Engineering Management

MSE507 Lean Manufacturing

5S and the Visual Workplace

"What I've learnedI've learned that just when I get my room the way I like it, Mom makes me clean it up. Child Age 13

Objectives

Understand how to implement a Visual Workplace that

Makes each persons job easier Enables you to successfully manage the workplace Improves the overall success of your company

Understand impact of 5S on
Customer value Throughput Efficiency

Learn tools for identifying waste in your work area Learn tools for eliminating waste in your work area

Topics Covered

Workplace organization (5S) Visual Display Visual Metrics Visual Control

What is 5S?

5S is the Japanese concept for House Keeping.

Sort (Seiri) Straighten (Seiton) Shine (Seiso) Standardize (Seiketsu) Sustain (Shitsuke)

The Visual Workplace

What is It?
5S, Visual Workplace, Lean together create

An immaculate workplace with

Only what is needed Only in the amounts needed Only when it is needed And at the location where it is needed

A pleasant and stimulating workplace with

Standard procedures that are easily understood Standard procedures that are visually clear

The Visual Workplace

What is the Goal?

A workplace that
Responds quickly to customer needs Enables decisions at the lowest possible level Is completely aligned Promotes employee growth

The least waste way to deliver value to the customer

If you can't walk a plant and understand the product flow and operations immediately, then the plant can't be run properly.
Noel Goutard, Valeo SA

The Visual Workplace

Expectations

The flow of goods is apparent at a glance Information or tools are available in 30 seconds or less Historical and current performance levels are apparent Waste is visible Abnormal conditions are immediately recognizable The normal condition is
zero defects zero abnormalities zero accidents

The Visual Workplace

Maturity Levels

Level 5 Optimized 4 Managed 3 Defined

Characteristic Visual Control Visual Metrics Visual Display 5S Ad hoc

2 Repeatable 1 Initial

Description Continuous improvement, prevention of defects Real time data available, decisions made at local level Value Streams identified, work force aligned to them Workplace organization, basic discipline No visibility, multiple systems

Visual Display
Location Marker

Visual Display
Production Status Board

Visual Display
Standard Work
Fuel Pump Assembly Cell - Standard Work
Housing Assy - P/N 60-98966 (P/N 60-989100-2) Housing Assy - P/N 60-98914 (P/N 60-98976-2) Housing Assy - P/N 60-75512 (P/N 60-755100-2) Housing Assy - P/N 60-72110 (P/N 60-72101-2) 1 unit 1 unit P/N 60-72101-2 Only Bearings, Discharge Plates Liners and tubes 1 unit 3 units Rotor - P/N 78-17512 (P/N 60-989) Rotor - P/N 78-16917 (P/N 60-755) Rotor - P/N 78-15337 (P/N 60-721) Balancer

Inspect Rotor/ Housing Height

Oven Cure Loctite

Outgas Stabond

Outgas Stabond

Cool Rotor

Component Material Assemble Rotor into Housing

Component Material Assemble Rotor Apply Sta Bond

Inspect Rotor Assembly Endplay

Component Material Start Rotor Assembly

X minutes

5 minutes 2 Minutes

5 minutes

7 Min 1 hour @ 250 Deg

X minutes 9 Minutes

2 Minutes

Oven Cure Stabond

1 hour @ 265 Deg

3 units

4 Minutes 20 Min
Cool Assembly
Final Assembly SF1 & SF2 Component Material Stator Assy - P/N 78-17515-1 (P/N 60-989) P/N 78-16923 (P/N 60-755) P/N 78-15341-1 (P/N 60-721)

2 Minutes
Assemble Handle to Assembly

5 Minutes
Inspect Bonding
Impeller Installation Deliver to Test Component Material

Component Material

Inducer - P/N 60-98970 (P/N 60-989100-2) Inducer - P/N 60-98916 (P/N 60-98976-2) Inducer - P/N 60-72112 (P/N 60-72101-2)

1 unit Impeller - P/N 60-98917 (P/N 60-989) Impeller - P/N 60-7440 (P/N 60-755100-2) Impeller - P/N 60-72118 (P/N 60-72101-2) Shims - P/N XX-XXXXX

Takt Time = 20 minutes per unit

Demand of 21 units per day @ 7 Hours per day Takt Time = .33 hours per part 20 minutes per unit

Handle Assy - P/N XX-XXXXX

Color Legend
Value Added Non-Value Added but necessary Non-Value Added

Cycle Time = 181 minutes per unit

24 minutes of Value Added Time" 157 minutes of "cure & cool and outgas" time 24 minutes + 157 minutes = 181 minutes

Standard Work In-Process

Quality Check

10 Units of Standard Work In-Process

9/29/00

Visual Metrics
Purpose

Enable a person to self-manage their work. Enable management to recognize trends and re-align to targets and strategies.

If you are not going to use the data, dont collect it!

Visual Metrics
Characteristics

Provide data
To people who can act on the data In time to act on the data To people affected by the data

Visually link results to specific

Performance targets Improvement initiatives

Communicate information
To workers and management In a format that is easy to understand

Visual Metrics
How to Develop

What needs to be measured? Who is the user? How to keep track of details? How often to take the data? Who will do the tracking? How to display it? Where to locate the display?

Visual Metrics
Production monitors at Korry Electronics

Version 2

Version 1 Daily summary

Visual Metrics
PTP Daily Production Board

Visual Metrics
Takt Time Sheet
Hydro-Aire - 39-353 Cell
Production Schedule - Orders for March 2001
1. 39-353 2. 3. Time Start Stop 4. 5. 6. Work Min 7. 8. 9. Interval Plan Pcs Actual 10. 11. 12. Cumulative Plan Pcs Actual Variance Crew Size Plan Actual 1 Takt Time 32 mins Comments

Date

6:45 9:00

9:00 9:15

2:15 0:00 2:10 0:00 1:15 0:00 1:25 0:00

4 0 4 0 2 0 3 0

4 4 8 8 10 10 13 13
Clean up Break Lunch Break

9:15 11:25 11:25 12:05 12:05 13:20 13:20 13:35 13:35 15:00 15:00 15:15

Total

7:05

13

13

Daily Quantity
10 20 30 40 50 60 70 0
Units Rcvd R&O

103

Units In Admin

140

RMDRs to Shop

158

Units released to WIP R&O

140

Operator teardown

71
Total

Est. In

101
1

Est. In Admin

118
2

Kits complete R&O

0
3

Complete pkgs from shop Admin

Repair and Overhaul Actual Daily Production - 1st Week of April, 2000

Process
Units repaired

0
4

Units tested

0
5

Inspect/ Summary QA

46

Average

WIP complete R&O

82

Shipments processed

83

Pkgs signed off QA

76

Actually shipped Ship

47

Visual Controls
Purpose

Enable the work force to get control of the workplace and everything that occurs within it. Enable a process to create error free product. Integrate the standard with the action so that deviation is eliminated.

What Is 5S?
Word Association: What do you think of when you hear 5S?

5S is a series of techniques that provide the foundation for a visual management system.

Why Do 5S?

Why? Why? Why? Why? Why?

To create the

Least Waste Way

to deliver

Value
to the

Customer

Where Does 5S Apply?

Any process involved in delivering value to the customer

Factory Office everywhere

Who Does 5S?

Any one involved in delivering value to the customer TOP-DOWN Leadership

Lead by example Active in the culture change

BOTTOM UP Implementation
Everyone has to be involved Its not a program - its a way of life.

It starts in YOUR workplace!

5S
Sort Set in order Shine Standardize Sustain
-

Identify and eliminate what is not needed A place for everything and everything in its place An effective, organized, professional environment Develop standards and stick to them 5S is a way of life

Corporate goal is to have all companies at a level 3 by the end of 2003.

Sort
Remove the clutter so you can see what is happening.

Separate the necessary from the unnecessary Unnecessary tools, equipment, and procedures need to be removed from the workplace

Sort
Levels of Achievement
Level

1 2 3 4 5

Sort Identify & eliminate what is not needed Necessary and unnecessary items are mixed together in the work area. Necessary and unnecessary items are separated (excess inventory, Obsolete tools & Equip) All unnecessary items have been removed from the work area. Documented method to maintain work area free of unnecessary items. Waste is immediately visible and triggers a planned response with root cause analysis and corrective action.

Set In Order
A place for everything, and everything in its place.

Able to find things in 30 seconds Clean and ready for use Most important is the transparency

Set In Order
Levels of Achievement
A place for everything and everything in its place Level 1 Tools, supplies and materials are randomly located. 2 3 4 5 Designated location established for all items as needed. Designated locations are marked to make organization more visible (color, outlines, labels, numbers, etc). Documented method of visual sweep to identify items out of place or exceeding quantity limits. Defined process to evaluate and improve movement and motion. Set in Order

Shine
An effective, organized environment.

Identify customers, suppliers, value Make the normal visible regular cleaning, visual data Visual controls on delivery of value signal and response Data driven, continuous monitoring

Shine
Levels of Achievement
Level

1 2 3 4 5

Shine An effective, organized environment No visuals are in place. Work/break areas and machinery are dirty and disorganized. Visual display of data. Work/break areas and machinery are cleaned on a regularly scheduled basis. Visual controls are in place. Machines are cleaned daily. Customers/suppliers are identified and value defined. Real time metrics and visual management are in place. Preventative maintenance is implemented. Abnormal is immediately visible and triggers a planned response with root cause analysis and corrective action.

Standardize
Develop standards and stick to them.
Fuel Pump Assembly Cell - Standard Work
Housing Assy - P/N 60-98966 (P/N 60-989100-2) Housing Assy - P/N 60-98914 (P/N 60-98976-2) Housing Assy - P/N 60-75512 (P/N 60-755100-2) Housing Assy - P/N 60-72110 (P/N 60-72101-2) 1 unit 1 unit P/N 60-72101-2 Only Bearings, Discharge Plates Liners and tubes 1 unit 3 units Rotor - P/N 78-17512 (P/N 60-989) Rotor - P/N 78-16917 (P/N 60-755) Rotor - P/N 78-15337 (P/N 60-721) Balancer

Inspect Rotor/ Housing Height

Oven Cure Loctite

Outgas Stabond

Outgas Stabond

Cool Rotor

Component Material Assemble Rotor into Housing

Component Material Assemble Rotor Apply Sta Bond

Inspect Rotor Assembly Endplay

Component Material Start Rotor Assembly

X minutes

5 minutes 2 Minutes

5 minutes

7 Min 1 hour @ 250 Deg

X minutes 9 Minutes

2 Minutes

Oven Cure Stabond

A N I

Z I 2
4 Minutes Minutes
Assemble Handle

1 hour @ 265 Deg

3 units

N G

5 Minutes

to Assembly SF1 & SF2 C A C O I O N A A P T T E L E A D D N Installation R S I I C T I T N B K A S L L N E A E D S T Deliver to Test F T I ( T I 9 N T 0 G % I N S ) G S Component Material Stator Assy - P/N 78-17515-1 (P/N 60-989) Component Material Component Material Inducer - P/N 60-98970 (P/N 60-989100-2) Inducer - P/N 60-98916 (P/N 60-98976-2) Inducer - P/N 60-72112 (P/N 60-72101-2)

Cool Assembly

Final Assembly -

Inspect Bonding

20 Min

Impeller

R U M B L E P/N 78-16923 (P/N 60-755) 1 unit P/N 78-15341-1 (P/N 60-721) N O N C O Impeller - P/N 60-98917 (P/N 60-989) A N D I P Impeller - P/N 60-7440 (P/N 60-755100-2) Handle Assy - P/N XX-XXXXX Takt Time =D 20 minutes per unit Impeller - P/N 60-72118 (P/N 60-72101-2) ( 1 0 % ) Demand of 21 units per day @ 7 Hours per day Shims - P/N XX-XXXXX Takt Time = .33 hours per part 20 minutes per unit

Color Legend
Non-Value Added but necessary

Cycle Time = 181 minutes per unit

24 minutes + 157 minutes = 181 minutes

Value Added

Non-Value Added

24 minutes of Value Added Time" Quality Check C Standard Work In-Process 157 minutes of "cure & cool and outgas" time

10 Units of Standard Work In-Process

9/29/00 R N L N A I Y Y P G O T I E N I E C O N G R K N U M P C D P A O N R T A B F N H N A F A E Y T T L

O O U O N V S U E T T T O L W O I S N I F T I T D H O E D W V D I E P I A P L T I N I I N E N R T O N A I T K U N A E M D I T N C D T E L H I R P E L O N E S T C K B A E B A N T A T K S H T H O A O O S F W K D L E D R O T E Y O S R R

Define and document the current process Make it the standard for everyone Define and work to the future state

Standardize
Levels of Achievement
Level

1 2 3 4 5

Standardize Develop standards and stick to them No attempt is being made to document or improve current processes. Current process is known, but not documented. Current state is documented as Standard Work performed the same by all employees. Future state is documented. Implementation plan is actively worked. Area metrics are linked to OpEx metrics. Improvements are based on data and tracked for actual results.

Sustain
5S is a way of life!
Level Sort Identify and eliminate what is not needed 1 Necessary and unnecessary items are mixed together in the office area. (Piles of paper work) Necessary and unnecessary items are separated, excess files, unused ref Matl, Boxes of files, 2 Broken items are still present. 3 All unnecessary items have been removed from the office area, files and drawers are organized. Documented method has been established to maintain work area free of unnecessary items. Use 4 of Red Book. 5 Employees continually seeking improvement opportunities. Level Set in Order A place for everything and everything in its place 1 Office area shows no sign of organization. Items are randomly located. 2 Designated location established for all items as required. 3 Designated locations are marked to make organization more visible, in basket, WIP, Task board (color coding, outlining, labeling, numbering, etc). Documented method has been established to recognize with visual sweep if items are out of 4 place or exceed quantity limits. Use of Red Book. Vehicle developed to provide continual evaluation and process in place to implement 5 improvements. Level Shine An effective, organized, professional environment 1 No Visuals in place. Office and computers are dirty and disorganized. 2 Some Visuals in place. Office and personal work surfaces cleaned on a reg. scheduled basis. 3 Visual controls in place as required. Office area cleaned daily. Visual controls practiced continually. Housekeeping tasks are practiced continually. Use of Red 4 Book. 5 Excellent visual controls. Office has professional appearance. Level of Excellence 1 2 3 4 5 Comments Level of Excellence 1 2 3 4 5 Comments

Level of Excellence 1 2 3 4 5

Comments

Level Standardize Develop standards and stick to them Level of Excellence 1 No attempt is being made to document or improve current processes. 1 2 3 4 5 2 Methods are being improved but changes haven't been documented. 3 Information on process improvements and reliable methods are shared with employees. Changes are being incorporated and documented.(Past 5S sheets, Value Stream Implementation 4 Plans, Process Improvement Sheets. OpEx Metrics are being tracked and demonstrate area improvement). Use of the RED BOOK 5 Employees are continually seeking elimination of waste with all changes documented and information shared with all. Level Sustain 5S is a way of life 1 Minimal attention is spent on adhering to the 5 Ss. 2 A recognizable effort has been made to adhere to the 5 Ss. 3 Adherence to 5 S policy and procedures. Use of the Red Book 4 Documented methods have been put into place to ensure Self-discipline. . 5 General appearance of a confident understanding of and adherence to the 5S culture. Level of Excellence 1 2 3 4 5

Comments

Comments

AREA FOCAL'S NAME:___________________________________

TOTAL 5S LEVEL:

_________

Set a good personal example Regular evaluation of 5S program Constantly look for ways to improve the program 5S becomes part of the culture of the entire organization

Sustain
Levels of Achievement
Level

1 2 3 4 5

Sustain 5S is a way of life Minimal attention is spent on 5S. 5S is a scheduled event. 5S practices are evaluated on a regular basis. Documented methods (Red Book) have been put into place to ensure adherence to 5S. Employees continually seek improvement opportunities.

Implementation
In Your Company

5S your workplace Select company approach Train Provide support Establish audit program Walk the floor

Company Approach
Alternatives

Company-wide program

+ High visibility + Quick progress Can become its own goal Can get focused on housekeeping

Value stream by value stream

+ Integrated into the conversion to lean + Tied to providing value and eliminating waste Some are doing it, some arent

Support
Role Of Management

Provide Resources
Tools, Materials Training Time

Promote Ongoing Efforts

Encourage Creative Involvement By Everyone

Acknowledge And Support Efforts

Tangible And Intangible Rewards

Set An Example

Support
Role of the Individual

Learn 5S Participate In 5S Implementation Help To Educate Coworkers Show Enthusiasm Take The Initiative Bring Ideas To Promote Or Implement 5S Ask For Support Or Resources

Audit Program

Self audits
Each person/area evaluates their workplace Audits are visibly posted in work area Area level is lowest level in any S

Audit review
Area lead reviews self audits Discusses issues Provides training and support

Lets do an audit.

Audit Instructions

Each person should have 5 rating cards

1 to 5 for one of the 5Ss.

One half of the group will be the worker, the other half will be the area lead (auditor) We will look at a picture of the workplace Each person will rate the workplace

Look at the audit form for the S you have Select the appropriate rating card (1-5)

Each person will reveal their selected rating card

Audit Example 1

Audit Example 2

Audit Example 3

Audit Example 4

Audit Example 5

Implementation
In Your Workplace

Identify your customers Determine the value you deliver Eliminate waste
Sort Set In Order Shine Standardize Sustain

Implementation
What Should Be the Goal?

A person should be able to walk into your area and within 5 minutes (without the need for a presentation) be able to determine
The customers and suppliers The process flow The deliverables The resources being used The value being measured The current status

How Do I Deal With?

The person who doesnt mind working in a cluttered environment or in a disorganized layout. I can find anything instantly!
Can they really find anything? Is there really never any wasted time? Do they understand that the information is a company resource and needs to be available to everyone?

The person who is not motivated

Is it a generic discipline issue? Do they understand how this makes their job easier? Do they understand they have multiple customers and one of them (the stockholders) expect the least waste way

Summary
Why Do 5S?

Increased Customer Satisfaction Improved On Time Performance Reduced Cost Improved Morale Improved Safety Improved Quality

Implementation Details

Sort
Red Tag Program

Red tag all unnecessary items Create a temporary red tag holding area Move red tagged items to the holding area for one week Dispose of remaining red tagged items Continue red tagging regularly.

Sort
Criteria

Three Main Factors Usefulness

Required Helpful In the way

Frequency of Use
Daily Weekly Monthly Rarely

Cost
Resources Required to Replace Resources Required to Store

Sort
Making Decisions

Each person determines what is necessary for his/her own work area. The group decides what is necessary for group areas. Necessary Unnecessary
Used for daily work Used periodically Used by someone in group Required by law or regulation Unsafe Defective Obsolete (outdated) Unused Extra (duplicate)

Sort
Opportunities in the Office Area

Books Business Forms Cabinets Catalogs Correspondence Documentation References Equipment Magazines

Paper Prints Processes Programs Samples Shelves Tables Supplies Trash

Sort
Opportunities in the Factory

Raw Material In Process Items Completed Items Tools Machines Space

Set In Order
Simplify

Put everything in its place

Frequency of use Economy of Motion

Use visual aids

Shadow boards Standard work Labels (return addresses) Clearly marked places for items that are movable Colors, shapes

Keep it that way

Set In Order
Value of Space
The value of space drops in direct proportion to the distance from the work place.

Work Area

Distance

Only store what you immediately need within the work place.

Set In Order
Economy of Motion

111 ft Detour Define Measure Analyze Improve Control

Set In Order
Economy of Motion
Tools

Material Supply

Set In Order
Put Everything in Its Place
Labeled as to what is in the cabinet

Return Address Labeled

Locations Marked

Set In Order
Put Everything in Its Place

No Private Tool Boxes

Set In Order
Shadow Boards

A place for everything and everything in its place.

Set In Order
Common Area Reference Materials

List of Contents

Set In Order
Standard Work
Chempump 56 Frame Stator Assembly Cell
20-January-2000
Arbor Press Install Liner

Incom ing Material w ith Orders

Load Weld Fixture

Weld Endbells

Varnish Cure

Clean Liner

Prep Liner

Cool

Com ponent Material - Gravity Feed Start Prep backup sleeves and install TCO

Trim Liner
7

5 6

4 3 2 1

Fusion Weld Liner & Shrouds

9 11 Stator Stand 8 12

Gas Check Roller Burnish Gas Check

Final Assembly Cell

17 16 18 19 20

10
Hydro Form Gas Check

13
Potting and Varnish

14
Cure Potting and Varnish

15
Outside Inspection & Inspection Test Assem ble Gas Check Spot Weld

Heat Lam p

Oil Fill

Paint Booth

Deliver to Final Paint

Assem bly Com ponents Gravity Feed Racks

Safety Caution

Standard Work In-Process

Quality Check

TAKT TIME: 106 Minutes

CYCLE TIME: 793 Minutes

Set In Order
Marked Spaces

Set In Order
Colors & Shapes

Set in Order
Keep It That Way
Identify potential problems with a regular physical and visual sweep.

Look for:
Unrealistic conditions or expectations. Program errors, broken or malfunctioning equipment or fixtures. Missing information and out of location files, references, material, supplies etc.

Shine
Physical Process

Determine shine targets and assignments

Product, equipment, space (work area)

Prepare for the shining process

Specify supplies and equipment Store cleaning tools where they are:
Easy to find Easy to return

Establish a cleanliness standard

The cleanliness acceptance criteria must be understood 5 minutes of shine time should be adequate for most areas

Shine
Visual Process

Identify customer and suppliers Identify value as defined by the customer Define primary measurements of value Determine trigger points Define Response
Who What

Standardize
Define the Work Environment

Define the current process

Standard work
Cell layout Cell BOM

Cleaning checklist

Define the better way for each task to be performed

Standard work
Assembly Work combination sheet Work Balance sheet

Make it visual
Communicate

Standardize
Define the Work Environment
Functional Cell Checklist
Cell Name:
1 2 3 Value Stream Manager Identified Product Family Identified Standard Work Cell Layout Cell Bill of Material Assembly Standard Work Work Combination Sheet (optional) Work Balance Chart (optional) Takt Time Sheet Visual Controls Flow WIP Scheduling - weekly (could be a Kanban) Andon Metrics Continuous Improvement Sheet 5S Matrix

4 5

6 7 8

Standardize
Communicate

Every territory should have a communication board

5S Vision 5S Campaign material 5S Targets Area Layout Team Before & after photos Current status Red Tag status Improvement Ideas Results
5 S Information Board

Standardize
Communicate

Forms

5S Audit Form - Factory

Level 1 2 3 4 5 Sort Identify & eliminate what is not needed Necessary and unnecessary items are mixed together in the work area. Necessary and unnecessary items are separated (excess inventory, Obsolete tools & Equip) All unnecessary items have been removed from the work area. Documented method to maintain work area free of unnecessary items. Waste is immediately visible and triggers a planned response with root cause analysis and corrective action. Level of Excellence 1 2 3 4 5 Comments

Set in Order A place for everything Level and everything in its place 1 Tools, supplies and materials are randomly located. 2 Designated location established for all items as needed. 3 Designated locations are marked to make organization more visible (color, outlines, labels, numbers, etc). 4 Documented method of visual sweep to identify items out of place or exceeding quantity limits. 5 Defined process to evaluate and improve movement and motion. Level Shine An effective, organized environment 1 No visuals are in place. Work/break areas and machinery are dirty and disorganized. 2 Visual display of data. Work/break areas and machinery are cleaned on a regularly scheduled basis. 3 Visual controls are in place. Machines are cleaned daily. Customers/suppliers are identified and value defined. 4 Real time metrics and visual management are in place. Preventative maintenance is implemented. 5 Abnormal is immediately visible and triggers a planned response with root cause analysis and corrective action. Level 1 2 3 4 5 Level 1 2 3 4 5 Standardize Develop standards and stick to them No attempt is being made to document or improve current processes. Current process is known, but not documented. Current state is documented as Standard Work performed the same by all employees. Future state is documented. Implementation plan is actively worked. Area metrics are linked to OpEx metrics. Improvements are based on data and tracked for actual results. Sustain 5S is a way of life Minimal attention is spent on 5S. 5S is a scheduled event. 5S practices are evaluated on a regular basis. Documented methods (Red Book) have been put into place to ensure adherence to 5S. Employees continually seek improvement opportunities.

Level of Excellence 1 2 3 4 5

Comments

Level of Excellence 1 2 3 4 5

Comments

Level of Excellence 1 2 3 4 5

Comments

Level of Excellence 1 2 3 4 5

Comments

AREA FOCAL'S NAME:___________________________________

TOTAL 5S LEVEL: _________

5S Audit Form - Office

Level 1 2 3 4 5 Sort Identify & eliminate what is not needed Necessary and unnecessary items are mixed together in the work area (mixed piles of paper work) Necessary and unnecessary items are separated (boxes of files, unused reference material) All unnecessary items have been removed from the work area (no broken items) Documented method to maintain work area free of unnecessary items. Waste is immediately visible and triggers a planned response with root cause analysis and corrective action. Level of Excellence 1 2 3 4 5 Comments

Set in Order A place for everything Level and everything in its place 1 Office area shows no sign of organization. Items are randomly located. 2 Designated location established for all items as needed. 3 Designated locations are marked to make organization more visible (In Basket, Task Board, color, outlines, labels, numbers, etc). 4 Documented method of visual sweep to identify items out of place or exceeding quantity limits. 5 Defined process to evaluate and improve movement and motion. Level Shine An effective, organized environment 1 No visuals are in place. Office and computers are dirty and disorganized. 2 Visual display of data. Office and personal work surfaces are cleaned on a regularly scheduled basis. 3 Visual controls are in place. Work surfaces are cleaned daily. Customers/suppliers are identified and value defined. 4 Real time metrics and visual management are in place. 5 Abnormal is immediately visible and triggers a planned response with root cause analysis and corrective action. Level 1 2 3 4 5 Level 1 2 3 4 5 Standardize Develop standards and stick to them No attempt is being made to document or improve current processes. Current process is known, but not documented. Current state is documented as Standard Work performed the same by all employees. Future state is documented. Implementation plan is actively worked. Area metrics are linked to OpEx metrics. Improvements are based on data and tracked for actual results. Sustain 5S is a way of life Minimal attention is spent on 5S. 5S is a scheduled event. 5S practices are evaluated on a regular basis. Documented methods (Red Book) have been put into place to ensure adherence to 5S. Employees continually seek improvement opportunities.

Level of Excellence 1 2 3 4 5

Comments

Level of Excellence 1 2 3 4 5

Comments

Level of Excellence 1 2 3 4 5

Comments

Level of Excellence 1 2 3 4 5

Comments

AREA FOCAL'S NAME:___________________________________

TOTAL 5S LEVEL: _________

5S Group Chart
Set in order Team Member Name Sort Level Level Shine Level Standardize level Overall Rating by Team Overall Team Sustain Level Member Rating

Picture of Area Champion

Level of Excellence Form

__________________ Current Level for Area

5S Audit Form - Sample

Level 1 2 3 4 5 Sort Identify & eliminate what is not needed Necessary and unnecessary items are mixed together in the work area (mixed piles of paper work) Necessary and unnecessary items are separated (boxes of files, unused reference material) All unnecessary items have been removed from the work area (no broken items) Documented method to maintain work area free of unnecessary items. Waste is immediately visible and triggers a planned response with root cause analysis and corrective action. Level of Excellence 1 2 3 4 5 Comments

X
Level of Excellence 1 2 3 4 5 Comments

Set in Order A place for everything Level and everything in its place 1 Office area shows no sign of organization. Items are randomly located. 2 Designated location established for all items as needed. 3 Designated locations are marked to make organization more visible (In Basket, Task Board, color, outlines, labels, numbers, etc). 4 Documented method of visual sweep to identify items out of place or exceeding quantity limits. 5 Defined process to evaluate and improve movement and motion. Level Shine An effective, organized environment 1 No visuals are in place. Office and computers are dirty and disorganized. 2 Visual display of data. Office and personal work surfaces are cleaned on a regularly scheduled basis. 3 Visual controls are in place. Work surfaces are cleaned daily. Customers/suppliers are identified and value defined. 4 Real time metrics and visual management are in place. 5 Abnormal is immediately visible and triggers a planned response with root cause analysis and corrective action. Level 1 2 3 4 5 Level 1 2 3 4 5 Standardize Develop standards and stick to them No attempt is being made to document or improve current processes. Current process is known, but not documented. Current state is documented as Standard Work performed the same by all employees. Future state is documented. Implementation plan is actively worked. Area metrics are linked to OpEx metrics. Improvements are based on data and tracked for actual results. Sustain 5S is a way of life Minimal attention is spent on 5S. 5S is a scheduled event. 5S practices are evaluated on a regular basis. Documented methods (Red Book) have been put into place to ensure adherence to 5S. Employees continually seek improvement opportunities.

X
Level of Excellence 1 2 3 4 5 Comments

X
Level of Excellence 1 2 3 4 5 Comments

X
Level of Excellence 1 2 3 4 5 Comments

X
TOTAL 5S LEVEL: _________

AREA FOCAL'S NAME:___________________________________

Level 1 2 3 4 5

Sort Identify & eliminate what is not needed Necessary and unnecessary items are mixed together in the work area (mixed piles of paper work) Necessary and unnecessary items are separated (boxes of files, unused reference material) All unnecessary items have been removed from the work area (no broken items) Documented method to maintain work area free of unnecessary items. Waste is immediately visible and triggers a planned response with root cause analysis and corrective action.

Level of Excellence 1 2 3 4 5

Comments

X
Level of Excellence 1 2 3 4 5 Comments

Set in Order A place for everything Level and everything in its place 1 Office area shows no sign of organization. Items are randomly located. 2 Designated location established for all items as needed. 3 Designated locations are marked to make organization more visible (In Basket, Task Board, color, outlines, labels, numbers, etc). 4 Documented method of visual sweep to identify items out of place or exceeding quantity limits. 5 Defined process to evaluate and improve movement and motion. Level Shine An effective, organized environment 1 No visuals are in place. Office and computers are dirty and disorganized. 2 Visual display of data. Office and personal work surfaces are cleaned on a regularly scheduled basis. 3 Visual controls are in place. Work surfaces are cleaned daily. Customers/suppliers are identified and value defined. 4 Real time metrics and visual management are in place. 5 Abnormal is immediately visible and triggers a planned response with root cause analysis and corrective action. Level 1 2 3 4 5 Level 1 2 3 4 5 Standardize Develop standards and stick to them No attempt is being made to document or improve current processes. Current process is known, but not documented. Current state is documented as Standard Work performed the same by all employees. Future state is documented. Implementation plan is actively worked. Area metrics are linked to OpEx metrics. Improvements are based on data and tracked for actual results. Sustain 5S is a way of life Minimal attention is spent on 5S. 5S is a scheduled event. 5S practices are evaluated on a regular basis. Documented methods (Red Book) have been put into place to ensure adherence to 5S. Employees continually seek improvement opportunities.

X
Level of Excellence 1 2 3 4 5 Comments

X
Level of Excellence 1 2 3 4 5 Comments

X
Level of Excellence 1 2 3 4 5 Comments

1
__________________ Current Level for Area

X
TOTAL 5S LEVEL: _________

AREA FOCAL'S NAME:___________________________________

5S
Level 3 Office Guidelines
5S Office Guidelines
The following are recommendations toward achieving a Level 3 office.
Furniture & Equipment Sort out and remove unnecessary items from work surfaces. Minimize the number of items. Clean surfaces (top and general): Keyboard, desk, file cabinet, bookshelf, etc Cables & Wiring: Tie-wrap / stow neatly All files, paperwork, etc. should be properly stowed at the end of each day, leaving all surfaces clear, clean and neat Desk (Drawers & Contents) Sort out and remove unnecessary items. Retain what is needed. Label each drawer with general description (supplies, open POs, forms, personal, etc.) At least one (1) drawer should identify supplies (pens, paper, post-its) Public access drawers (those not labeled personal or private) should be generally clean and organized Files (Filing cabinets, standing files, desk drawers where applicable) Sort out and remove unnecessary items. Retain what is needed. Label outside drawer(s). Drawers with personal contents should be identified. Locked files / keys: Area manager should be provided spare key / access in the event of an emergency Desktop file racks: Label. Should provide easy visual review of contents. Cleaning Supplies Each person should have a general cleaner and wipes, easy to access and use daily as needed Walls / Doors Sort out and remove unnecessary items. Retain what is needed. Utilize business appropriate items (personal items included) Bookshelves Sort out and remove unnecessary items. Retain what is needed. Label binders / materials with subject or title Attach owners business card or name as a return address on critical items Use magazine file holder or device to consolidate floppy / random materials Group items by logical categories (supplier catalogs, training, general reference, etc.) Position most frequently used items closest to your strike zone Label shelf with grouping identification Use dots, tape, or other device to provide visual cue if something is missing Create and maintain bookshelf directory (listing items by shelf and sequence). Keep electronic bookshelf list for easy updates.

5S
Level 4 Red Book
Level 4 5S Red Notebook
Tips for the Red Notebook Desk Top Procedure The intent of the Red Notebook is to provide a documented method to adhere to the 5S Culture. Required to achieve an honest level 4. Standard for 5S documentation: Red Vinyl Binder, size as required Located within reach of your work station or central to your factory area Be easily seen when entering your office or work area Each office should have a 5S Red Notebook, every factory cell or department This book should be maintained as if you where to train someone for your job or take over a portion of your responsibilities. This person could use the Red Notebook and find enough information to do the required tasks. This is not solely about housekeeping and keeping your area looking good. It is about defining what you do and how you do it. This book provides four benefits: A documented way to define your tasks are and how they are performed. (This will cause you to think about what you do and the value of those tasks.) A quick reference for anyone on how you perform a task. In case you are gone and they need to perform the task.) A hand-off document for cross training or training a new person. Its a path to achieve an honest level 4 in a 5S Culture. Things that should be included as a minimum but not limited to: Table of Contents Your companys 5S Policy Actions to adhere to the Spirit of 5S Culture
(How you or your cell will adhere to the 5S Culture and any agreed upon team items)

My duties and responsibilities as a (Job Title or Product Line) **List of tasks and how to accomplish them. Short statements of additional duties or responsibilities Time lines for reports / meetings Reference lists of books, videos and binders Past 5S Audit Sheets Process Maps (if needed) **Dividers for each section Sub-Dividers within each section (if needed) ** Descriptions of each necessary task should be short and brief. Mention where to locate materials/information (from people, files, etc.) important phone numbers or contacts, what is to be done with the materials when finished (who gets what, e-mail who, and so on). List where to find necessary information that might be in another binder. Again as if you where to train someone to do that task or job. Even Notes from when you first learned some of your tasks.

Questions? Comments?