEOs commitment to Super 5S

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implementation.
• Appoint Super 5S facilitators.
• Train Super 5S Facilitators and
practitioners.
 Master Plan
Step: 2 Official Announcement

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by the CEO

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• The CEO officially announces the
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implementation of super 5S program for two
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years.
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• The CEO explains the objectives of Super

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5S program to all colleagues.

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• Publicize the super 5S organization chart

and layout diagram showing areas divided
by borders for the assignment of
responsibilities to small groups of people.
 Master Plan
Step: 2 Official

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Announcement by the CEO

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(Continued)

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• Work out various promotional tools
tri
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including banners posters, pamphlets and

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newsletters.
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• Organize off and on the job training

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programs on the basics of Super 5S to all

colleagues.
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 Establishing a
“Super 5S Target Vision”

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• It desirable that the Super 5S working committee

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establish a new Super 5S target Vision every year and

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make it known to all employees
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tri
Example:
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• Super Seiri Target: Produce effectively serviceable space by

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disposing of unnecessary items on dates that include the

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number 5 every month

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• Super Seiton target: Make search times for items less than thirty
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seconds (maximum) by indicating the location of every item.

• Super Seiso target: Keep the area and equipment one is
responsible for maintaining in optimum operation conduction by
cleaning till they shine (Cleaning is inspection)
• Super Seiketsu target: Create a safe agreeable and beautiful
working environment by repeating Super 3S
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 Master Plan
Step: 3 Big Cleaning by all

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Colleagues

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• Organize “A Big Cleaning Day” immediately
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after the 5S implementation announcement
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by the CEO
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hi
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• Divide the company premises into small

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areas and assign small groups of people to

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be responsible for each area.

• Provide enough cleaning tools and
materials.
 Master Plan
Step: 3 Big Cleaning by all

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Colleagues

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(continued)

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• Implement a company wide full day’s big
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cleaning by all colleagues.
tri
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• This big cleaning also includes seiri of

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wastes and items identified as being

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unnecessary.
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• A Big Cleaning Day should be organized

twice a year with set frequency.
 Master Plan
Step: 4 Initial Seri

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• Establish Disposal standards for
al
unnecessary items.
tri
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• Initial Seiri is an activity practiced by

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everyone to get rid of all unnecessary items

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after a big cleaning day.

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• Every one concentrates to identify and

stratify unnecessary items for elimination.
 Master Plan
Step: 4 Initial Seri (continued)

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io
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• Unnecessary items that cost a lot should be
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evaluated so as to avoid future purchase of
tri
unneeded items.
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hi
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• A company-wide full day of concentrated

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Seiri activity should be organized twice a

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year on a continuing basis.

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tri
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 Seiri = Sort
Separate the necessary from the unnecessary.

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• Each participant determines what is necessary for

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his/her own work area.

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• The group decides what is necessary for areas
owned by the group.
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tri
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Helpful Hints:
hi
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Unnecessary Necessary
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– Unsafe – Used for daily work

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– Defective – Used periodically

– Obsolete (outdated) – Used by someone
– Unused in group
– Extra (duplicate)
Tag unnecessary items and take to the holding area for Graphics Support: J. D’Ettore

auction and disposition.

 Seiri = Sort
Auction and Disposition

n
The group reviews all items in the holding area,

io
rs
properly disposes of all unclaimed items.

ve
• Each item in the holding area is reviewed.
al
tri
• Anyone claiming an item in the auction
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must accept responsibility for that item.

• Follow established methods for disposition
hi
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of items unclaimed after auction.

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For example:
– Paper recycling
– Office supplies
– Surplus
– Trash Graphics Support: J. D’Ettore
 Use Common Sense
On any proposed change to the work place, always

n
ask these questions:

io
rs
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1. Will this help improve the quality of my work?
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2. Will this help reduce the cost of the products I work on?
tri
ne

3. Will this change help improve cycle time or delivery to my

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customer?
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4. Will this make my area a safer place to work?

pd

5. Will this change help make my job more satisfying or improve

morale in the work place?

If you cannot answer yes to one or more of these questions,

Don't Do It!
 Why Do Unnecessary Items Accumulate?

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• Change in sales production plan

rs
ve
• The excessive ordering
al
tri
• The incorrect ordering
ne
hi

• The lack of quality control

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• The lack of quantity control

pd

• Improper storage locations and or poor

storage methods.
• A poor receiving and issuing system
 Why Do Unnecessary Items
Accumulate?(Continued)

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io
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• Duplicated ordering or delivering

ve
• Aged or obsolete machines and
al
tri
equipment
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hi

• Damage by improper handling

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• The duplicated production and storage

pd

of paper work
• Others.
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 Master Plan
Step: 5 Daily Seiri Seiton and Seiso

n
io
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• Seiri: Throw away things that are not needed and

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not being used. Use space more economically
al
(space is money).
tri
ne

• Seiton: Improve locations and methods of storing

hi

things so that searching and retrieval time is

ac

minimized (time is money).

fM
pd

• Seiso: continue daily cleaning schedule for the

creation of a healthy and comfortable workplace.
• Motivate colleagues to come up with creative
improvements for the workplace.
pd
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tri
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 Seven Seiton Principles

n
• Follow the first in first out (FIFO) method for

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storing items.

rs
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• Assign each item a dedicated location.
al
tri
• All items and their locations should be
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indicated by systematic labeling.

hi
ac

• Place items so that they are visible to minimize

fM

search time.
pd

• Place items so they can be reached or handled

easily.
• Separate exclusive tools from common ones.
• Place frequently used tools near the user.
 Criteria for Seiton = Simplifying
• One Step Rule:
Ideally nothing stored more than a step away.

n
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This step is to improve efficiency by eliminating lost time.

rs
ve
• 45 Degree Rule:
Immediate work area layout that minimizes twisting
al
tri
especially applicable for benchwork. Remember that if
something weighs more than a few pounds, make sure it is
ne

beyond immediate reach so the lifter must reposition the

hi
ac

body for lifting.

fM

• Strike Zone Rule:

pd

Store things above the knees and below the chest. This not
only reduces back strain but cuts the risk because of
differences in height in half.
• Higher the Pounds --- Closer to Knuckles:
Locate heavy items to eliminate bending, stooping or
unnecessary arm movements during lifting.
 Visual Control Examples
For Seiton / Simplifying

n
Type Examples

io
rs
Identification Markers Signboards, name labels, photos, or shapes of items.

ve
Location Markers Tape strips, color coding, numbering.
Quantity Markers Signs indicating number (min/max), standard containers, number of spaces for items
al
indicators of normal operating values.
tri
Standard Methods Charts of standard cycle time and work sequence, standard procedures, flowcharts,
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photos of operation.
Tags Excess (red tag), broken items, tooling needing sharpening or repair, defectives.
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Andon Visual (lights, flags) and hearing (bells, buzzers) signals to draw immediate attention
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or help.
Kanban Card, empty container, or space signaling that production or movement is authorized.
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Performance Display Production schedule and quantity produced, quality, productivity cost, safety, or
improvement activities.
Defect Display Tables or boards showing defective product, tooling, raw materials, or paperwork.

Personnel Board Availability (in/out), assignment and location of dept. personnel, cross-training
status vs. plan.
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Press Dies
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 Storage of round objects

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 n
Pallets, carts

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wagons forklifts

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at parking places

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 Management by Sight

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Labeled Opaque
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Pipe
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 Seiso = Sweep
Establish visual checks to maintain processes.

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Identifying potential problems with a regular

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physical and visual sweep.
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Look for:
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– Unsafe conditions.
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– Broken or malfunctioning
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– Missing items and out of location

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tools, parts, material, etc.

 Various cleaning Tools

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 The
Process Seiketsu = Standardize
Develop standards and stick to them.

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• Use the agreed to standards from visual controls activities.

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(Simplifying common colors and labeling).
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• Document your sweeping process.
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• Get agreement before any change is

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• Document changes and share

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Role of Top management and employees

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Role and Responsibility

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Top Development
management al (strategy)
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Middle
management
Improvement
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(policy)
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Supervisor
Keep
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standards
Worker
 Shitsuke = Self-Discipline
Continuously follow through to ensure that

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backsliding does not occur.

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• Constantly look for ways to improve the process.
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• Periodically review the previous four S’s, possibly:

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– Semi-annually
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• Set a good example for others within and

outside the group.
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Productivity
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Improvement
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 5S Implementation

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5S Guidelines Per Area

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1. Production Area

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2. Offices
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3. Conference / Training Rooms
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4. Bulletin Boards
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5. Stairways and Hallways

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6. Comfort Rooms
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7. Lobby / Side Entrance

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8. Canteens
9. Air Handling Units / Mechanical
and Electrical Rooms
10. Perimeter Areas
11. Warehouse
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 Master Plan
Step: 6 Periodic 5S Audits

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• Establish 5S evaluations and incentive plans.
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• Conduct 5S audits regularly by auditors.
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• Organize 5S inter-departmental competitions

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to sustain activities
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• Periodically award groups and individuals

implementing good 5S practices in
appreciation for participation.
 Master Plan
Step: 6 Periodic 5S Audits (continued)

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• Organize study tours to other companies
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of ideas will help to bring about
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improvements.
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• Organize 5S inter-company competition to

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prevent backsliding and for further

upgrading.
 Visual Control For

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 Objective of Visual Controls:

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Visitors, Employees, Managers, or anyone, can enter a

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plant and get information and status about:
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 Work Flow
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 Methods
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 Locations
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 Status of Work or Process

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 Communications

 Cooperation and Teamwork

 Usage of Visual Controls

• Identify abnormal conditions immediately

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• Display standards and reliable methods
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• Prompt quick action and communication
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St op
4 :0 0 p m
 Visual Controls Should

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Show how to do the job (standard operations)

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Show how things are used
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Show where things are stored
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Control inventory storage levels

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Show production status

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• Indicate when people need help

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• Identify hazardous areas

• Mistake-proof the operation
 Visual Controls may include

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• A process flow chart—the one really being used.

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• A 5S checklist—standard procedures,
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responsibilities, resource literature, etc.
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– Kanban system for supplies.

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• Process performance charts—ones that tell

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workers how they really are doing.

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What A Visual Factory Is Not

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 Characteristics of a Visually Controlled Workplace

 Flow System

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 Lines are Balanced

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 No Waiting for Parts
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 No Overproduction
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 Small Inventory
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 No Waste of Motion
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 No Production of Defects
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 No Wasted Transportation

 No Lack of Capacity
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The Visual Factory
 The Visual Factory
The Team’s Territory Visual Production Control
11.Computer terminal

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1. Identification of territory

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2. Identification of activities, 12.Production schedule

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13.Maintenance schedule

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resources, and products
3. Identification of the team 14.Identification of inventories and
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4. Markings on the floor
Visual Quality Control
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5. Markings of tools and racks

15.Monitoring signals for machines
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6. Technical area 16.Statistical process control (SPC)

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7. Communication area and rest 17.Record of problems

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area Displaying Indicators

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8. Information and instructions 18.Objectives, results, and differences

9. Neatness (broom) Rendering Progress Visible
Visual Documentation 19.Improvement activities
10.Manufacturing instructions and 20.Company project and mission
technical procedures statement
Categories of Visual Controls

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

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Process and Delivery Controls

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Quality Controls
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
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Work Control
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Object Control
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Equipment, Fixtures, and Tool Control

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 Improvement Target Control

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“Visual Controls go FAR Beyond Simply

Charts and Graphs”
 1. Process and Delivery Controls

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

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Daily Schedule Control Board

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

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Production Control Board
 al
Work Progress Control Chart
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 Standard Work-In-Progress
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
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Personnel Deployment Chart

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 Delivery Progress List

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
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Kanban Cards
 Process Map
 Abnormalities
1. Process and Delivery Controls - examples

Daily Schedule Control Board;

Work Progress Control Chart
Production Control Board

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1 2 3 4 5 6 7 TIME Planned Done Difference Problems

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Standard
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Work Progress Control Chart Work-In-

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Item 1 Item 2 Item 3 Item 4

Process
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Out of
warehouse

Process 1

Process 2

Process 3

Process 4
1. Process and Delivery Controls - examples
Personnel Deployment Chart Kanban Cards
Card ID Production Unit Print Date:

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C
B of Lot 3/4/97
1 2 3 4

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Lot Size Number:

1 of 4 Part No. : 12-3456-ct567 Drawing No.:

12-3456-4321

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5 Part Name: Revision No.: dr234

A
9 8 7 6 Quantity: 50
Cover Top

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Container Type: Box

Supply Point:
Fin Press
No. A B C 1 2 3 4 5 6 7 8 9 Absent

al Usage Point: Note:

Process

Out Auto-Brazer
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Support
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Process Map
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ROUGH
Delivery Progress List WASH
GRIND
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Set-Up Process Wait Process Move Wait Process

Undelivered List 3 Days 8 Hours 8 Hours 2 Hours .5 Hours 10 Hours 2 Hours
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Operator Part Part No. Delivery Scheduled Date SECOND FIRST

INDUCTION
WELD KNURL KNURL

Process Set-Up Process Set-Up Process Set-Up

1 Hour 4 Hours 1 Hour 4 Hours 1 Hour 4 Hours

PHOS FINISH
COAT GRIND

Move Process Wait Process Wait Move Set-Up

.5 Hours 8 Hours 2 Days 4 Hours 1 Hour .5 Hours 1 Hour

FINAL
ASSEMBLY
BALANCE LATHE

Process Set-Up Move Process Set-Up Process Wait

2 Hours 1 Hour .5 Hours 1 Hour 2 Hours 3 Hours 16 Hours
 2. Quality Controls

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QCPC

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

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Defects Outbreak Call Lamp

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 Defects Graph
 al
Defective Parts Storage Area
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 Defects Display Table
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 Defect Processing Rules Display

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 Defective Part Sheet

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 Limit Samples
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 Inspection Checklist
 Quality Information Boards
 Good Parts Display
 SPC Control Chart
 2. Quality Controls - examples

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Control Chart Defects Graph

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Upper Level Control Limit

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Number of
Instances
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1 2 3 4 5 6 7
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Lower Level Control Limit

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Defects Outbreak Call Lamp Defective Parts Storage Area

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Problem!!!

Defects Shelf
Problem has occurred
at Process No. 3

1 23456789
10 111213 1415161718
 2. Quality Controls - examples
Defects Display Table Defective Part Sheet

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Defect Sheet

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Drawing

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1 2 3 4 al
5 6 Causes
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Measures to Prevent Recurrence
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Defect Processing Rules Limit Samples

Display Board
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Rules For Defect

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Processing Limit Samples

1. Measures and procedures when defect is
Limit Standard Limit
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discovered
1.1
1.2
1.3
2. Measures and procedures when defect is
discovered
1.1
1.2
1.3
2. Quality Controls - examples

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Inspection Checklist and
Inspection Record Quality Information Boards
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Incoming Inspection record
1.Defects generation status
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Product Inspection Record

Inspection Checklist
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0000
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0000 2.Claim information

0000
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0000
0000
 3. Work Controls

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 Machining

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 Inspection
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 Transporting
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 Holding
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 Operation Method Sheets

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 Standard Work-In-Process
 3. Work Controls - examples

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Andon Standard Work Combination Sheet

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Part No. Standard Line:
Work

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Combination
Part No. Sheet
Cycle Time:
A 1 2 3 4 5 6

Order
7 8 9 10 1112 Work
al Name
Work Time
tri
1 2 3 4 5 6
B 1
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7 8 9 10 1112
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If problem occurs, stop line and 2

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turn on problem process lamp

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Skill Matrix
Skill Map Line
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Work
Operator
123 456 7
XXA
XXB
XXC
XXD
Skilled Unskilled
Not mark: Not capable of doing
 Andon Communication System

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• Definition

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– Visual and/or Audible Device Used to

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Indicate the Current Operating Condition at a
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Work Site
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• Purpose
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– Notify Fellow Employees, Supervisors,

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Stock Handlers, and Maintenance of the

Current Operating Condition of Equipment
and Operations under Their Responsibility
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Stop the Process
 Andon Light Color Codes
Color Designation

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Green Normal Operation

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Amber (Yellow) Operation “Down” Waiting:
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Tooling Set-Up
Supervisor Assistance
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Blue Operation Needs

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Materials
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Material Handler
Orders
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Group Leader Assistance

(Operations not stopped, but may
be if needs are not met shortly)

Red Operation/Machine “Down”

 3. Work Controls - examples

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Equipment Productivity

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Record of Short Stops
Rate Table
al
Equipment Productivity Rate Record of Short Stops
Line:______Machine:_____Month:______
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Line:_____ Cycle Time:_____
Area where
Order: stop took place Record
Hours Hours Productivity
Day

Hour Hours
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of in Rate
Operated Down Workload production (OEE) Feed
Cutting
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Motor April 5
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(date of
XXX brief stop)
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XXX
XXX
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 4. Object Control

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 Supply Point Control

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 Usage Point Control

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 Storage and Holding
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 Machining
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 Inspection
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 Transporting
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 Inventory Level
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 Standard WIP
 Abnormalities
 4. Object Control

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Goals:

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 Objects Accessible
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 Exact Quantity
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 Good Quality
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 Yellow & Red Tags

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– Abnormalities Identification
 4. Object Control - Materials

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Some Waste Generated for Parts, WIP and Finished Goods

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Out of Control...

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 Searching for Objects
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 Losing and Rearranging Objects

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 Wait for Objects

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 Good and Defective Objects are Mixed Together

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 Late Deliveries
4. Object Controls - examples
Incoming Inspection part Display Unneeded Part Storage Location

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Unneeded Parts Shelf

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Inspection
Need Inspection Completed (passed)

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Rejected
al Part No.
tri
Monetary
Quantity Value
1.Manufacturing parts
Reason (1) Design Change
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(2) Mistake in production plans

hi

Defective and Repair Parts

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Storage Location Category

Raw Material
fM

Work In Process

Carrier Finished Goods

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Machinery
Tools/Tooling

Name_____________________________________________
Part No.___________________________________________
Quantity___________________________________________
Value_____________________________________________
Defects Hand Repair Done By:__________________________________________
Box Box Signature__________________________________________
4. Object Controls - examples
Material Storage Display Work in Process Storage Area Display

n
Material Storage Area

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Work in Process Storage Area

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Machining Machining Machining
Waiting for

ve
Scheduled Scheduled Scheduled Needs
next process
April 10 April 12 unscheduled
Machining

al
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Display of Storage Area for Appropriate Inventory Level Display

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Parts Waiting Assembly

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Storage Area for Parts Waiting Assembly

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For: 9:00 am For: 10:00 am For: 11:00 am

Max.

Min..

Bearing # 6005
 Floor Marking Color Codes
Floors should have visual marking to indicate when specific areas are to be used
for a specific purpose. Colored tape is available in the maintenance department as

n
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needed.

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Color Designation

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Red Waste accumulation or storage area:
al Hazardous
tri
Flammable
Combustible
ne

Special
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Yellow Access Aisle (Do not block, must be clear

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between stripping at all times)

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Green Material in process “Kanban” area

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Blue Incoming material “receiving” area

White Outgoing material “shipping” set out area
Yellow / Black Nonhazardous waste accumulation
Red / White Rejected material area
5. Equipment, Fixture and Tool Controls

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Out of Control Wastes:

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 Machine Breakdown
al
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 Short Stops
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 Deterioration
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 Searching Around
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 Defective Dies or Tools Mixed with Goods

 Measuring Instruments
5. Equipment, Fixture and Tool Controls - Goals

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 Machine in Operation when Needed

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 Maximum Performance
al
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 Full Process Capacity

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 Full Implementation of 5S
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5. Application of Equipment, Fixture and Tool Control

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 Equipment and Machinery, Dies

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and Fixtures

 Tools
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 Measuring Instruments
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5. Equipment, Fixture and Tool Controls - examples
Maintenance and Inspection
Critical Maintenance Equipment List Calendar

Wednesday 2

Saturday 5
Tuesday 1
Equipment
Location

Sunday 6

Monday 7
Equipment

Thursday 3

Friday 4
Supervisor
n

No.
Equipment Control Date

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NO. Equipment Location Supervisor Purchased
Auto
Large 1 711 Joo

rs
Brazer
Boring Joo July
8 Scale Fin
machine 1993 2 722 Yung
No. 2 Press

ve
Large Herping
M/C March 3 Bender 455 Chang
9 Scale Yung
1995
No. 1 4 Cutter 567 Lee
10 al 5 Punch 987 Chung
tri
7 Expander 123 Yung
Critical Maintenance Equipment
Boring Machine No. 8
ne

Scheduled Day
Day completed
hi

Maintenance and Inspection Daily Inspection Checklist

ac

Location Indication
Daily Inspection Checklist
Maintenance / Inspection Chart
fM

Date:________ Location:___________

No.
Change air Filter Location Standard Method Check

Cleaning
pd

Forming Should not Wipe with

Limit Switch 1 machine be dirty rag
Operating oil No. xxxx
gage 2 Chute ““ ““
Conveyor
3 ““ ““

Inspection
Operating Check indicated Visual
Oil level on gage Check

Coolant Should not leak

Abnormal Add Oil (grease) Heating Check actual
sound when Check Fluid
Level Tube Temperature
operating
5. Equipment, Fixture and Tool Controls - examples

n
Machine Operation Status Display Display of Die and Fixture Storage Area

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Location Tool Shells 3 Place

rs
Display
A B C

ve
3
Set Up

al 2
tri
Being Not Working
1
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Moved

Need materials Broken Down

hi

Need instructions Set up Address Part name and number displayed here
Number
ac

Operation Tool Storage Table Control of Tools and Measuring

Instruments by Use
fM

Tools for
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Machining

Hammer
Screwdriver

Screws Wrench Tools for

Tools for maintenance Setups
6. Improvement Target Control

 Setting Improvement

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 Target Control

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 Measuring and Evaluating
al
tri
 Improvement Results
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 Radar Chart
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 OEE
fM
pd

 Kaizen Newspaper

 PM Activity to Plan
6. Improvement Target Control - examples
Improvement Activity Plan Form Improvement Plan Form
Minutes
Machine:__________ Improvement Plan Form

n
Date:_______________
35

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Topic: Goal: Supervisor:
30

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25

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Description:
20
15
10 Target al
tri
5
Schedule:
ne

April May June July Ago Sept Oct Nov.

hi

Inventory Reduction Graph Graph Showing Number of Defects and

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Their Monetary Value

Date:_____________
Factory:__________

Number of defects
fM

Monetary Value
Monetary Value

Monetary value
pd

Number of defects

Target
No. of
defects
April May June July Ago Sept Oct Nov.
6. Improvement Target Control - examples
Productivity Rate Graph Set Up Time Reduction Graph
Minutes
Line:__________ Machine:__________

n
% 35
100 Goal

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30

rs
90 25

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80 20
70 15
60 al 10 Target
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50 5
ne

April May June July Ago Sept Oct Nov. April May June July Ago Sept Oct Nov.
hi

Missing Parts Rate Graph Production Plan

Achievement Graph
ac
Missing Parts Rate

Missing parts rate Plant:___________ Line:________________

Number of Days Late

7 7

Manufacturing Industry
Section:_________ Date:________________
fM

6 Days late 6
pd

5 5 Plan Line
4 4
3 3
Results Line
2 Target
2
1
April May June July Ago Sept Oct Nov.
1 2 3 4 .....................................31
Creating a Well Controlled Workplace:

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 Production Kanbans

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 Flow balanced lines
al
 Standard Work
tri

 Reengineering the Layout

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hi

 Quality Standards
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 Operation Method Sheets

pd

All of the Above are Included in

a Visual Control System!!!
 Visual Management Control

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Quality Delivery

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Quality Delivery
al
tri
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Cost
Cost Speed
Speed
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pd

Safety
Safety
 Visual Control Examples
For Simplifying

n
Type Examples

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rs
Identification Markers Signboards, name labels, photos, or shapes of items.

ve
Location Markers Tape strips, color coding, numbering.
Quantity Markers Signs indicating number (min/max), standard containers, number of spaces for items
al indicators of normal operating values.
tri
Standard Methods Charts of standard cycle time and work sequence, standard procedures, flowcharts,
photos of operation.
ne

Tags Excess (red tag), broken items, tooling needing sharpening or repair, defectives.
hi
ac

Andon Visual (lights, flags) and hearing (bells, buzzers) signals to draw immediate attention
fM

or help.
Kanban Card, empty container, or space signaling that production or movement is authorized.
pd

Performance Display Production schedule and quantity produced, quality, productivity cost, safety, or
improvement activities.
Defect Display Tables or boards showing defective product, tooling, raw materials, or paperwork.

Personnel Board Availability (in/out), assignment and location of dept. personnel, cross-training
status vs. plan.
 Summary

n
io
• Visual controls are a component of the 5S

rs
ve
process.
al
• Visual controls allow us to tell at a glance
tri
ne

how we are doing.

hi

• Using visual controls helps identify

ac
fM

abnormal conditions, display standards and

pd

reliable methods, and prompt action and

communication.
pd
fM
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n
 Twelve Focal Points Super 5S Auditors
Should Examine

n
1. Do the CEO and mangers support Super 5S

io
rs
program?

ve
2. Are people proud of their workplaces?
al
tri
3. Are workplace clean and organized?
ne
hi

4. Are workplaces safe for people to work in?

ac
fM

5. Are machines and equipment clean and well

pd

maintained?
6. Are items easy to retrieve?
7. Are machines and tools conveniently
located?
 Twelve Focal Points Super 5S Auditors
Should Examine (continued)

n
io
rs
8. Are inventories stored for FIFO retrieval?

ve
9. Are products free from dust?
al
tri
10. Do people clean daily without prompting?
ne
hi

11. Are the uniforms worn by people clean and

ac

tidy?
fM
pd

12. Is a good image of the enterprises reflected

in its people.
 Rules for Participating in Super 5S Inter-
Departmental Competitions -1

n
io
1. Objectives

rs
ve
Proposed competitions are aimed at improving
al
the organization's total productivity through
tri
everyone’s participation in the Super 5S program.
ne
hi

2. Qualification for Participation

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Any department which is implementing 5S on a

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certain level is eligible for participation.

3. Competition Period
Each competition will be organized for a period of
6 months, two times a year on continuing basis.
 Rules for Participating in Super 5S Inter-
Departmental Competitions –1 (Continued)

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4. Auditing Team:

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An auditing team appointed by the Super 5S
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Steering committee will visit each competing
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department and evaluate its Super 5S activities at

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the end of each competition period.

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5. Super 5S Evaluation Forms

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Evaluation forms will be used by the auditors

according to the function of the participating
departments.
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 5S Evaluation
5S Audit Flow

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Develop
Develop 5S
5S Guidelines
Guidelines Analyze
Analyze Root
Root Cause(s)
Cause(s)

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Formulate
Formulate Corrective
Corrective //
Implement
Implement Guidelines
Guidelines Preventive
Preventive Actions

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3 Types Of Audit Actions

•Internal Implement
Implement Corrective
Corrective //
•Cross-Audit
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Conduct Audit
Audit
Preventive
Preventive Actions
Actions
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N N
•Management Non-Conformance?
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Effective ?
Y
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Y
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Place
Place 5S
5S Tag
Tag and
and Take
Take Take
Take 5S
5S Photos
Photos (After)
(After)
Photos (Before)
Photos (Before)
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Issue
Issue CAR
CAR // 5S
5S Improvement
Improvement Close
Close CAR
CAR
Evidence
Evidence Form
Form

Implement
Implement Interim
Interim
Corrective
Corrective Action
Action Standardize
Standardize Solutions
Solutions

Sustain
Sustain 5S
5S
 5S CORRECTIVE ACTION REPORT (CAR)
5S CORRECTIVE ACTION REPORT
5S CAR No.:
MSP-02-023
AUDIT DATE:

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February 23, 2004
BUS. DIV./DEPT.:

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PED
AREA/SECTION:

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Bldg. D. Comfort room

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ISSUED TO:
Ben Cardozo
ISSUED BY:
Rolando M. Vicente

DATE ISSUED: al
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February 27, 2004

RESPONSE DUE DATE:

March 8, 2004
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1. Description of Finding
No light bulb on flourescent holder &defective exhaust duct
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2. Interim Corrective Action (within 24 hours)

Immediate replacement of bulb & repair of defective exhaust duct
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3. Define Root Cause(s)

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No defined monitoring to determine areas with

defective bulb & items to be repaired.

4. Corrective/Preventive Action Date of Person(s)

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Completion Responsible

Schedule audit on areas to determine items/areas that ASAP PED Technician

needs civil/ electrical work.

Prepared by: Edgar Virrey Approved by: Ben Cardozo

Name / Signature / Date Name / Signature / Date
5. Verification 6. Standardization

 Track for Trend (CLOSED) Verification Done by:

 No further corrective action required (CLOSED)
 Require root cause analysis (OPEN) Date:
Form No. QPI-008
Rev. 03
 5S AUDIT FINDINGS
Audit Findings

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25

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0
PED/OM EMS SAFETY PLANNING ASD SECURITY/ER ASSET TOSHIBA HITACHI SYDEK PCP TOTAL
FINDINGS 26 2 1 2 17 2 1 16 2 1 7 77
CLOSED 25 1 1 2 4 0 1 16 2 1 7 60
OPEN 1 1 0 0 13 2 0 0 0 0 0 17
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 n
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Auditors can use three types of

stickers to identify the need of 5 S
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 5S RED TAG NOTICE

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5S

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RED TAG NOTICE
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Inspector Name: Management Team
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Description of Findings :
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Exposed Electrical Cable/Dirty Area

Date posted: Jul. 31, 2002
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Please reply by: Aug. 5, 2002

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REPLY
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Action Plan: ______________

_________________________
_________________________
_________________________
Completion Date:__________
Owner’s Name: ___________
Date: ___________________
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 Why not start 5S today?

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