5S ± A Program

to Improve Project Performance
Venue: Project Site Office ± LSI 3 Project Date : October 10, 2006

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Quality Assurance

Objectives
Improve housekeeping Make every individual responsible for housekeeping Productivity improvement by saving time, reduced waste, space etc.

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By: Sid Calayag QAQC Manager LSI-3 Project

Version 1: Rev. 0 Date: September 25, 2006

COMMON MIND SETS«
Its an additional burden. Too busy to do 5S activities. Why clean it? It will get dirty again We cannot change the existing setup. More work pressure ± No time for these things Expensive ± Why to waste money? We are comfortable ± Why to change? It will take time
By: Sid Calayag QAQC Manager LSI-3 Project Version 1: Rev. 0 Date: September 25, 2006

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So, What¶s good in it? Before we answer . . .
By: Sid Calayag QAQC Manager LSI-3 Project Version 1: Rev. 0 Date: September 25, 2006

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Why 5S?
Look Familiar?

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So, what¶s good in it again? The winning companies says«
Work efficiency enhanced due to organized work place Achieve remarkable cost reduction in construction process and improved productivity by 20% Waste elimination, Cycle time reduction, Space generation, Inventory reduction and improved work ethics
By: Sid Calayag QAQC Manager LSI-3 Project Version 1: Rev. 0 Date: September 25, 2006

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Remove waste
Implement so that µwaste becomes visible to facilitate waste removal¶
Waste = Current work ± money generating work
From current work remove work that does not generate money

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By: Sid Calayag QAQC Manager LSI-3 Project

Version 1: Rev. 0 Date: September 25, 2006

5S
A program to help us improve project performance
By: Sid Calayag QAQC Manager LSI-3 Project Version 1: Rev. 0 Date: September 25, 2006

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Let¶s begin«.

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Definition of 5S
(1) SEIRI (Sort)
Distinguishing between necessary and unnecessary things, and getting rid of what you do not need

(2) SEITON (Set in Order)
The practice of orderly storage so the right item can be picked efficiently (without waste) at the right time

(3) SEISOU(Shine)
Create a clean worksite without garbage and dust

(4) SEIKETSU(Standardization)
Standardization of best practices

(5) SHITSUKE (Sustain)
The practice of developing customs so that the workplace regulations and rules are correctly practiced
By: Sid Calayag QAQC Manager LSI-3 Project Version 1: Rev. 0 Date: September 25, 2006

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Promotion of 5S
(1)
SEIRI (Sort)
Dispose what is not needed

(2)
SEITON (set in order)
Can retrieve when required

(3)
SEISOU (Shine)
Make the workplace clean

(4)
SEIKETSU

(Standard)
Standardized the solution

(5) SHITSUKE
(Discipline)
Develop customs that allow practice of regulations and rules
By: Sid Calayag QAQC Manager LSI-3 Project Version 1: Rev. 0 Date: September 25, 2006

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First Module

SEIRI
(Sort)
By: Sid Calayag QAQC Manager LSI-3 Project Version 1: Rev. 0 Date: September 25, 2006

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SEIRI (Sort) refers to:
Distinguishing between necessary things and unnecessary things and getting rid of what you do not need
Steps

Stratify

Dispose

Assign fixed place

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By: Sid Calayag QAQC Manager LSI-3 Project

Version 1: Rev. 0 Date: September 25, 2006

µStratification¶ refers to:
Assorting things around oneself into those that are required and those that are not required

‡ Other than things used daily are non-required things ‡ Quantity in excess of what is used daily is non-required ‡ µLeave only this, just in case¶ is strictly prohibited

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By: Sid Calayag QAQC Manager LSI-3 Project

Version 1: Rev. 0 Date: September 25, 2006

Standards
Frequency of Usage
Things used approximately once in 1 to 6 months

Action
Dispose
Place in a warehouse faraway

Things used once a week

Gather together in the store in vicinity of work Place so that they are easy to pick. Make it easy to return. Identifiable Place within arm¶s length where they can be easily reached

Things used daily

Things used every hour

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Assigning fixed places refers
to:
Preparing rules and making visible µwhere¶ and in µwhat quantity¶¶ the required things are to be placed
‡ Decide locations for things that will remain ‡ Make rules for locations ‡ Making visible refers to visual management ‡ Start with what can be done
By: Sid Calayag QAQC Manager LSI-3 Project Version 1: Rev. 0 Date: September 25, 2006

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Location of things that will remain should consider :
(1) Where it will be used
(2) Where it will be placed (3) How much it will be placed (4) How it will be placed
By: Sid Calayag QAQC Manager LSI-3 Project Version 1: Rev. 0 Date: September 25, 2006

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Seiri = Sorting

Improvement methods

1.Flow Process Chart (Procedural Analysis)
Drawing a process flow chart for the system Ex. How to make and use category wise grouping

2.Operational Analysis
Preparing the sequence of operations for system Ex. How to perform Seiri (sorting)

3.Check List
A check sheet is used to decide what sort of main system and sub system are necessary.
By: Sid Calayag QAQC Manager LSI-3 Project Version 1: Rev. 0 Date: September 25, 2006

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SEIRI = Sorting
Meaning

Distinguish between necessary and unnecessary items and eliminate the unnecessary items

Activity

Establish a criteria for eliminating unwanted items Eliminate unwanted items either by disposing them or by relocating them. Area saved or percentage of space available

Success Indicator
By: Sid Calayag QAQC Manager LSI-3 Project

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isc1

INTERACTIVE BIT
Give me three examples of areas that could benefit from sorting

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By: Sid Calayag QAQC Manager LSI-3 Project

Version 1: Rev. 0 Date: September 25, 2006

Slide 21 isc1 ntil here, we can conclude the first ,module of the presentation.
Sid Calayag, 10/9/2006

Second Module

1 2 SEITON 3
Version 1: Rev. 0 Date: September 25, 2006

(Set in order)
By: Sid Calayag QAQC Manager LSI-3 Project

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SEITON (Set in order) refers to :
Implementing functional storage by deciding correct placement method and layout so that the required objects can be quickly used what it is required

Steps

Assign fixed places and fixed quantity
By: Sid Calayag QAQC Manager LSI-3 Project

Make it compact
Version 1: Rev. 0 Date: September 25, 2006

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Assigning fixed places and fixed quantity :
Refers to facilitating picking and placing and ensuring zero shortages
‡ Give priority to use frequency and decide fixed place ‡ Consider also safety (mainly weight) ‡ Place heavy objects at a height where they are easy to pick from ‡ Eliminate labor required for searching and returning ‡ Decide placing volume bused on usage volume (1 time, 1 day)
By: Sid Calayag QAQC Manager LSI-3 Project Version 1: Rev. 0 Date: September 25, 2006

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Decision standards for fixed positions
(1) Where it will be used Clarification of usage objective and place Near where it will be used so that work can be done while walking. Stand-up operations Maximum, Minimum, Order point (2) Where it will be placed

(3)

How much will be placed

(4)

How will it be placed

Easy to place, Easy to remove (one-touch operation)

(5)

Indication of placing location

Coloring, boundaries Illustrative indication, component name indication, Quantity indication First in- First out, Recognize by observing placement date Indicate person responsible

(6)

Recognize visually

(7)

Stagnating time is visible

(8)

Decide person in-charge of supervision

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By: Sid Calayag QAQC Manager LSI-3 Project

Version 1: Rev. 0 Date: September 25, 2006

Quality Assurance page 25

Seiton = Systematic Arrangement
How to achieve Systematic Arrangement ?
‡ Decide where things belong Decide how things should be put away Obey the Put away rules

‡

‡

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By: Sid Calayag QAQC Manager LSI-3 Project

Version 1: Rev. 0 Date: September 25, 2006

Seiton = Systematic Arrangement
How to achieve Systematic Arrangement ? ‡ Decide where things belong
‡ Standardize Nomenclature ‡ Determine an analytical method of storage

‡

Decide how things should be put away
‡ Name & locations to everything. Label both item and location ‡ Store material functionally ‡ Prevent mistakes with coding by shapes & color

contd..
By: Sid Calayag QAQC Manager LSI-3 Project Version 1: Rev. 0 Date: September 25, 2006

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Seiton = Systematic Arrangement How to achieve Systematic Arrangement ?

‡ Decide how things should be put away
‡ Follow first in first out rule ‡ If two identical items are to be located, then store them separately, color code them.

‡ Obey the rules
‡ Put the things back to their location after their use

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By: Sid Calayag QAQC Manager LSI-3 Project

Version 1: Rev. 0 Date: September 25, 2006

Examples of tools arrangement (Seiton)

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SEITON = Systematic Arrangement
The main target areas for Seri-Seiton improvement are :
Tool-setting and preparation operations, line balancing and process planning, peak time problems etc.

Improvement Methods Kit Method / Assembly box method / Outside tool setting Cassettisation / Parallel operations / Changes in assignment method
By: Sid Calayag QAQC Manager LSI-3 Project Version 1: Rev. 0 Date: September 25, 2006

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SEITON = Systematic Arrangement
Meaning

To determine type of storage and layout that will ensure easy accessibility for everyone .

Activity

- Functional storage - Creating place for everything and putting everything in its place

Success - Time saved in searching Indicator - Time saved in material handling
By: Sid Calayag QAQC Manager LSI-3 Project Version 1: Rev. 0 Date: September 25, 2006

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isc4

INTERACTIVE BIT
Give me three examples of areas that could benefit from systematic arrangement/

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By: Sid Calayag QAQC Manager LSI-3 Project

Version 1: Rev. 0 Date: September 25, 2006

Slide 32 isc4 This wiull conclude the second module of the presentation.
Sid Calayag, 10/9/2006

Third Module

SEISO
(Shine(Shine-Clean)
By: Sid Calayag QAQC Manager LSI-3 Project Version 1: Rev. 0 Date: September 25, 2006

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SEISO (Shine, cleaning) refers to :
Removal of dirt and by investigating source of dirt preparing countermeasures

Steps

Identify source of occurrence

Take action to prevent dirtiness and its occurrence
Version 1: Rev. 0 Date: September 25, 2006

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By: Sid Calayag QAQC Manager LSI-3 Project

Actions to prevent dirtiness and its occurrence refers to:
countermeasures against source of occurrence include countermeasures (challenge towards common sense) for process methods (defects in processing conditions etc.)

‡ The basic point is sweeping, cleaning and inspecting ‡ It is also important to take immediate actions such as placing a cover etc. ‡ Accumulation of small points will lead to a situation where sweeping is not required
By: Sid Calayag QAQC Manager LSI-3 Project Version 1: Rev. 0 Date: September 25, 2006

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SEISO ± SHINE - CLEANING
Meaning

Cleaning trash, filth, dust and other foreign matter. Cleaning as a form of Inspection.

Activity

- Keep workplace spotlessly clean - Inspection while cleaning - Finding minor problems with cleaning inspection - Reduction in machine down time - Reduction in no. of accidents
Version 1: Rev. 0 Date: September 25, 2006

Success Indicator
By: Sid Calayag QAQC Manager LSI-3 Project

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INTERACTIVE BIT
Give me three examples of areas that could benefit from cleaning.

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By: Sid Calayag QAQC Manager LSI-3 Project

Version 1: Rev. 0 Date: September 25, 2006

Slide 37 isc5 ntil here, we can conclude the first ,module of the presentation.
Sid Calayag, 10/9/2006

SEIKETSU (Standardization )
refers to:
Standardization of 5S through µvisual management¶
Steps
Grasp vital points for management Make abnormalities visible in management points

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By: Sid Calayag QAQC Manager LSI-3 Project

Version 1: Rev. 0 Date: September 25, 2006

Standardization of 5S
Clarification of vital points for management
(1)
- What are the minute defects - Basic conditions: Cleanliness, refueling, replace tightly bind fast, dirt, looseness - Operating conditions: lighting, temperature, time, weight, Equipment, jigs and tools, sub-materials

Prepare standards for the conditions
(2)
Objectivity of judgment standards for normal versus abnormal Judgment without using measurement, knowledge, intuition and knack

Judgment standards for abnormalities
(3)
Inspection methods that can be used by anybody Methods for actions against abnormalities
Version 1: Rev. 0 Date: September 25, 2006

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By: Sid Calayag QAQC Manager LSI-3 Project

Points for Visual Management
(1) (2) (3) (4) (5) (6) Recognize well even from a distance There are indicators on items to be managed Whether good or bad is clear, and anybody can point out Anybody can use, and convenient if used Anybody can follow and repair quickly Use of tools leads to neatness
By: Sid Calayag QAQC Manager LSI-3 Project Version 1: Rev. 0 Date: September 25, 2006

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SEIKETSU - STANDARDIZING
Regularizing 5S activities by putting systems in place ± Everyone does things the same way Make it easy for everyone to identify the state of normal or abnormal condition. For maintaining previous 3S, use visual management

5S IS EASY TO DO ONCE ± CONSISTENCY IS DIFFICULT
By: Sid Calayag QAQC Manager LSI-3 Project Version 1: Rev. 0 Date: September 25, 2006

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SEIKETSU - STANDARDIZING
Meaning

Setting up standards / Norms for a neat, clean, workplace and details of how to maintain the norm (Procedure) - Innovative visual management - Color coding - Early detection of problem and early action - Increase in 5S indicator

Activity

Success Indicator
By: Sid Calayag QAQC Manager LSI-3 Project

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INTERACTIVE BIT
Give example of how to make the practice become standard.

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By: Sid Calayag QAQC Manager LSI-3 Project

Version 1: Rev. 0 Date: September 25, 2006

SHITSUKE (Sustain ) refers to:
Preparation of workplace atmosphere where visual management is properly observed
Steps Check state of observance of standardization of 5S
By: Sid Calayag QAQC Manager LSI-3 Project

Innovate to ensure observance

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SHITSUKE ± SUSTAIN ± SELF DISCIPLINE & TRAINING

1 2 Make 5S is a HABIT 3 Without this, the time involved in
all the other S will be in vain.
By: Sid Calayag QAQC Manager LSI-3 Project Version 1: Rev. 0 Date: September 25, 2006

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Shitsuke = Self Discipline
We need everyone to maintain 5S guidelines. To maintain DISCIPLINE, we need to practice and repeat until it becomes a way of life. .

Discipline is the Core of 5S
By: Sid Calayag QAQC Manager LSI-3 Project Version 1: Rev. 0 Date: September 25, 2006

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SHITSUKE ± SUSTAIN ± SELF DISCIPLINE & TRAINING Commitment + Everyone¶s Involvement = Success to 5S

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By: Sid Calayag QAQC Manager LSI-3 Project

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SHITSUKE - SUSTAIN

Meaning Every one sticks to the rule and makes it a habit Activity - Participation of everyone in developing good
habits - Regular audits and aiming for higher level

Success Indicator
By: Sid Calayag QAQC Manager LSI-3 Project

- High employee morale - Involvement of all people
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The rules«
Remove fixed ideas. Think of ways to make it possible. No excuses needed. Go for the simple solution, not the perfect one. Correct mistakes right away. Repeat Why 5 times. Ask ideas from many people. There is no end to improvement.

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The benefits . . .
Reduced set-up times Reduce searching time Increased floor space Lower safety incident/accident rate Less wasted labor Higher Quality Lower cost Reliable Delivery

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Elimination of Waste
5 S Element Waste/ Improvement Item Deliverable Sorting Visual Placement
Elimination of finding. Elimination of nonconformances. Elimination of motion. Reduction of part selection errors. Reduced Costs Increased Safety Improved Quality Increased Product Options.

Systematic Organization Scrubbing Clean

Elimination of finding. Reduction of part selection errors.

Reduced Costs Improved Quality Increased Product Options Increased Safety Improved Quality

Increased safety. Preventive maintenance. Increased equipment knowledge. Increased equipment life. Higher morale. Clean environment. Increased visibility of nonconformances.

Standardization Control

Improved Quality Consistent Delivery Improved Safety

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By: Sid Calayag QAQC Manager LSI-3 Project

Version 1: Rev. 0 Date: September 25, 2006

5S Implementation Plan
Step 1 Establish 5 S Implementation Team Step 2 Develop Specific Implementation Plan Step 3 Develop Communication Plan

Step 4 Develop 5 S Training Plan

Step 5 Implement 5 S

Systematic Organization

Progressive Enhancement s

Standardization

Visual Placement

Cleanliness

Step 6 Verification of Effectiveness

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By: Sid Calayag QAQC Manager LSI-3 Project

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5S Audit

Conduct an audit to measure improvement

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Roles and Responsibility
Leaders must set the tone and lead by example. We should commit to the initiative, Provide time to the workforce to develop and implement 5S changes. Any implementation should have a drive. Conduct short, focused and frequent communication sessions. Share the successes

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By: Sid Calayag QAQC Manager LSI-3 Project

Version 1: Rev. 0 Date: September 25, 2006

Expanding the Strategy
Performance Excellence 6 Sigma ‡ Disciplined Methodology ‡ Technical Approach (Quantitative) ‡ Data Driven - Statistical ‡ Customer Focus ‡ Reduce Variation ‡ Focus on Large Impact ‡ Larger/Longer Projects Kaizen ‡ Philosophical Approach ‡ Common Sense Approach (Qualitative) ‡ Data Driven - Observation ‡ Operational Focus ‡ Waste Elimination 5S ‡ Incremental Change ‡ Smaller/Shorter Projects

Complimentary Tools Driving Continuous Improvement
By: Sid Calayag QAQC Manager LSI-3 Project Version 1: Rev. 0 Date: September 25, 2006

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Comparative Analysis
6W
easure - Data Collection - Determine Process Potential / aluate - oot Cause / ital ew - Statistical nal sis Impro e Verif - Implement Improvement - alidate Improvement tan ar i e - Standardize / Leverage - SPC - pdate Procedures Focus - educe Process ariation - Identif Critical Cause and ocus esources for Maximum Impact Summary - Technical Approach based on Statistical Analysis - Requires Significant Data Collection - Best applied to Manufacturing Processes - Typical Projects 1-3 Months oals

Improvement Methodologies ‡ Similar in Structure ‡ Improvements measured against established process ‡ Team oriented

Kai en/Lean
aluate - Baseline Process Performance - Establish Target Deci e -Compare solutions - Choose Act -Communicate - Implement improvement - Control easure - alidate improvement - Standardize - pdate Procedures

‡ Similar improvement tools ‡ Measure effectiveness of improvements ‡ Maintain new performance level ‡ Standardize & Proceduralize

Results ‡ More Efficient Processes

Comparison ‡ Both are Effective Improvement Mechanisms ‡ CPI/6s best applied to large complex problems ‡ Kaizen/Lean best applied to achieve incremental changes and eliminate wastes.

Focus - Eliminate Waste 5S - Seek Incremental Process Changes

Summary - Common Sense Approach based on Observation - Applicable to all types of processes - Defined improvement strategy - Typical Projects 1 week

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Countdown begins now«.

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