Welcome

Workplace Organization & Housekeeping 101

Kurt Fink
Corporate Manager Marketing & Public Rel.
15 years of Lean & Six Sigma experience
 Objectives

Present the 5S history & methodology

What is in it for the MFG Teammates

Define what the Teammates role will be

Learn to SEE

Begin the process!

 The Challenges
In order to become a Profitable company,
MFG needs to do three things well, all at
the same time!
Improve Reduce Reduce
Quality Lead Time Cost

Better Faster Competitive

 These Challenges can only be
met, through a continuous war on
Waste
 Waste

Waste is an activity which, from

the customer point of view,
is Not needed!
 7 Types of WASTE

Over-Production
Wait time
Defects
Transportation
Motion

Processing Unnecessary
Inventory
 Over-production - Waste

Definition:
Producing more than Process 1 Process 2
Extra Defects Inventory
needed by the customer or Processing

faster than the customer

can take it.

WHO IS YOUR CUSTOMER???

 Waiting Time - Waste

Definition:
Cycle Time That Is Too Long Due
To Insufficient Organization
Operator Wait Time
Ex: Waiting on a machine to be fixed
Machine Wait Time
Ex: Waiting on materials from the
previous process
 Transportation - Waste
Definition
Any Material Movement That
Does Not Directly Support a
Lean Manufacturing System
Parts temporarily on racks
Multiple handling
Excessive travel
 Processing - Waste
Definition:

The use of the wrong set of

tools or wrong procedures,
which will take longer than
required!
Unnecessary The Evils of Inventory

Inventory - Takes up Space

Hides Problems
Waste Could damage products or wind up
being obsolete

Definition:
Any Supply in
Excess of Process
Requirements
 Motion - Waste
Definition:
Any Movement of
Teammates Which Does
Not Contribute Added
Value To The Product, such
as: too much walking,
stretching, bending,
reaching.
 Defects - Waste

Definition:
Repair of a Product
in order to deliver
the right quality
Rework

Repair Re-inspect
In order for MFG to become a World Class
Company, we must initiate a War on
Waste

War On Waste starts with improving the

Workplace organization & Housekeeping

or

Implementing
 History of 5S
Started by Toyota Motor Company in the 1950s

Total Productive Maintenance Program

Eliminate unnecessary equipment downtime (Line Pulls)

Increase life of capital equipment investments

Improve Safety for associates

Improve Quality of parts produced

A place for everything and everything in its place.

Where did Toyota get the idea???
 Good house keeping

A barometer of how well the business is being run

A method to reduce Waste

A method to improve Safety

The foundation to become a World Class Company

A way of life Culture within the organization

 RED TAG EVENT

MFG Entity
 Sort - Separate, red tag, remove from the workplace
any item that is not immediately needed
Set In Order Orderliness: arrange items so that
they are identified and easy to reach
Shine Cleanliness: sweep the floors, wipe off
equipment, paint walls and equipment
Standardize - Formalize activities, frequencies, and
responsibilities
Sustain - Discipline, practice, audit, and repeat these
procedures so they become a way of life
If in doubt, move it out!
Red Tag Procedure:

Identify unneeded items in an area

Ask, what is this? Do we need it?

Keep it? If yes, How Many?
Store it?
Dispose it?

Red tag staging area - for final review

One time event only!

Red Tag Labeling:
When in doubt, put a red tag on it!!!

Common places to find clutter:

Shelves and lockers
Aisles and corners
Tool and gauge cribs
Odd corners, under tables, behind
machines,...
 Location Criteria
PRIORITY FREQUENCY OF USE HOW TO STORE

Low Less than once a year

A few times a year Distant storage

Medium Once every 2-6 months In the plant

Once a month Near the use point
Once a week Within eyesight

High Few times a week At point of use

One or more times a day
A Place For Everything

and

Everything In Its Place

 Observe how Teammates get things in
and out

Study variables:
Distance to parts
Distance to tools
Frequency of use
Time required to take out and
put away objects
Note: Time values for each variable might be
small but think of the cumulative effect, and
impact on productivity
Designate Storage Locations

Containers, boxes, cabinets,

shelves, and racks must be
identified
Materials and tools should be
waist to shoulder high
Frequently used tools should
be kept at point of use
Use shadow boards where
practical
Good Visual Management Tool!
 Clean and paint, walls, floors, and equipment
Divide area in small manageable sectors
Define Who is the owner/responsible for cleaning
Define what are the cleaning rules
Set time frequencies for cleaning
Be aware of:
Clean equipment is much more easier to read
Quality issues or cause of problems become more evident
 Six "S" Routine Checklist Date:

Started Completed
Work Area:

Performed by: YES NO YES NO Comments

Sorting
1 N e e de d a nd not ne e de d ite ms a re ide ntifie d.
Needed and not needed items are identified and those not needed are
2
removed from work area.
Initial cleaning has been performed and sources of spills and messes
3 are identified and corrected.
Work area has agreements on housekeeping responsibilities and
4 schedules, and alignments are consistently followed.
Cleanliness problems areas are identified and mess prevention actions
5 are in place.
6 Are potentially risky items and environmental wastes yellow-tagged?
Are all red-tagged and yellow-tagged items being disposed of properly,
7 including those that must be managed as hazardous wastes?
Set-in-order
S implifying ha s be gun but ite ms a re pla ce d ra ndomly
1 throughout the workpla ce .
Needed items are safely stored and organized according to frequency of
2 use.
Needed items are outlined, dedicated locations are properly labeled,
3 and required quantities are determined.
Needed items in work area have been minimized in number and are
4 properly arranged for retrieval and use.
Needed items can be retrieved within 30 seconds and require minimal
5 number of steps.
Are material containers clean, stored off the floor, closed, properly
6 stacked, and stored/staged in the proper areas?
Are all containers with chemicals or wastes covered or sealed when not in
7 use?
Are all containers with materials, chemicals, and/or wastes properly
8 labeled?
Are initial accumulation points for hazardous waste clean and organized,
9 and do they have effective visual controls?
Shine
1 W ork a re a s to be che cke d ha ve be e n ide ntifie d.
Work areas to be checked are identified and acceptable performance
2
levels documented and posted.
Visual controls and indicators are established and marked for the work
3 area equipment, files, and supplies.
Inspection occurs during daily cleaning of work areas and equipment
4
and supplies are restocked.

5 Potential problems are identified and countermeasures are documented.

Are any leaks evident from equipment, piping, tanks, exhaust lines, or
6 other areas in the workplace?
Is air quality in the work area good and free of dust, odors, and fumes? Is
7 air flow in the work area good? Are ventilation systems clean and
unobstructed? Are HEPA filters free of debris, mold, and dirt?
Are all drains in good condition, free flowing, and unobstructed? Are all
drains properly labeled to ensure that only acceptable substances are
8 disposed down them (e.g., prevent chemicals and wastes from going down
storm water drains)?
Are exterior locations near storm water drains and storm water retention
9 areas free from garbage and debris that can cause obstruction?
Are garbage and recyclables collected and sorted correctly? Are recycling
10 containers and bins free from extraneous materials?
Standardize
1 W ork a re a me thods a re de ve lope d a nd docume nte d.
Work group documented agreements for needed items, organization,
2 and work area controls.
Work group has documented agreements and visual controls, labeling of
3
items, and required quantities of needed items.
Reliable methods and standards for housekeeping, daily inspections,
4 and workplace arrangements are documented and followed by work
group.
Reliable methods and standards for housekeeping, daily inspections,
5 and workplace arrangements are shared and are used throughout
similar work areas.
6 Are standard work procedures documented and available for the area?
Are environment, health, and safety management activities and procedures
7 relevant to the work area integrated into standard work?

Sustain
W ork a re a che cks a re ra ndomly pe rforme d a nd the re is visua l
1 me a sure me nt of 5S pe rforma nce .
Initial 5S level has been determined, and performance is documented
2
and posted in work area.
3 Work group is routinely checking area to maintain 5S agreements.

Sources and frequency of problems are documented as part of routine

4 work, root causes are identified and corrective action plans developed.
Root causes are eliminated and improvement actions focus on
5 developing preventative methods.
6 Are standard work procedures being followed?
Are workers in the area aware of chemical hazards associated with
7 standard work tasks
SAFETY
Are employees using the proper protective equipment when handling
1
chemicals and hazardous waste?
2 Are lockout and emergency procedures posted and easily accessible?
 Implement working procedures for
cleaning
Use pictures! A picture is Worth a Thousand
Words
Specify responsibilities
Indicate frequencies, and specific times for
cleaning
Borders on the floor for: pallets, WIP, end
product
Visualize good and out of range
parameters
Red Light warnings for equipment failures
Preventive Maintenance indicators
 Do not let the daily problems take your focus away from
5S!

Post 5S bulletin boards in each area

Post before and after pictures on bulletin board to show

the improvements

Keep 5S rankings and progress reports visible

Active management involvement AT ALL LEVELS

Perform frequent (monthly) formal 5S audits

 Frequent audits indicate the level of
proficiency

What are we looking for?

 5S Audit System
What are we looking for?

Sort
Unneeded items have been completely disposed of

All unneeded items are stored away from work place

(awaiting disposition)

It is easy to distinguish between needed and unneeded items

Unneeded items do not reappear in the area

 5S Audit System
What are we looking for?

Set In Order
All tools and gauges are identified and placed in their proper location.
Supplies and raw materials are clearly marked and in their proper
location.

Color-coding, outlining or other methods are used to facilitate placement

of tools, gauges, supplies and materials.

Location and item indicators are clearly used for tools, gauges, supplies
and raw materials. Aisles are clearly marked.
 5S Audit System
What are we looking for?

Shine
Cleaning tasks include dirt preventing methods for Floors, Walls, Tools,
Fixtures, and Gauges.

Cleaning tasks have been established, documented, and posted on a

checklist.

The work area is cleaned according to the checklist.

The work area is cleaned on the proper frequency.

 5S Audit System
What are we looking for?

Standardize
A schedule exists to maintain the first 3 steps of 5S at the highest
possible levels for the entire facility.

The first 3 steps of the 5S have become a habit for all Teammates.

All operating shifts follow the same methods to maintain the first 3 steps
of 5S.
 5S Audit System
What are we looking for?

Sustain
A disciplined system of control and maintenance is in place to assure the
4 previous steps of 5S are maintained at the highest possible level.
All Teammates have been educated on the principles of 5S and Waste.

5S practices and audits are in place throughout the facility. Improvements

are identified and implemented.
Before After
After
Before After
Before After
Visual Factory Management
 Exercise: 30 minutes
Take a look at your current area

Identify and write down things you

would improve

Discuss findings with the group

Pictures from the areas

Before After
 What did you see?
Overproduction ______________________________
Delays (waiting time)__________________________
Transportation _______________________________
Process_____________________________________
Inventories__________________________________
Motions ____________________________________
Defective products ____________________________
Untapped Resources __________________________
What is in for YOU!
 5S Aims on
Teammate Participation

100% Teammate 5S education

Teammates will be involved in Sorting, Set In Order,

Shining, and Sustaining

Teammates will be the main source for improvement ideas

Teammates will help determine individual responsibilities for

each area

5S will be included in the job descriptions

 5S Means Teamwork
5S can only work if all Teammates act as
a Team

Each shift will have to maintain the 5Ss

Each Teammate will have clear

responsibilities
 Roles and Responsibilities
You the Leader/Trainer:
Learn as much as you can about 5S
Educate co-workers
Be enthusiastic and promote 5S
Take initiative by implementing 5S in your area
Ask manager for support and resources
Participate in implementing and promoting 5S
Bring your 5S ideas to your manager
Lead by example
 5S Benefits for the
Teammates
Better and safer workplace

Eliminates the search time for tools and

materials, these will always be at the work cell

Teammates will have more fun and less stress

Preserve our investment in MFG, and improve

long term employment, contribute to profit sharing
 Will be an important part of the
MFG work routine!
5S will be as important as Quality and
Productivity and Attendance

5S will be included in the Teammate evaluations

Clean-up and organize your work area every day so that

each new day is easier and safer than the day before
Share your input with your leaders so that the tools you
need will be available to you, increasing your efficiency.
 Implementing 5S

Lets get started!

Meet Tomorrow @ 7:00 am

Be prepared to think outside the

norm!
 Steps for the 5S Team

Determine the area which will be part of the scope

Define the boundary limits

Take before pictures of the area

Establish a red tag holding area (COMPLETED)

Come to an agreement who will be responsible for each

area
Next Steps for the 5S Team (continuation)

Make an initial audit through this area and look for

everything that needs improvement

Write down the required improvements (always think

how can we create a better work environment!)

Be very specific.
Indicate what, where, who, and when.
Summarizing!
MFG Entity
 Points to Remember
1. Take responsibility for your work
environment

2. A place for everything, and everything

in its place If in doubt, move it out!

3. Develop habits you wont forget

Questions