Summary of 3/27 Meeting on 5S/TPM Auditing

Why 5S is not sustained

No incentive Not checked Nothing visual Lack of understanding Not driven by management Not formal Not a system Not a priority Not a standard for acceptable 5S Tools, cleaning supplies not readily available Not tied to the housekeeping portion of gain sharing

Needed for going forward

A measurement tool Visual standards for the parts of 5S that are directly applicable to the shop floor not generic Clear, unambiguous direction on how the tool is used and the system works Clear escalation and feedback loops o Positive motivation for getting better o Consequences for non-adherence A method for continuous improvement o Problem / Countermeasures sheets (Dustan) o Tracked with clear deliverables and due dates

Plan for event

Item Daily / weekly checklists generated for all areas that have had 5S and TPM activity o Drafted o Used / modified by the teams o Combined in to one series of checklists for various areas of the plant Monthly / weekly audit tool o Drafted o Used / modified by the teams o Rationalized into ONE tool for use throughout the plant Training tools in place for training / rollout o Based on Dustan and Rutherford programs o Given to Bucyrus with recommended Status Drafted and to teams for review and modification. (3/27 3PM)

Drafted and to teams for review and modification. (3/27 3PM)

Being compiled for review by teams (3/28 6AM)

schedule at end of the session In process (3/28 6AM)

Draft / outline of Standard Operating Procedures to integrate the system into the QS system

Outline On Implementation of the 5S System

Monthly AuditConducted by the Plant Manager for each area of the plant. The manager writes the scores on the area graph with the audit sheet forwarded to the Continuous Improvement (CI) office for entry into the plant-wide measurement system. The forms are then returned to the area for review and storage. Management uses this audit to ensure that the audit process is consistent throughout the plant and free from inflation. Weekly AuditThe Area Manager is responsible to make sure these get done using the same audit sheet as the Monthly Audit. This can be delegated to a supervisor to cover the entire area weekly. This audit is charted on the Weekly Audit graph in the area. Daily ChecklistsIndividuals in the area are responsible for completing this on a daily basis. The results are reviewed by every shift supervisor and initialed. The sheets are stored in the area. Action items and issues are recorded on the Problems and Countermeasures sheets in the area. The supervisor and team members are to ensure that the actions are completed in a timely manner. If outside resources are sluggish in completing tasks, the issue needs to be escalated to upper management using the appropriate mechanisms. Problem and Countermeasures SheetsUsed to track and capture and drive issues to completion. The entire system needs to be integrated IN DETAIL into the QS and ISO systems.

Area:
5S Area
Sort Out Clutter

Department: Audited By: Date Audited:

No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Check Item
Tables, Work Surfaces and View Stations Equipment Tools Visual Control Written Standards Location Indicators Item Identification Quantity Indicators Walkways vs. In-Process Areas Jigs and Fixtures Floors Machine Exteriors Cleaning and Checking Cleaning Responsibilities Cleaning Schedule Improvement Communication Improvement Ideas Key Indicators 5S Training Internal / External Audit
Description

Audit Total Score

Very Bad
1 2 3

Very Good
4 5

Comments

All areas are clear of non-essential product. There is no unneeded equipment. There are no unnecessary tools. A Red Tag session has been held. Information boards are current & tidy. SUBTOTAL Equipment locations and storage marked. Locations individually identified. Max/Min quantities are clearly marked. Walkways etc. clearly marked Jigs / fixtures properly arranged for use. SUBTOTAL Floors are clear of waste, water and oil. Machines cleaned and free of chips and oil. All abnormalities recorded after cleaning. Cleaning is assigned and scheduled. Schedule is carried out. SUBTOTAL Issues and Ideas sheet is being used. Improvements are acted on in timely manner. Standard procedures written clear and used. 5S training material up to date and reviewed. Low scores and discrepancies are being addressed.

EEKLY / MONTHLY AUDIT

Standardize Working Practices

Shine & See

Set In Order

SUBTOTAL

21 22

Training Independent Audit

Everyone is trained to the current 5Sstandard. Independent audits are carried out per plan.

5S

Stick To The Rules

23 24 25

Internal Audit Procedures Activity Boards

Internal audits are carried out per plan. Procedures are up to date and regularly reviewed. Activity boards are up to date and reviewed. SUBTOTAL