A Strategy For Performance Excellence
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A STRATEGY FOR PERFORMANCE EXCELLENCE
What is 5S ? Japanese Term
English Equivalent
SEIRI
SORT OUT
SEITON
SET IN ORDER
SEISO
SHINE
SEIKETSU
STANDARDISE
SHITSUKE
SUSTAIN
Why 5S is Important We feel good when the place where we work every day is clean We can avoid the hassle of searching for things We can eliminate time wasted in searching We can reduce our defect rate by detecting problems earlier Preventive maintenance will be better because equipment inspection will be easier We can reduce the amount of machinery down time We can create more usable space
SEIRI – Sorting out / Clearing up “ Clearing up is to Discard ” Separate needed items from unneeded items. Keep only the necessary in work area Keep in a distant storage area less frequently used items Unneeded items are to be discarded Store items needed by most people in a common storage area Should not have sentimental attachments Use red tag to get rid of unneeded items
Ideas for using Red tags No Tag : Used at least once in every 2 days [Don’t remove the item form its place of use]
5S - House Keeping SEIRI TAG
Tag #
Type A : Used about once in a week
Area / Location
:
[Remove it from the direct work area but store it
Item Description
:
Quantity
:
Value [Approx.]
:
Action by
:
Final Disposition
:To use / To move / To
close to work area] Type B : Used once a month
Scrap
[Store it somewhere accessible in the facility] Authorised Signatory
:
Type C : Used once in a year or less frequently [Consider storing it outside or move it off-site]
The red tag asks the following: Is the item needed ?
Type D : No longer needed
If it is needed how many do we need ?
[Remove : Sell, Return, Donate or Scrap] If it is needed is it in the correct location ?
How to Implement Decide whether it is necessary or not. Attach “Red tag” if it is unnecessary. Move as per the instruction in red tag Register Red tag, Review & Record the disposal. Identify a “Red-Tag” area to move surplus materials. These materials may be useful for other departments. Others should check whether anything will serve the purpose before ordering for new. Take fixed point photo Before & After
SEITON – Set in Order “ A Place for everything and every thing in its place ” Decide “Where” to place & “How” to place Place things in such a way that they can be easily reached whenever needed. Systematic arrangement for the most efficient and effective retrieval. Arrange items such that - Easy to find, Easy to use & Easy to put away. Use visual controls [Labeling, sign boards, color codes, outlines etc.,] Ensure FIFO
How to Implement Place tools close to the point of use. Use rack / shelf instead of stacking. Use small bins to organize small items. Clearly label each item and its storage area. Use see-through cover for visibility. Ensure everything is available as it is needed and at the “point of use” Design locating slots to keep things in its place Establish storage procedures & Display instructions
SEISO – Shine “ Cleaning is Inspection” Keep things clean, No trash or dirt in the workplace Determine “who” and communicate “when”. Emphasize the maintenance of a clean workplace. Sweep, dust, polish and paint Continual cleaning of a work area is best approach. Areas which are not normally seen should also be cleaned. Identify and eliminate causes of dirt and grime – focus on removing the need to clean.
SEISO – Shine Use dust collecting covers or trays Investigate the causes for dirtiness and eliminate at the source Cleanliness ensures a more comfortable and safe working place. Lead to visibility so as to reduce search time. Ensures a higher quality of work and products helpful to notice damages on equipment such as leaks, breakage and misalignment. These minor damages, if left unattended, could lead to equipment failure and loss of production
How to Implement Organise introduction meeting and explain clear about the objective Identify the root cause for the generation of dirt and arrest Prepare a cleaning schedule by answering : Where to clean
–
Area
What to clean
–
Item
When to clean
-
Frequency
Who has to clean -
Responsibility
How to clean
Method & Cleaning tool or kit
-
Cleaning schedule should be for each machine and to be displayed Take fixed point photo and record improvements
SEIKETSU – Standardise “ Standardising is to keep Clean” Maintain and monitor the first 3 categories Make it as a habit. Determine “who” is responsible for “what”. Have an easy-to-follow standards and develop a structure to support it. Promote visual controls & Install team boards in shop floor Regularly audit using checklists and measures of housekeeping. Maintain cleanliness after cleaning – Perpetual cleaning.Without it, the situation will deteriorate right back to old habits.
What to Standardise Guidelines for floor marking : Roads, Corridors, Aisle & Work areas – Yellow [Solid line] Door openings, Exit & Entrance – Yellow [Broken line] Emergency exits and All hazardous areas – Red & White [Stripes] Switch, Machine, Fan with Identification Pipe line colors, Building name, Displays & Display boards, Warning signals, Paper size, Direction boards, Cables for computers & Files All files should have standard label & Storage racks should have Index
SHITSUKE – Sustain [Self Discipline]
“ Discipline is to reform a bad habit” Establish system to maintain 5S. Habituate rule keeping in the work place. Rules rather than criticism, Systems rather than rules Habits rather than systems. Make it a way of life. Think and share ideas with others. Encourage teams to set their own standards.
Promotional activities for 5S
Promote 5S through Posters, Display boards, Badges, Idea contests, Plant visits, Fixed point photography & Awards.
Potential Benefits of 5S Five “S”
PQCDS
Sales – Increase in sales
P – Increase in Productivity
Savings – Save costs
Q – Improved Product Quality
Safety – Safe working environment
C – Reduce Mfg.Costs
Standardization – Consistent output Satisfaction – Employees & Customer satisfaction
D – Ensure on-time delivery S – Provide a safety work place
Summary
Sort Means: Removing from the workplace all items that are not needed for the current operations and activities
Set to Order Means : Arranging items needed so they are easy to use and labelling them so they are easy to find and store.
Shine Means: keeping the work place tidy, sweeping floors, cleaning machinery and generally making sure everything stays clean.
Standardise Means: Adopting a method of working to ensure the first three pillars are maintained.
Sustain Means : Ensuring and making it a habit that everyone adopts and carries out the correct procedures.
Keys for Successful Implementation of 5S Get Everyone Involved Get Company Authorisation Final Responsibility rests with the President Make Every one Understood & Aware of Concepts & Practices Don’t Stop Half-way in Establishing 5S 5S is only a Half-way for other improvements
Some reported results : Productivity increase – 60 % Quality Improvement – 90 % [from 1 to 0.1 %] Reduction in Maintenance cost – 15 % Zero Accident Elimination of “5D” -
Delays,
-
Defects,
-
Dissatisfied customers,
-
Declining profits &
-
Demoralised employees
Reasons for Failure in Starting & Implementing 5S : Lack of Management support & Consistency in commitment No Structured approach Individual responsibilities are not fixed All peoples are not involved & All areas are not involved Lack of understanding & Training Checking, Auditing & Review procedures are not framed
What is 5S ? Japanese Term
English Equivalent
SEIRI
SORT OUT
SEITON
SET IN ORDER
SEISO
SHINE
SEIKETSU
STANDARDISE
SHITSUKE
SUSTAIN
Why 5S is Important We feel good when the place where we work every day is clean We can avoid the hassle of searching for things We can eliminate time wasted in searching We can reduce our defect rate by detecting problems earlier Preventive maintenance will be better because equipment inspection will be easier We can reduce the amount of machinery down time We can create more usable space
SEIRI – Sorting out / Clearing up “ Clearing up is to Discard ” Separate needed items from unneeded items. Keep only the necessary in work area Keep in a distant storage area less frequently used items Unneeded items are to be discarded Store items needed by most people in a common storage area Should not have sentimental attachments Use red tag to get rid of unneeded items
Ideas for using Red tags No Tag : Used at least once in every 2 days [Don’t remove the item form its place of use]
5S - House Keeping SEIRI TAG
Tag #
Type A : Used about once in a week
Area / Location
:
[Remove it from the direct work area but store it
Item Description
:
Quantity
:
Value [Approx.]
:
Action by
:
Final Disposition
:To use / To move / To
close to work area] Type B : Used once a month
Scrap
[Store it somewhere accessible in the facility] Authorised Signatory
:
Type C : Used once in a year or less frequently [Consider storing it outside or move it off-site]
The red tag asks the following: Is the item needed ?
Type D : No longer needed
If it is needed how many do we need ?
[Remove : Sell, Return, Donate or Scrap] If it is needed is it in the correct location ?
How to Implement Decide whether it is necessary or not. Attach “Red tag” if it is unnecessary. Move as per the instruction in red tag Register Red tag, Review & Record the disposal. Identify a “Red-Tag” area to move surplus materials. These materials may be useful for other departments. Others should check whether anything will serve the purpose before ordering for new. Take fixed point photo Before & After
SEITON – Set in Order “ A Place for everything and every thing in its place ” Decide “Where” to place & “How” to place Place things in such a way that they can be easily reached whenever needed. Systematic arrangement for the most efficient and effective retrieval. Arrange items such that - Easy to find, Easy to use & Easy to put away. Use visual controls [Labeling, sign boards, color codes, outlines etc.,] Ensure FIFO
How to Implement Place tools close to the point of use. Use rack / shelf instead of stacking. Use small bins to organize small items. Clearly label each item and its storage area. Use see-through cover for visibility. Ensure everything is available as it is needed and at the “point of use” Design locating slots to keep things in its place Establish storage procedures & Display instructions
SEISO – Shine “ Cleaning is Inspection” Keep things clean, No trash or dirt in the workplace Determine “who” and communicate “when”. Emphasize the maintenance of a clean workplace. Sweep, dust, polish and paint Continual cleaning of a work area is best approach. Areas which are not normally seen should also be cleaned. Identify and eliminate causes of dirt and grime – focus on removing the need to clean.
SEISO – Shine Use dust collecting covers or trays Investigate the causes for dirtiness and eliminate at the source Cleanliness ensures a more comfortable and safe working place. Lead to visibility so as to reduce search time. Ensures a higher quality of work and products helpful to notice damages on equipment such as leaks, breakage and misalignment. These minor damages, if left unattended, could lead to equipment failure and loss of production
How to Implement Organise introduction meeting and explain clear about the objective Identify the root cause for the generation of dirt and arrest Prepare a cleaning schedule by answering : Where to clean
–
Area
What to clean
–
Item
When to clean
-
Frequency
Who has to clean -
Responsibility
How to clean
Method & Cleaning tool or kit
-
Cleaning schedule should be for each machine and to be displayed Take fixed point photo and record improvements
SEIKETSU – Standardise “ Standardising is to keep Clean” Maintain and monitor the first 3 categories Make it as a habit. Determine “who” is responsible for “what”. Have an easy-to-follow standards and develop a structure to support it. Promote visual controls & Install team boards in shop floor Regularly audit using checklists and measures of housekeeping. Maintain cleanliness after cleaning – Perpetual cleaning.Without it, the situation will deteriorate right back to old habits.
What to Standardise Guidelines for floor marking : Roads, Corridors, Aisle & Work areas – Yellow [Solid line] Door openings, Exit & Entrance – Yellow [Broken line] Emergency exits and All hazardous areas – Red & White [Stripes] Switch, Machine, Fan with Identification Pipe line colors, Building name, Displays & Display boards, Warning signals, Paper size, Direction boards, Cables for computers & Files All files should have standard label & Storage racks should have Index
SHITSUKE – Sustain [Self Discipline]
“ Discipline is to reform a bad habit” Establish system to maintain 5S. Habituate rule keeping in the work place. Rules rather than criticism, Systems rather than rules Habits rather than systems. Make it a way of life. Think and share ideas with others. Encourage teams to set their own standards.
Promotional activities for 5S
Promote 5S through Posters, Display boards, Badges, Idea contests, Plant visits, Fixed point photography & Awards.
Potential Benefits of 5S Five “S”
PQCDS
Sales – Increase in sales
P – Increase in Productivity
Savings – Save costs
Q – Improved Product Quality
Safety – Safe working environment
C – Reduce Mfg.Costs
Standardization – Consistent output Satisfaction – Employees & Customer satisfaction
D – Ensure on-time delivery S – Provide a safety work place
Summary
Sort Means: Removing from the workplace all items that are not needed for the current operations and activities
Set to Order Means : Arranging items needed so they are easy to use and labelling them so they are easy to find and store.
Shine Means: keeping the work place tidy, sweeping floors, cleaning machinery and generally making sure everything stays clean.
Standardise Means: Adopting a method of working to ensure the first three pillars are maintained.
Sustain Means : Ensuring and making it a habit that everyone adopts and carries out the correct procedures.
Keys for Successful Implementation of 5S Get Everyone Involved Get Company Authorisation Final Responsibility rests with the President Make Every one Understood & Aware of Concepts & Practices Don’t Stop Half-way in Establishing 5S 5S is only a Half-way for other improvements
Some reported results : Productivity increase – 60 % Quality Improvement – 90 % [from 1 to 0.1 %] Reduction in Maintenance cost – 15 % Zero Accident Elimination of “5D” -
Delays,
-
Defects,
-
Dissatisfied customers,
-
Declining profits &
-
Demoralised employees
Reasons for Failure in Starting & Implementing 5S : Lack of Management support & Consistency in commitment No Structured approach Individual responsibilities are not fixed All peoples are not involved & All areas are not involved Lack of understanding & Training Checking, Auditing & Review procedures are not framed
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