METHOD OF WORK PLACE ORGANIZATION AND VISUAL CONTROLS

Seiri Seiton Seiso Seiketsu Shitsuke

Origin of 5S
Scientific Management Frederick Taylor, 1911

Clearing
Arranging CANDO Program Henry Ford, 1922 Neatness Discipline Ongoing Improvements Seiri Seiton 5S Hiroyuki Hirano (1990). Seiso Shitsuke Seiketsu
Introduction to 5S

Sort Set in Order

Shine
Standardise Sustain

What is 5S?
SORT (Clearing)
Clearly distinguish between needed items from unneeded items and eliminate the latter

SET IN ORDER (Arranging)

Keep needed items in the correct place to allow for easy and immediate retrieval.

SUSTAIN (Ongoing Improvements)

This is the condition We support when We maintain the First 3 pillars (Discipline)

Make a habit of maintaining established procedures. Keep the workshop swept and clean

STANDARDIZED

SHINE (Neatness)

Introduction to 5S

5S Principles
Elimination of waste
Everybody is involved (from Top Management to shop-floor personnel)
co-operative effort

Address problem from the root cause

Human being is not infallible
Introduction to 5S

Objectives
Improve housekeeping
Make every individual responsible for housekeeping Beautify by simple means

Productivity improvement by saving time, space etc.

Introduction to 5S

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

Introduction to 5S

Common Mind Sets

Expensive Why to waste money?

We are comfortable Why change?

It will take time.

Introduction to 5S

But the winning companies says

Work efficiency enhanced due to organized work place Achieve remarkable cost reduction in production process and improved productivity by 20%

Introduction to 5S

But the winning companies says

Promotes safe, healthy and beautiful work environment From the bottom of the list we become the number two profit maker Waste elimination, Cycle time reduction, Space generation, Inventory reduction and improved work ethics
Introduction to 5S

But the winning companies says

World class companies do not succeed, its people who do.

Introduction to 5S

Overcoming Resistance
Need to create a win-win situation for staff and company. Benefits of the company need to be translated into benefits to staff, i.e.
less hassle from bosses, job-security, increased self-determination, design of workspace and procedures

Staff have to take ownership rather than have it forced upon them. Constant nay-sayers and closed negative minds need to be dealt with so they do not contaminate others.
Introduction to 5S

Look Familiar?

To eliminate the wastes that result from uncontrolled processes. To gain control on equipment, material & inventory placement and position. Apply Control Techniques to Eliminate Erosion of Improvements. Standardize Improvements for Maintenance of Critical Process Parameters.
Introduction to 5S

9 Wastes
1. 2. 3. 4. 5. 6. 7. 8. 9. Over production Delays Transportation Inventory Motion Unnecessary Processes Defective Products Untapped Resources Misused Resources

Introduction to 5S

SEIRI Sort / Clearing

only what is needed, in the amounts necessary, as they are required

Eliminate unwanted items from your work area

1S -Seiri

SEIRI = Sort/Clearing
Meaning
Activity
Distinguish between necessary and unnecessary items and eliminate the unnecessary items
Establish a criteria for eliminating unwanted items Eliminate unwanted items either by disposing, recycling, selling or relocating them.

Success Area saved or percentage of space available Indicator

1S -Seiri

SORT Fights with Habits

r r

1S -Seiri

SORT Fights with Habits

It is difficult and confusing to decide which would be wanted in future. People tend to keep extras or duplicates just in case a need comes in future
JUST-IN-CASE JUST-IN-TIME

People do not realize the importance of space, believing in unlimited space availability.
1S -Seiri

A Simple Flow chart

1S -Seiri

Organization
Frequency of use LOW
*Things you have not used in the past one year *Things you have used once in the last 6-12 months

Storage Method
Put in Holding Area

Store at distance or in Holding Area Store at a slightly distant location from the workplace

AVERAGE

*Things you have used only once in the last 2-6 months *Things used more than once a month

Store near the workplace

HIGH

*Things used once a week

Store in the designated place within the workplace

Store within arms reach of the point of use

*Things used daily or hourly

1S -Seiri

What is unnecessary?
1. Item is not needed 2. Item is needed however quantity in stock is more than what is needed for consumption in near future 3. Contingency Parts Critically decide the quantity of contingency parts to be retained and criteria for such parts

1S -Seiri

Identifying unnecessary
1. Parts & Work in Process (WIP)

Things fallen back behind the machine or rolled under it Broken items inside the machine Things under the racks/ platform Extra WIP (tiles, panels, drums of paste, etc.) Stock of rejected items (NC tiles, scrap powder, etc.) Items accumulated over period for rework Material awaiting disposal decision Material brought for some trial, still lying even after trial (slurry, powder, etc.) Small quantity of material no longer in use

Contd..
1S -Seiri

Identifying unnecessary
2. Tools, Toolings, Measuring devices Old jigs, tools, or tiles not in use are lying Modified tools, tooling for trial, are lying after trial Worn out items like brushes, liners, toggles etc. lying or Broken tools, bits, etc. may be lying Measuring equipment not required for the operation being performed , is lying 3. Contingency Parts Many times storage place for contingency parts become a last refuge for broken parts, surplus items and things nobody is likely to use

Contd..
1S -Seiri

Identifying unnecessary Identifying unnecessary

4. Shelves and Lockers Shelves and lockers tends to collect things that nobody ever uses , like surplus, broken items etc. 5. Passages and Corners Dust, material not required seem to gather in corner 6. Besides Pillars and under the stairs These places tends to collect junk, spittoon etc. 7. Walls and Bulletin Boards Old out dated notices which have lost their relevance Posters or bulletins on wall Dust, remains of torn notices, cell tape pieces
1S -Seiri

Contd..

Identifying unnecessary
8. Floor, Pits, Partitions
Defective parts Protection caps, covers Packing material Hardware items , small items Even tools, tooling items dropped on the floor are never picked (ex. Nails used in packaging) Many unwanted, outdated, temporary files pile up

9. Computer Hard Disk

1S -Seiri

What is unknown?

Simple
Unable to decide whether it is useful or not.

Good material Not useful to you. May be of use to somebody else.

1S -Seiri

Red Tagging visual control

RED TAG
Categor y 1. 2. 3. 4. 5. Item Name ID Code Dept/c ell Date in Name Raw Material Equipment Tools Other

A red tag holding area acts as a buffer to store items away from the workplace that are not required in current production. Holding area should be visible and clearly marked to assure visual control of items, with assigned personnel to supervise it. Each item has a red tag with the date of when the item was placed in storage, necessity of item storage is reviewed by date. Both local and global red-tag areas are useful to store items that are used in different areas. Red tagged items stored in the Holding Area for 34 months must be evaluated if its for disposal either through moving to sections needing it, selling, or discarding/hauling away. Authorized person must evaluate items prior to disposal.

Imperial Die set 123abc Lock set cell

1S -Seiri

Questions to be considered during red-tagging

Is this item needed? If it is needed, is it needed in this quantity? If it is needed, how frequently it is used? If it is needed. Should it be located here? Who is ultimately responsible for the item? (Verify from that person) Are there any other not-needed items cluttering the workplace? Are there tools or material left on the floor?
1S -Seiri

Improvement methods
1. Flow Process Chart (Procedural Analysis) Drawing a process flow chart for the system eg. How to make and use category wise grouping 2. Operational Analysis Preparing the sequence of operations for system eg. 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.

1S -Seiri

Dealing with papers

How to reduce papers on your table ?
1. Make a single pile of papers 2. Go through them and sort in following categories

a) b) c) d) e)

Immediate action Low priority Pending Reading material For information

1S -Seiri

Dealing with papers

How to reduce papers on your table ?

4 D Principle
DO DELEGATE DELAY DUMP

1S -Seiri

EVALUATION
SORTING Distinguish between what is needed & not needed Have all unnecessary items been removed?
Are walkways, work areas, locations clearly identified? Does a procedure exist for removing unneeded items?
1S -Seiri

Interactive bit
Give three examples of areas that could benefit from sorting, the area may be:
Unsafe Claustrophobic Require an indirect route between stations Have lots of piled up stuff Require tools, which are always somewhere else
1S -Seiri

SEITON Set in Order / Arranging A place for everything and everything in its place

Identify and allocate a place for all the materials needed for your work.
2S -Seiton

SEITON = Set in Order (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

2S -Seiton

SEITON = Set in Order (Systematic Arrangement)

The main target areas for Seiri-Seiton improvement are :
Tool-setting and preparation operations, line balancing and process planning, parts supply to assembly line, peak time problems etc.
2S -Seiton

How to achieve Systematic Arrangement ?

Decide where things belong Standardize Nomenclature Determine an analytical method of storage Take into account the workflow, decide which things to put where for more efficient operation Decide how things should be put away
Follow first in first out rule Name & locations to everything. Label both item and location Store material functionally Prevent mistakes with coding by shapes & colour

Obey the put away rules

Put the things back to their location after their use
2S -Seiton

Questions to be asked to know where to put which?

What do I need to do my job?

Where should I locate this item?

How many of this item do I really need?

2S -Seiton

Functional Storage
Usage Frequency Weight & Shape of the Material

Store frequently used material

near the workplace and less frequently at some distance

Heavy material should be stored at lower levels/layers Place directly on the material handling device for ease of handling

2S -Seiton

Functional Storage
Category
Same category of material may be

stored in one location. Eg. Tiles per model, panel per type, etc.

Operation Wise

All items required for an operation may be stored in one location. Eg. Allen key, spanner etc hand tools required for setting m/c

2S -Seiton

SEITON = Set in Order (Systematic Arrangement)

USE : 1) Signboards 2) Color codes

3) Outline markings
4) Labels
2S -Seiton

Additional action items

Locate items so they can be retrieved in 30-60 seconds with minimum steps. Make sure to inform everybody at the workplace about the positioning of the items. Make a clear list of items with their locations and put in on lockers or cabinets. Label each locker/drawer/cupboard to show what is inside.
2S -Seiton

Systematic Arrangement
Outline locations of equipment, supplies, common areas and safety zones with lines:
Divider lines define aisle ways and work stations Marker lines show position of equipment Range lines indicate the range of operation of doors or equipment Limit lines show height limits related to items stored in the workplace Tiger marks draw attention to safety hazards Arrows show direction

2S -Seiton

Systematic Arrangement
Outlining and Placement Marks - Mark boundaries of dept., aisles, Machines

- Follow straight line, right angle rule - Nothing shall be kept outside the boundaries

Stands and shelves

- Keep only required number of stands and shelves

- Standardize height, size - Provide casters where necessary so that it can be moved

2S -Seiton

Systematic Arrangement
Wires and Ducts - Color code

- When there are multiple connections - bundle the wires, label them and make sure that they are in straight line /right angle and firmly anchored

Machine-tools & Tools

- Location of the tool should be such that it can be put away with one hand - Try to eliminate some hand tools by permanently attaching it to the bolt head
2S -Seiton

- Put the tools in the order you need them

Systematic Arrangement
Blades, Dies, Other important consumables - Store them in the protected place
- Maintain these things regularly by applying rust preventive, oiling etc.

WIP- Work In Process

- Decide on how much quantity to be stored - Ensure that there is no damage to good part during transit, they do not get rusty or broken and they are not mislabeled
2S -Seiton

- Designate a place for each component/part

SEITON EXAMPLE

2S -Seiton

INTERACTIVE BIT
Discuss two areas where production is frustrating
Do the tools keep going missing, or do you have to wait for them to become available. Do operators zig-zag around the area and/or get in each others way Is the process confusing either in number of similar parts or difficult equipment Do we have Mix Ups? Do you have to stretch or bend awkwardly
2S -Seiton

SEISO = Shine / Neatness (Cleaning)

3S -Seiso

SEISO = Shine / Neatness (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

Success Indicator
3S -Seiso

- Reduction in machine down time - Reduction in no. of accidents

SEISO = Shine / Neatness (Cleaning)

Here cleaning means more than just keeping things clean. Cleaning should be viewed as a form of Visual Inspection
Preventive measures should be taken to tackle problems of dust, grim, burrs, leakage etc. Root cause of the problem should be identified and it should be eliminated red tag item that causes contamination.
3S -Seiso

Systematic Shine Procedure

Targets need to be set for the daily routines. These targets are separated by

Warehouse items Equipment & resources Work floor area

Specific activities are assigned to given areas & individuals Time and methods are determined for Shine activities; inspection prior, activities during and activities after a shift are identified. The tools utilised during a shine activity are given the sort and set methodologies
3S -Seiso

SEISO = Shine / Neatness (Cleaning)

5 Minutes Every day for cleaning
Devote 5 minutes everyday for cleaning your work area Participation of everyone is required Attack hard to clean places regularly

3S -Seiso

Various Minor Defects

3S -Seiso

Trash Dirt Loose parts Leaks Curvature Scratches Skips Rust Lurching Faded color Hisses

Knocking Scattering Abrasion Eccentricity Vibration Abnormal Movements Abnormal smells Abnormal Sounds Heat

Log for Cleaning Improvement

QUESTIONS
WHERE is the problem located? WHAT exactly is the problem? WHO is responsible to take action? WHEN will HOW is solution be solution to be implemented? implemented?

ANSWERS (Use as much detail as needed)

3S -Seiso

Owners Inspection Check Sheet

Machine Number: Machine Name: Machine Location:
No. Checks Frequency Initials of Person Responsible
Mon 3/11 Tue 3/12 Wed Thu 3/13 3/14 Fri 3/15

Red tagging contaminated items Remove residue from valves Check oil level Apply grease to transfer side Supervised by Bill Smith

Daily

2 3 4 Check
3S -Seiso

Daily Every Tuesday Every Thursday Daily

Shine Incorporates Inspection

Shine activities incorporate inspection. By combining the cleaning and inspection checklist, operators use their own familiarity with equipment to diagnose problems.
Like the shine checklist, the combined list has set pre, during and post activities & targets Obviously this is done as safely as possible Poka-yoke techniques can be used to ensure that equipment cannot be started unless specific checks have been done in order. This combined checklist only occurs once the shine activities are completely engaged.
3S -Seiso

Cleaning-Inspection points for most equipment

Cleaning

Grime, clogging, dust balls, rust, leakage etc.

Oils

No oil, Low oil, leakage, filter clogging, dirty oil, dirty or bent oil lines, clogged drainage, oil spillage, worn& torn ports etc.

3S -Seiso

Cleaning-Inspection points for most equipment

Tightening

Loose bolts, welding detachment, loose parts, vibration or bumping noise, friction

Heat

Oil tanks, motors, heater, axles, control panels, washing/ cleaning water, bearing, wiring etc.

3S -Seiso

Cleaning-Inspection points for most equipment

Breakage, Cracks

Breakage, cracks, dent on sliding parts, handle has come off, broken switches, wire joints come off, wires are broken or crack, crack dial of various pre. gauges, meters etc.

3S -Seiso

Cleanliness involves cleaning every aspect of the Organization and the removal of dirt, dust,oil, scraps on the floor, & garbage.
Key Deliverables

Increased Safety
A clean Systematic Organization results in increased safety and efficiency.

Increased Efficiency

Everyone should see the 'workplace' through the eyes of a visitor.

3S -Seiso

Additional Action Items

Cleaning should involve everyone; including people in the office environment.
Make it as fun as possible. Have competitions, awards, recognition programs. Make it simple, use cleaning tools you have available.( rags, mops, soap).

3S -Seiso

Interactive bit
What areas of the factory are the dirtiest and/or are depressing to work in
An area that is just a sty, does anyone have responsibility for this area An area that is gloomy with dark drab colours and poor light Have windows been boarded up rather than repaired Have the plastic windows fogged to smokers finger yellow If you dropped something on the floor, would it immediately be obvious that a bad part had been made or that a machine was missing a vital comp.

3S -Seiso

Evaluation
Shine (Cleanliness) Cleaning and looking for ways to keep it clean Are work areas, equipment, tools, desks clean and free of debris, etc.? Are cleaning materials available and accessible? Are all aisle markings, location indicators, etc., clean & unbroken? Cleaning schedules exist and are posted?

3S -Seiso

SEIKETSU Standardized / Discipline

4S -Seiketsu

SEIKETSU Standardized / Discipline

Meaning Activity Success Indicator
4S -Seiketsu

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

Who does what?

Who does what is important, people need to understand, what to do , when to do it, where and how. 5S Job Cycle Chart Name: Dept:
Date:

CONTINUOUSLY

DAILY(AM)

DAILY(PM)

Standardise

1 2 3 4 5 6 7 8 9

Red-Tag (company wide) Red-tag (cells / lines) Inventory check Tool check Wipe area Vacuum area Machine Clean Inspection (Ops) Degrease work area etc

Supervisors need to play a major role in ensuring these happen.

4S -Seiketsu

Sustain

Shine

Sort

Set

WEEKLY

No

5S Job

MONTHLY

SEIKETSU Standardized / Discipline

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

4S -Seiketsu

Additional Action Items

Assign responsibility to individuals for a work area or machinery Conduct regular audit

Dont criticize poor cases, praise and commend good practices or good performers.

4S -Seiketsu

What visual control communicates ?

It grabs one or more of our senses in order to

4S -Seiketsu

Alert us to an abnormality Help us recover quickly Promote adherence and prevention Enable successful self management

Some methods for visual communication

Color coding Use of Labels Danger alerts Indication where things should be put Directional arrows/ marks Transparent covers Performance indicators

4S -Seiketsu

Some methods for visual communication Labels

Precision management labels Inspection labels Temperature labels Responsibility labels

4S -Seiketsu

Points to remember in making visual control tools

1. Make them easy to see from distance

2. Put the display on the things

3. Everyone can tell what is right and what is wrong 4. Anybody can follow them and make necessary corrections easily 5. Work place should look brighter & orderly
4S -Seiketsu

Some everyday visual management examples

Traffic signal Zebra crossing In car - Petrol indicator - Speed indicator Direction arrows Electric danger sign etc.

4S -Seiketsu

SEIKETSU Standardized / Discipline

Some visual communication signs

4S -Seiketsu

Some evidence of standardized work areas

Clear, shiny aisle ways Color coded areas Slogans, banners

No work-in-process ( WIP ) One-Piece Flow

Standardized Work Sheets

4S -Seiketsu

Interactive bit
Discuss
A daily five minute routine that rounds up a days work A weekly routine that makes the work area, visit friendly. Do the work areas require a blitzed effort to make them really clean or can several shine activities over the coarse of 2 or 3 months make it that way. Can the sort, set and shine activities be integrated into current work
4S -Seiketsu

Evaluation
Standardize (Adherence) Maintain & Monitor for adherence

Is all necessary information visible?

Are all standards known and visible? Are all visual displays current and up to date? Is there adherence to existing standards?

4S -Seiketsu

Discipline / Ongoing Improvement

SHITSUKE = Sustain / Self

5S -Shitsuke

SHITSUKE = Self Discipline /

Ongoing Improvement (Sustain)
Meaning Activity
Every one sticks to the rule and makes it a habit
- Participation of everyone in developing good habits - Regular audits and aiming for higher level High employee morale Involvement of all people

Success Indicator
5S -Shitsuke

SHITSUKE = Self Discipline /

Ongoing Improvement (Sustain)
Activities : 5S Committee 5S Training 5S Competition / evaluation 5S Month Posters , Literature etc.

5S -Shitsuke

Plan-Do-Check-and-Act Approach to 5S
Self-examination is done and corrective and preventative actions taken. The program committee is organized. A program plan for each of the Ss is set.

The result of 5S is evaluated

Start of the program is announced publicly. Training and education is provided to every employee. Cleaning and organizing of own working area is done on a particular date as per the schedule

SHITSUKE = Self Discipline /

Ongoing Improvement (Sustain)
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
5S -Shitsuke

Practice makes Perfect!!!

5S Methodology

5S Culture a way of Life

5S -Shitsuke

Building the Discipline

Make 5S is a HABIT Without this, the time involved in all the other S will be in vain.
5S -Shitsuke

Sustaining the effort

Commitment + Everyones Involvement = Success to 5S

5S -Shitsuke

PLEDGE
It shall be my constant effort to maintain my workplace in good order by
Assigning a place for everything & keeping everything in its place Sorting out unwanted material periodically & discarding them Keeping my work area neat & clean everyday
5S -Shitsuke

EVALUATION
Sustain (Self-Discipline) Following the rules to sustain
Are procedures being followed? Does an on-going audit and feedback system exist? Does a system exist to respond to audit feedback?

5S -Shitsuke

5S -Shitsuke

6th S?
Safety
Eliminate hazards. We added this sixth "S" so we could maintain the focus on Safety and embed safe conditions into all our improvements.

EVALUATION
Safety (Zero incidents) Maintaining a safe work place Is a green tag system in place? Are appropriate controls in place to identify safety equipment? Is all safety equipment unobstructed and accessible?

In Summary
Sort - Distinguish between what is needed and not needed and to remove the latter. Stabilize - Enforce a place for everything and everything in its place. Shine - Clean up the workplace and look for ways to keep it clean. Standardize - Maintain and monitor adherence to the first three Ss. Sustain - Follow the rules to keep the workplace 6S-right"maintain the gain.".

Other Examples of Improvement Actions

Shop Office Physical Work Space 1. Improve workplace layout 2. Introduce point of use concepts 3. Eliminate ergonomic hazards 4. Enhance visual communication methods 5. Alternative storage scenarios Virtual Work Space

1. Implement red tag system 2. Implement color codes and standards 3. Introduce simple materials Kanban 4. Create visual work instructions 5. Improve workplace layout/reclaim wasted space 6. Create and implement sustaining system with audits 7. Implement relevant visual metrics

1. Virtual red tag system 2. Improve file/folder hierarchy 3. Improve disk storage space and speed of retrieval of electronic files 4. Create standards for file management and creation 5. Improve or create job aids to eliminate search and defects

But the root focus of 5S is

WORK PROCESS and not the WORKPLACE.

The Before and After scenarios are just icing on the cake, although a valuable portrayals of measurable improvements. 5S is about producing outputs that are fully valueadding to a customer.
And only processes that are value-adding themselves (100% devoid of waste) can produce such outputs.

QUESTIONS????

Thank you very much!

Relation to other concepts

5S is used with other Lean concepts such as SMED, TPM, and Just In Time (JIT). The 5S discipline requires clearing out things which are not needed in order to make it easier and faster to obtain the tools and parts that are needed. This is the foundation of SMED, which in turn enables JIT production. The first step in TPM is operator cleanup of machines, a mandate of 5S.

5S in a business context
The 5S methodology has been adopted into a variety of organizations from small business to Fortune 500 companies. All implement the 5S's in the hope to improve productivity and performance.

Successful 5S practitioners
Hewlett-Packard Support Center Improved levels of quality communication and information sharing Reduced training cycle for new employees Reduced call backs Reduced call time per customer Boise Cascade Reduced stored parts inventory at one facility by $300,000 Incident rate divisionwide reduced by 1.5% Reduced machine Downtime Office and plant space made available Boeing Improved productivity Improved morale Increased levels of product quality Improved safety