Driving Operations and Supply Chain Excellence Els

RBIS
Driving Operations and Supply Chain Excellence

ELS - 5S
“Create an integrated global supply chain delivering
value, speed, consistency and flexibility, and drive
Global Supply operational excellence through integrated planning,
Chain Excellence operating discipline and lean principal application.”
“Serve our Customers”
Javier Corral
Retail Branding and Global Operations 2014
Information Solutions Operations and Supply Chain Excellence
1 | Driving Operations & SC Excellence

RBIS Global Operations and Supply Chain Excellence
Confidential—For Internal Use Only
1 5S - Establish Visual Order and Operational Discipline
What?
Sustain Sort
> An Initial approach to clear out the clutter in order to Maintain Discipline Clear out
rarely used
surface problems. items
> Focuses on the use of visual management and standard

work to organize the workplace.
5S
Standardize Straighten
Everything has a
Why? Maintain first 3 S’s
place
> Clear the “Clouds” to Identify Issues. Normal / Abnormal

Shine
> Establish fundamental discipline for standard work. Clean It
> Create Ownership of working area.
> Promote a safe and productive work environment.
> Lay the foundation for all other lean tools.
> Caution: Well organized waste is still waste! 5S should not be applied simply for the sake of applying
the tools but to start the ELS journey.

1 5S - Establish Visual Order and Operational Discipline
How is 5S measured?
> 5S creates organization, visible working conditions, and a disciplined environment.
> Rated on a 1 to 5 scale of achievement within the Operational Excellence Dashboard, with specific
checkpoints under each S.
What are some specific examples of 5S?
> 1S – Sort “Area is free of any unnecessary tools and materials.”
> 2S – Straighten “Equipment, materials, and tools are clearly marked, easily accessible.
and conveniently organized.”
> 3S – Shine “Entire work area and all equipment is clean / visual checks are done.”
> 4S – Standardize “Documentation of standard operating procedures visible in the station.”
> 5S – Sustain “Evaluation method in place to continuously improve the 5s

process. Layered process to ensure 5s sustainment”

Benefits
Safety Quality Cost
Reduce the number of lost Eliminate the possibility of Eliminate wasted time
time accidents, Worker’s using the wrong tools. looking for tools. Reduce
Compensation claims and Eliminate contamination cycle time, reduce
OSHA recordables. and assure compliance to equipment downtime
standard procedures. through regular cleaning
and inspection.
Do not standardize waste
5S is: 5S is NOT:
1. About sustained workplace organization and discipline. 1. About “spring cleaning”.
2. A tool that benefits the entire organization. 2. A “shop-floor only” tool.
3. A continuous process and an on-going management tool. 3. A one-time event
4. For everyone. 4. “Someone else’s” responsibility
5. A basic foundation for all other improvement. 5. Optional

Examples: 5S Link with other LEAN TOOLS
SMED TPM Cost

5S requires the clearing out of The first step of Total Productive 5S supports having a waste-free,
things which are not needed to Maintenance (TPM) is operator repeatable, sustainable process.
make it easier to obtain the clean-up of machines. In order to implement Standard
needed tools and parts. This is Work in any area, completing 5S
the foundation of Single Minute is essential.
Exchange of Die (SMED).
Visual Management
The application of the first 3S’s

enables the 4thth ‘S’, Standardize.
In the step, Visual Management
is put in place in order to
stabilize the process and enable
detecting normal from abnormal
conditions.
5S has been quoted as the most important of all lean tools

SORT STRATEGY
FREQUENCY OF USE DISPOSITION
Unnecessary
Unnecessary Discard or delete
Cannot
Cannot be
be used
used
Unlikely
Unlikely to
to be
be Used
Used Discard, delete or donate
Rarely
Rarely Used
Used Store remotely or electronically
Occasionally Store nearby for easy access

Occasionally Used
Used
Frequently
Frequently Used
Used Store close at hand for ready-access

Straighten Strategy
> First decide where all items should be so that the organization is easy to use and understand
> Choose proper storage methods that minimize inventory and promote visual management
> Visually indicate locations so items in use can be returned and missing items are easily identified
> Make sign boards that clearly explain inventory, equipment, and other items so anyone can
understand in the workplace
A place for everything and everything in its place

Shine Strategy
> Allows you to quickly identify “abnormalities”
> Eliminates idea of “spring cleaning”
> Maintains discipline
> Becomes a part of your regular, daily routine
> Dedicate FIRST five minutes of each day to systemic cleaning

Standardize Strategy
> Maintain first 3 S’s
> Visual controls and associated standard work (expectations for 5S conditions) is established.
> There is a process documentation and execution of daily expectations, responsibilities and
accountabilities for 5s.
> 5s process is standardized across the site. Standards for labeling, auditing, communicating,
correcting gaps should be same across the site.
Example:
1. Develop a standard procedure for the use of a 5S form.
2. Use form consistently to measure results of 5S in all areas.
3. Identify 5S Owner of each area – make no assumptions regarding ownership.
4. Follow-up and conduct regular 5S walks and audits.

Sustain Strategy
> Discipline yourself to maintain 5S procedures Rules of Discipline:
> Proliferate 5S across entire business Keep it simple
> Hold each other accountable for sustainability Make it visual
Accept feedback and give it

> Set high standards for yourself and good example for others
constructively
> Management must lead the way Correct problems immediately

Drill down to root cause to address
> Set the standard to benchmark source of disorder or dirt
> Include 5S in performance reviews Energize yourself! Improvement

requires effort and effort requires
enthusiasm
5S is a Visual It is up to each and every

foundation for Management is one of us to make 5S a
improvement the ultimate goal personal goal!

What are common pitfalls with 5S you have seen or foresee?
Lack of assessment procedures
Perception that 5S is a “shop-floor only” tool
Perception is that 5S is about “cleaning”
Perception that this is a 1-time event… not a continuous process
5S not seen as a management tool
5S viewed as somebody else’s responsibility
5S viewed as “simple” and that everyone “knows how to do it”

Strengthening our ELS Fundamentals
5S - Establish visual order and Standardized work

1 4
operational discipline
• Understand the customer’s requirements
• De-clutter and organize - a place for
and our process capabilities.
everything and everything in its place
• Establish standard operating procedures –
• Ability to see normal/abnormal conditions
easy to understand, easy to do, easy to see
• Create operational discipline
and check
Visual Management Problem solving capability

2 5
• Make operating status immediately visible • Drive plan-do-check-adjust thinking
• Quickly see and surface problems • Engage employees at all levels in problem
• Signal conditions, need for help solving and improvement
• Ask why, identify causes before acting
3 MDI – Managing Daily Improvement
Metrics
• Make MDI a process – part of management 6
system and daily routine of continuous check
and adjust. • Ensure alignment with global standards
• To indicate conditions, surface problems, • Right metrics at the right level – with purpose
and drive actions at: • Tie metrics for safety, service, quality, and
• Tier 1 - machine/cell level productivity to business goals
• Tier 2 - platform/department level
• Tier 3 – at leadership team for execution
support and results accountability

© 2011 Avery Dennison Corporation. All rights reserved. Avery Dennison and all other Avery brands, product names and codes are trademarks of Avery Dennison Corporation. All other brands and
product names are trademarks of their respective owners. Fortune 500 is a trademark of Time, Inc. Personal and company names and other information on samples depicted are fictitious. Any
resemblance to actual names and addresses is purely coincidental.


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RBIS

Driving Operations and Supply Chain Excellence

1 | Driving Operations & SC Excellence

> Focuses on the use of visual management and standard

> Clear the “Clouds” to Identify Issues. Normal / Abnormal

> Create Ownership of working area.

> Promote a safe and productive work environment.

> Lay the foundation for all other lean tools.

2 | Driving Operations & SC Excellence

What are some specific examples of 5S?

> 1S – Sort “Area is free of any unnecessary tools and materials.”

> 4S – Standardize “Documentation of standard operating procedures visible in the station.”

> 5S – Sustain “Evaluation method in place to continuously improve the 5s

3 | Driving Operations & SC Excellence

Safety Quality Cost

Do not standardize waste

4 | Driving Operations & SC Excellence

SMED TPM Cost

The application of the first 3S’s

5S has been quoted as the most important of all lean tools

5 | Driving Operations & SC Excellence

FREQUENCY OF USE DISPOSITION

Occasionally Store nearby for easy access

6 | Driving Operations & SC Excellence

A place for everything and everything in its place

7 | Driving Operations & SC Excellence

> Allows you to quickly identify “abnormalities”

> Eliminates idea of “spring cleaning”

> Maintains discipline

> Becomes a part of your regular, daily routine

> Dedicate FIRST five minutes of each day to systemic cleaning

8 | Driving Operations & SC Excellence

> Maintain first 3 S’s

1. Develop a standard procedure for the use of a 5S form.

2. Use form consistently to measure results of 5S in all areas.

3. Identify 5S Owner of each area – make no assumptions regarding ownership.

4. Follow-up and conduct regular 5S walks and audits.

9 | Driving Operations & SC Excellence

> Discipline yourself to maintain 5S procedures Rules of Discipline:

> Proliferate 5S across entire business Keep it simple

> Hold each other accountable for sustainability Make it visual

Accept feedback and give it

> Management must lead the way Correct problems immediately

> Include 5S in performance reviews Energize yourself! Improvement

5S is a Visual It is up to each and every

10 | Driving Operations & SC Excellence

Lack of assessment procedures

Perception that 5S is a “shop-floor only” tool

Perception is that 5S is about “cleaning”

Perception that this is a 1-time event… not a continuous process

5S not seen as a management tool

5S viewed as somebody else’s responsibility

5S viewed as “simple” and that everyone “knows how to do it”

11 | Driving Operations & SC Excellence

5S - Establish visual order and Standardized work

Visual Management Problem solving capability

12 | Driving Operations & SC Excellence

13 | Driving Operations & SC Excellence

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