Professional Documents
Culture Documents
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◼ The files in the Superfactory Excellence Program by Superfactory Ventures LLC (“Superfactory”) are intended
for use in training individuals within an organization. The handouts, tools, and presentations may be
customized for each application.
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◼ Approved Use
◼ Each copy of the Superfactory Excellence Program can be used throughout a single Customer location, such as
a manufacturing plant. Multiple copies may reside on computers within that location, or on the intranet for that
location. Contact Superfactory for authorization to use the Superfactory Excellence Program at multiple
locations.
◼ The presentations and files may be customized to satisfy the customer’s application.
◼ The presentations and files, or portions or modifications thereof, may not be re -sold or re-distributed without
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◼ 5 Elements of 5S
◼ Why 5S?
◼ Waste
◼ Workplace observation
◼ Sort
◼ Straighten
◼ Shine
◼ Standardize
◼ Sustain
◼ Visual Factory
◼ Summary
◼ Sort
◼ Straighten
◼ Shine
◼ Standardize
◼ Sustain
◼ Overproduction
◼ Delays (waiting)
◼ Transportation
◼ Process
◼ Inventories
◼ Motions
◼ Defective Products
◼ Untapped Resources
◼ Misused Resources
% of Waste After 5S
P ro ce ss O ve r p rodu c toi n
100
90
80
70
60
50
40
30 U n at pped
20 R e sou rce s
10
0
D e al ys
nI ven ot ry
M si -u sed M o toi n
R e sou rce s
D e ef c tvi e P rodu c t
© 2004 Superfactory™. All Rights Reserved. 13
Sort
Category Action
Obsolete • Sell
• Hold for depreciation
• Give away
• Throw away
Defective • Return to supplier
• Throw away
Used less than once per month • Store where accessible in plant
Seldom used • Store offsite (or in distant place)
• Sell
• Give or throw away
Use unknown • Store until information is found
◼ Results in
◼ Fewer breakdowns
◼ Greater safety
◼ Product quality
◼ More satisfying work environment
◼ Sort
◼ Amount of inventory
◼ Tools that belong in the area
◼ How often to remove scrap
◼ Straighten
◼ Location of aisleways
◼ Location of tools, equipment
◼ Shine
◼ Cleaning schedule
◼ Maintenance tasks
◼ Checklist of what to look for as cleaning is performed
28
Performance Excellence Series
Training Module Elements
Participant manual
29
Session 1.0 Introduction…….……...……………………. 3
Session 2.0 Waste Management ……………………….. 14
Session 3.0 5S Implementation…………………………. 20
Element 3.1 Systematic Organization…………………... 31
Element 3.1.1 Red Tag System……………………………. 47
Element 3.2 Sorting Visual Placement………………….. 33
Element 3.2.1 Visual Sign System………………………….. 66
Element 3.2.2 Visual Color System………………………... 76
Element 3.3 Scrubbing Clean……………………………. 40
Element 3.4 Standardizing Control……………………... 45
Element 3.5 Self Discipline Control……………………... 48
30
What is 5S ?
Standardization/Perseverance
“Shitsuke”
Self-Discipline-
Control
Sorting Visual
Placement
Scrubbing clean
32
The Five Elements of 5S
Self-Discipline/Control- Systematic Systematic
Ensuring that Systematic Organization- Identifying what
Organization, Visual items are required and which
Placement & Cleanliness are not.
are maintained.
Standardizing Control-
Maintain and continually
improve the previous
improvements.
Sorting Visual Placement-
Items should be easily
Scrubbing Clean-Keep the area free from debris, retrievable, easy to get, and
dirt, oil, items not needed. visual-easy to see.
33
Tool Kit Comparison
Major CPI
Tools (6s ) Kaizen Lean Description
Performance Excellence
6 Sigma Kaizen
• Disciplined Methodology • Philosophical Approach
• Technical Approach • Common Sense Approach
(Quantitative) (Qualitative)
• Data Driven - Statistical • Data Driven - Observation
• Customer Focus • Operational Focus
• Reduce Variation • Waste Elimination 5S
• Focus on Large Impact • Incremental Change
• Larger/Longer Projects • Smaller/Shorter Projects
Complimentary Tools Driving Continuous Improvement
35
Comparative Analysis
6s Improvement Methodologies Kaizen/Lean
• Similar in Structure
Measure Evaluate
- Data Collection • Improvements measured against - Baseline Process Performance
- Determine Process Potential / Goals established process - Establish Target
• Team oriented
Evaluate Decide
- Root Cause / Vital Few -Compare solutions
- Statistical Analysis - Choose
• Similar improvement tools
Improve & Verify • Measure effectiveness of improvements Act
- Implement Improvement • Maintain new performance level -Communicate
- Validate Improvement • Standardize & Proceduralize - Implement improvement
- Control
Standardize
- Standardize / Leverage Measure
- SPC Results - Validate improvement
- Update Procedures • More Efficient Processes - Standardize
- Update Procedures
Focus
- Reduce Process Variation Focus
- Identify Critical Cause and Focus Comparison - Eliminate Waste 5S
Resources for Maximum Impact • Both are Effective Improvement - Seek Incremental Process Changes
Mechanisms
Summary
Summary • CPI/6s best applied to large complex - Common Sense Approach based on
- Technical Approach based on Statistical problems Observation
Analysis
• Kaizen/Lean best applied to achieve - Applicable to all types of processes
- Requires Significant Data Collection
- Best applied to Manufacturing Processes incremental changes and eliminate wastes. - Defined improvement strategy
- Typical Projects 1 week
- Typical Projects 1-3 Months
36
Why 5S
?
Look Familiar
Overproduction
9 Delays (waiting time)
Wastes
Transportation
Process
Inventories
Motions
Defective products
Untapped Resources
Mis-used Resources
38
Think Break
The Nine types of wastes
Give an example of each type of waste.
Overproduction ______________________________
9
Delays (waiting time)__________________________
Wastes
Transportation _______________________________
Process_____________________________________
Inventories__________________________________
Motions ____________________________________
Defective products ____________________________
Untapped Resources __________________________
Mis-used Resources ___________________________
39
Elimination of Waste
5 S Element Waste/ Improvement Item Deliverable
40
5S
Implementation
Plan
Systematic
Organization Progressive
Standardization
Enhancements
Cleanliness
Visual Placement
Step 6
Verification of Effectiveness
41
Removing “Red Tagged” stuff
What Stuff would you “Red Tag” in these
pictures ?
Think Break
Picture A__________________________________________________________
Picture B _________________________________________________________
42
Think Break
Finding Wastes
___________________ ___________________
_________________
___________________ ___________________
_________________
___________________ ___________________
Everything has a useable place
_________________ 43
___________________ ___________________
Some evidence of standardized work areas
44
Visual Color System Implementation
Increased
Efficiency
Increased
Safety
47
5S for the Workplace
Training and
Sourcebook
for
5S Worksheets
How to Use This Manual
The continuous improvement tools that are presented in Sections
1-10 of this manual are shown in order of use. These forms
MUST be completed in the order presented in this manual. Each
section contains a brief description of the tool, its purpose, when
to use it, who should use it, how to use it, and the expected
results.
The overall wastes is calculated for all the work areas and identified on the 9
Waste Radar Chart
Red Tag Strategy: The utilization of “Red Tags” to visually identify items which
are not needed or used infrequently…………………………………………………..
14
Section 5 Visual Color Sheets: Utilization of colors to identify specific work actions,
inventory locations, access areas within the work environment. Initialization
begins with development of Visual Color 17
Sheets…………………………………….
Section 6 Visual Sign Sheets: Utilization of signs to identify machine, equipment, tooling,
inventory, safety, hazard and work center locations. Sample Sign 20
Sheets……….
Section 7 Standard Cleaning Work Sheet: A cleaning matrix identifying the work area
responsibilities, supplies, and schedules for cleaning. …………………………….. 23
Section 8 Cleaning “To Do List”: A action list identifying specific cleaning tasks for each
work area identified on the Standard Cleaning Work Sheet……………………….. 27
Over production Delays Transportation Process Inventory Motion Defective Product Untapped Mis-used
Resources Resources
Defective
9 Waste Radar Chart
% of Waste Before 5S
% of Waste After 5S
T ra n s p o r ta toi n
P ro ce s s O ve r p ro d u c toi n
100
90
80
70
60
50
40
30 U n at p p e d
20 R e s o u rce s
10
0
D e al ys
In ve n to ry
M si -u s e d M o toi n
R e s o u rce s
D e ef c t ive P ro d u c t
The Nine Wastes
Overproduction Delays Transportation Inventory Motion Processes Defective Untapped Mis- Used
Products Resources Resources
Before After Before After Before After Before After Before After Before After Before After Before After Before After
100
90
of Waste
80
70
% of Waste
60
Percentage
50
40
30
20
10
0
Waste Identification Map
Purpose Used to create a visual picture of a work area to assess waste in work place
organization, office/cell layout and crewing. Shows the type of each waste in
section/division of the organization. Also utilized to indicate equipment type,
size, and distances within each work area.
When To Use The Waste Identification Map should be used after the 5S “To Do” plan is
completed. A map should be developed for each department or focus area
of the 5S program. Do not attempt to develop a single Map for an entire
organization, it will become too busy to be effective.
Who Should Use It The Waste Identification Map can be used by anyone involved in continuous
process improvement.
Expected Benefits The Waste Identification Map will provide information about work waste in
each department, work sequence, equipment layout and distances. The
Waste Identification Map not only provides actual waste, but also provides a
visual layout of the interrelationship of the waste.
How To Use It 1. Referring to the 5S “To Do” Plan, identify each respective area 5S will
be implemented. Develop a Waste Identification Map for each area or
department and complete sections A, B, C, with the necessary
information. Note you may have multiple Maps for the entire 5S
implementation program.
6. Establish time trials for each major activity and when completed
document the time for each major activity within the department.
7. Document the type of waste and time associated with each waste at
each activity, process, equipment, inventory, storage, and office
location.
8. For each type of waste identified, complete the waste matrix section on
the bottom of the 9 Waste Radar Chart in the “before” column. Note:
The y-axis list % of waste, use whatever metric makes sense i.e.
time, $, labor hours, productivity etc. Remember that your goal is
to reduce these wastes as a result of the 5S Program.
Chart the % waste value for each type of waste on the Radar Chart.
Connect each of the values on the radar chart. This is extremely important,
this is your baseline metric and will be used to determine the magnitude of
your improvements.
Next Step You are now ready to move to the next step, the Action Sheet.