5S and Visual

Control
CHAPTER 8
Elements of 5s
 To gain control
To eliminate
on equipment,
the wastes that
material &
result from
inventory
“uncontrolled”
placement and
processes.
position.
Why use
5s? Apply Control
Standardize
Improvements
Techniques to for
Eliminate Maintenance
Erosion of of Critical
Improvements. Process
Parameters.
Aren’t you frustrated in your workplace?
Are you a positive thinker or a negative
thinker?
Thinking negatively in inside box and give-up?
Work together and do something with big
positive attitude?
Even you are a positive thinker, you still need
something to make your ideas realistic

You need tools!

5S principles
and
objectives
Teamwork improvement through everyone’s
participation
Identify Abnormalities
Identify wastes and reduce the wastes
The 7 wastes
Improve productivities
Improve safety
If there
are no 5S
activities
made
● Focuses on eliminating
unnecessary items from the
workplace
● Categorize equipment,
furniture, tool in your
working place into the
following 3 categories
1.Necessary
2.Unnecessary
3.May not necessary
● This step will also help with
the “just in case” attitude
SEIRI
S1: Sorting Activities
If it is not going to
be used in the
work area within
48 hours, it does
not belong there.
 Think not only “beatification.
Need to consider workflow and
arrange items

• Needed items
• Items often use
(with current
work process)

Arrange them properly based on

Have consensus among Use 5S tools for proper
“Can see, Can take-out, Can
co-workers on where and Organization of items
return” Philosophy
how to organize necessary such as
items • Labeling
• Color coding
• Numbering
• Zoning etc.
 S1:
• “Set” is based on finding
Sort efficient and effective
storage of necessary items
• Apply “Can see, Can take
S5: out, and Can return”
Sustain S2:Set philosophy
• This will save time and
energy to look for
something
• Make sure the useful things
S4: S3: are easy to find
Standardize Shine

SEITON
 S1:
Sort

S5: S2:
Cleaning up one’s workplace
Sustain Set
daily so that there is no dust on
floors, machines or equipment.
It will create ownership and
S4:
S3: build pride in the workers
Standardize
Shine
SEISO
S3: Shining activities

• Clean floor, windows and walls.

• Clean and Maintain office
automation machines, medical
equipment and tools, office
furniture
• Develop and follow regular
Workplace cleanliness
cleaning and Maintenance
Systematic cleaning
schedule
A clean workplace is a safe
workplace
 ● Maintain an environment where S1
to S3 are implemented in the same
S1: manner throughout the
Sort organization
● Give opportunities to employees to
take active part in the development
of these standards.
S5: S2:
● Everything should always be in its
Sustain Set proper place and there should be a
standard process for everything.
● Standards should be written down
as standard operating procedures,
and tools like checklists, visual
signs, and reminders should be
S4: S3: used to make sure everyone
Shine
Standardize follows the same directions and
keeps the space as clean and
organized as possible.
SEIKETSU ● Keeping working spaces consistent
with one another is also a big plus.
 S4: Standardizing activities
S
1
S
2
S
3

Develop mechanism to standardize Standardization will leads equalization of activities

S1-S3 implementation for continuation = “Production leveling and smoothing”

Standardization is useful for;

• Easy implementation of S1 to S3
activities
• Equalization process output
• Everyone’s participation
 Create a routine
Always be reminded
Consistency is the key
 S1:
Sort
● Maintain S1-S4 through
discipline, commitment and
empowerment
● It focuses on defining a new
S5: S2:
Set
mindset and a standard in
workplace

Sustain ● The last part, sustain, also has

many great recommendations for
keeping things in order in the
long term. Sustaining is all about
building a remarkable culture and
maintaining order and discipline
S4: S3:
in the workplace.
Standardize Shine

SHITSUKE
S5: Sustainability activities

Further
Improvement

Prevent
fallback
Improvement

Measure
People get bored if no changes. improvement with
Need to develop a mechanism to proper
make staff excited and motivated periodical
monitoring
The 7 wastes
Elimination of waste
Waste is usually disguised as:

 Lost Time/Injury Accidents

 Scrap/Rework
 Machine Setups
 Machine Downtime
 3rd Party Inspection
 Calibrations
 Inventory Storage
 Counting Inventory
 Supplier Lead-times
 Product Test
 Profit Reductions
 Falling Market Share
Waste in the office is disguised as
• Administrative Waste
• Conflicting Department Goals – not everyone on the same page
• Traditional Accounting Methods – rewarding people for creating waste, for
example; inventory
• Poor Product Design – designs which do not include the needs of the internal
and external customers
• Long Order Processing Time
• Searching, Hunting, Looking – for files, orders, invoices, reports, memos etc.
• Waiting Time – waiting for batched paperwork, instructions, supervision etc.
• Purchasing Reorders, Transactions
• Authorizations
 Eliminating Waste

Improves our ability to

provide customer satisfaction,
while reducing our overall
costs!
Overproduction

 To produce more than is sold or produce it before it is needed.

 It is visible as storage of material.
 Overproduction means making more than is:
 - Required by the next process
 - Making earlier than is required by the next process, or
 - Making faster than is required by the next process.
Causes for Over Production

 Just-in-case logic
 Misuse of automation
 Long process setup
 Unleveled scheduling
 Unbalanced work load
 Over engineered
 Redundant inspections
WAIT TIME

 Any time that is non-value

added where the operator must
stop producing good parts and
wait for: materials; instructions;
Team Leader; equipment
downtime.
Causes of Wait Time Waste

 Unbalanced work load

 Unplanned maintenance
 Long process set-up times
 Misuses of automation
 Upstream quality problems
 Unleveled scheduling
 Poor Communication
Inventory or Work in Process (WIP) Waste

 Represents the material between operations due to large lot

production or processes with long cycle times

 One of the most frequent types of waste and one of the most
expensive to have
Causes of Excess Inventory

 Compensating for inefficiencies and unexpected problems

 Product complexity
 Unleveled scheduling
 Poor market forecast
 Unbalanced workload
 Unreliable shipments by suppliers
 Misunderstood communications
 Reward systems
Over Processing Waste

 Doing more processing to the parts than the customer really

requires

 Over processing waste can be minimized by asking why a specific

processing step is needed and why a specific product is produced.

 All unnecessary processing steps should be eliminated.

Causes for Over Processing Waste

 Product changes without process changes

 Just-in-case logic
 True customer requirements undefined
 Over processing to accommodate expected downtime
 Lack of communication
 Redundant approvals
 Extra copies/excessive information
Transportation Waste

 Excess Material Handling either to production area or within

production areas.

 Does not add any value to the product. Instead of improving the
transportation, it should be minimized or eliminated (e.g. forming
cells)
Causes of Transportation Waste

 Poor plant layout

 Poor understanding of the process flow for production
 Large batch sizes, long lead times, and large storage areas
WASTED MOTIONS

 Any movement that does not add

value.
 Examples: looking for tools; walking
many steps to get parts or place parts
into finished goods; more movements
than necessary to perform an
operation.
 Poor people/machine effectiveness

Inconsistent work methods

Causes of Failure to take ergonomic issues into

consideration
Motion Poor facility or cell layout
Waste Poor workplace organization and
housekeeping

Extra "busy" movements while waiting

SCRAP OR REWORK

 Requires additional resources and time to

correct defects before shipping or replace
parts that are scrapped due to defects.
Causes of Scrap or
Rework

 Little or no process control

 Poor quality standards or inconsistent quality
standards
 Lack of or little planned equipment preventive
maintenance
 Inadequate education/training/work instructions
 Product design (Process cannot produce to quality)
 Customer needs not understood
UNDER-UTILIZED
HUMAN RESOURCES

 The lack of involvement and participation of

the employees in improving operations;
quality and safety.
Causes of People Waste

 Old guard thinking, politics, the business culture

 Poor hiring practices
 Low or no investment in training
 Low pay, high turnover strategy
 Management thinking it has to “drive” everything instead of
involving those who know the process the best
END