5S

THE SECRET TO

JAPANESE SUCCESS

 WHAT PROBLEMS DO U COMMONLY ENCOUNTER AT YOUR WORKPLACE

HIGH ABSENTEEISM HIGH TURNOVER DEMOTIVATED EMPLOYEES DISORDERED/ CLUTTERED ENVIRONMENT MISTAKES/ERRORS

Poor workplace organisation

Office:

Does any of this look familiar?

What issues would result?

Impact of poor organisation

Typical issues:
untidy, clutter, obstacles to workflow poor image time wasted searching for things plant and equipment not positioned to support efficient working damaged materials over production/over ordering potential health and safety issues poor housekeeping difficult to see the status of things stock levels would create inefficiency or waste impacts on other processes

Possible workplace organisation projects

There are many ways in which the organisation of a workplace can be improved through the use of a variety of tools: works planning and programming layouts and flow (spaghetti) diagrams standardising work operations process mapping But one tool has been specifically designed to improve this and is known as 5C/5S.
5

5C/5S

The first building block of lean/continuous improvement

6

5C/5S definition
A structured method for achieving, maintaining and improving the standard setup, organisation, layout and control of a work area, so as to ensure safe and efficient operations with minimum waste.

5S
HOUSEKEEPING TECHNIQUE PRODUCTIVITY AND SAFETY ENHANCEMENT TECHNIQUE

IDEA BEHIND 5S
IN ORDER TO ACHIEVE HIGH LEVELS OF QUALITY, SAFETY,AND PRODUCTIVITY, WORKERS MUST HAVE A CONDUCIVE WORKING ENVIRONMENT

WHAT IS 5S?
Developed by the Japanese Housekeeping System Helps Create a Better Working Environment and a Consistently High Quality Process

THE 5S PRINCIPLES
SEIRI Organisation/Sort out SEITON Orderliness/Systemize SEISO The Cleaning/Shining SEIKETSU STANDARDIZE SHITSUKE - Sustain/Discipline

5C / 5S

The original Japanese 5Ss have been adopted and adapted by Western industries. The translations and basic meanings are shown in the table.
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The purpose of 5C/5S

to improve the organisation and working standards of the work environment to create a work environment that supports safe working practices, right first time quality and efficient, productive working to provide the basis for other building blocks

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Health and safety and the 5C/5S process

Carry out a health and safety risk assessment in the work area. What are the hazards within the target area? Ensure that all health and safety requirements are met and understood by everyone involved in the process improvement activity. Identify and provide the necessary personal protective equipment. Does the team require any further health and safety training?

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5S is short for: Sort, Set in Order, Shine, Standardize and Sustain 5S represents 5 disciplines for maintaining a visual workplace (visual controls and information systems).
These are foundational to Kaizen (continuous improvement) and a manufacturing strategy based "Lean Manufacturing" (waste removing) concepts. 5S is one of the activities that will help ensure our companys survival.

5S
1. Sort All unneeded tools, parts and supplies are removed from the area 2. Set in Order - A place for everything and everything is in its place 3. Shine The area is cleaned as the work is performed 4. Standardize - Cleaning and identification methods are consistently applied 5. Sustain 5S is a habit and is continually improved Also - Work areas are safe and free of hazardous or dangerous conditions

Some New Words

Red Tag-Process for tagging, removing and disposing of items not needed in the work area.

Lean Manufacturing-concepts that seek continuous improvement by removing waste in processes

Some Japanese words:

Kaizen-(pronounced ki zen) - improvement

Kaizen Event and 5S Event-Planned improvements to a specific area or process (usually take 3 to 5 days).

5S Events focus on making 5S improvements.

Muda-(pronounced moo da) - waste Gemba-(pronounced gim ba) - workplace

New Words - Continued

Kanban-(pronounced kon bon) - Pull type inventory control system. Items are only produced to meet customer needs. The request to produce more is signaled from an upstream operation and/or customer orders. Value Stream Map - A diagram of all processes needed to make and deliver the product to the customer. OTHER PROBLEM SOLVING TOOLS TOC-Short for Theory of Constraints. Problem solving and constraint management methods. Use the 5 Step form of TOC to solve problems that you will encounter in your continuous improvement efforts.

DISCOVERY OF 5S
Thirty years ago researchers started studying the secret of success of Japanese manufacturing companies 5S turned out to be the most impressive "secret" The factories were so well organized that abnormal situations were readily apparent Equipments were so clean and well maintained that any problem such as a loose bolt or leaking oil could be easily seen This passion of cleanliness and orderliness became a hallmark of Japanese organizations

ADVANTAGES OF 5S
If tools and materials are conveniently located in uncluttered work areas

Operators spend less time looking for items This leads to higher workstation efficiency, a fundamental goal in mass production

ADVANTAGES OF 5S
A clean and tidy workplace leads to greater well being and increased motivation Company image improves

Health and Safety is ensured

Machine maintenance Quality Productivity Lean Manufacturing

ADVANTAGES OF 5S
RESULTS IN A PLACE EASIER TO MANAGE SMOOTH WORKING NO OBSTRUCTION NO DEVIATION, NO PROBLEMS

B/C EVERYONE KNOWS WHERE THE THINGS ARE SPPOSEDF TO BE

ADVANTAGES OF 5S
TIME SAVING QUICK RETRIEVAL ACCIDENTS & MISTAKES MINIMIZED INCREASES SPACE CREATES WORKPLACE OWNERSHIP

ADVANTAGES OF 5S
FOUNDATION OF ALL QC TOOLS CONTINUOUS QUALITY IMPROVEMENT LEAN MANUFACTURING KINDERGARTEN OF QUALITY TOOLS & TECHNIQUES VISUAL CONTROL TO SEE THE ABNORMALITIES SIMPLE SIGNALS THAT PROVIDE AN UNDERSTANDING OF THE CONDITION( NORMAL/ ABNORMAL) A LOOK AT THE PROCESS REVEALS ITS DIRECTION (RIGHT/WRONG)

KINTERGARTEN OF ALL THE QC TOOLS

5S IS THE STARTING POINT OF ALL THE QC TOOLS
COULD BE SAID AS THE PREREQUISITE OF ALL QC TOOLS

Some 5S Examples

Before 5S

After 5S - Cleaned, organized and drawers labeled (less time and frustration hunting)

Customer Service Center Before 5S:

Service Center After 5S:

5S Kaizen
Workshop resulted in identifying

9, 300 excess file

folders

Copy Center

Moving the printer next to the halfwall eliminated the necessity for employees to walk inside the area

#1

Which has more waste with associated tasks

#1

or

#2

#2

The winner is..

#2

We start with 5S for common areas to learn about waste. Tackling the hidden waste in business systems is much more difficult..

1.Sort and

2.Set in Order

See the difference? 1. Sort - All unneeded tools, parts and supplies are removed from the area 2. Set in Order - A place for everything and everything is in its place

1.

Clear-out/sort

Remove those items from the workplace that are not essential to enable the work activity to be carried out.

You cant see the wood for the trees

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1. Clear-out/sort
Clear-out/sort non-essential items (eg tools, equipment, inventory, paper, rubbish, furniture). By being present, such non-essential items: create clutter can create unsafe working conditions take up space can hinder efficient operations often will be moved from one place to the next can hide other problems within the work place

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1.

Clear-out/sort how do we do it?

Designate an area to which all items will be cleared to. Direct the team on health and safety considerations and how the activity will be run. Log all items as they are cleared from the work area. Red-tag any items that are in a poor condition.

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1. Clear-out/sort how do we do it?

Check the condition of all items being put back.
As items are cleared/sorted, and prior to putting back into the work environment, clean and check: Make sure the work area and necessary items in as-new condition health and safety efficient operation makes problems visible Set the standard condition Red-tag any items that are in a poor state of repair, etc

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1.

Clear-out/sort

5C/5S applied to an office work area

5C/5S applied to a construction site stores

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In one such clear-out activity in a small office area, 12 bin sacks were filled with unnecessary items!

2.

Configure/straighten (Set in Order)

A place for everything and everything in its place

The orderly organisation of those items that are necessary to complete the work activity, in a way that ensures safe and efficient operations, which can be repeated with minimal waste.

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2.

Configure/straighten (Set in Order)

how do we do it?
1.

Identify where to locate each necessary item:

Establish where best to place or store an item, to support efficient work activity. Think about how often the item is used. Consider safe working and minimise bending, reaching, twisting, etc. Consider the whole work area and the location of items to fit with the typical work pattern aim to support efficient workflow.

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Criteria to help effective configuring

One step rule: Ideally nothing stored more than a step away. Improve efficiency by eliminating time lost looking for items. 30 second rule: Organise workplace to allow any tool, information or material to be located and retrieved within 30 seconds. This includes computer files! 45 degree rule: Immediate work area layout to minimise twisting. Strike zone rule: Store things above the knees and below the chest. The higher the pounds, the closer to the knuckles: Locate heavy items to eliminate bending, stooping or unnecessary arm movements during lifting.
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2. Configure/straighten how do we do it?

2. Use visual methods to clearly show where each item should be located: labels showing name, ID number, etc shadow boards floor tape, painted lines and footprints colour coding

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2. Configure/straighten how do we do it?

3. Establish ways, preferably visual methods, to manage the replenishment of regularly used items including materials and consumables: determine the lead times for replenishment set and clearly shown maximum storage quantities and the point at which an item needs to be re-ordered (ie the minimum level or re-order point) min-max labelling two-bin replenishment system when the first bin is emptied this is the signal to refill it
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2. Configure/straighten
A configured/straightened site: racked-out stored items have a designated location locations are labelled: description part/order number

min and max storage quantities

area is clean and tidy lighting helps to improve the storage environment and standard

What impression does this give?

Would you waste time searching for the Sets the standard for workplace item you want? layout and organisation
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Configure before and after

Configuring an office stationery cupboard

items stored with no defined location What is the stock status?

items have clearly defined locations labels used to indicate what should be at each location and the storage quantities

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5S Examples - Shine

3. Shine - The area is cleaned as the work is performed (best) and\or there is a routine to keep the work area clean.

3. Clean and check/shine

Keep things clean and in good working order
Clean and check (or shine), is used to ensure that items are clean and ready to be used. Regular, ideally daily, clean and check activities are carried out to maintain the 5C standards for cleanliness and workplace organisation.

Clean on the surface!

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Check uncover the problems

3. Clean and check/shine

Keep things clean and in good working order
Undertake regular clean and check activities. Ensure that items are clean and ready to be used as new: identify any abnormal conditions (red-tag) items missing, damaged or broken Check for safe operating conditions. Maintain the 5C/5S standards for cleanliness and workplace organisation.

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3. Clean and check/shine

Keep things clean and in good working order
Regular clean and check activity, carried out by the people who operate within the workplace, will create ownership and make people aware of any issues. Aim to make the cleaning activity part of every days work. On-site, work areas should be tidied and any rubbish disposed of. If done every day, it becomes normal practice. Clean-up by trades as they finish a job must be enforced, so that any wasted time experienced by follow-on trades will be minimised.

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3. Clean and check/shine

Keep things clean and in good working order
should include the area as well as the tools, equipment and plant to be used When checking tools, equipment and plant ask: Is it in good repair? Is it fit for purpose? Does the condition pose a risk to either health and safety or quality? If an issue is found, TAG IT!

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3.

Clean and check/shine

Putting our hands onto and cleaning this motor, we found:

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3. Clean and check/shine

Managing any identified issues
It is important that where any items have been identified with issues, the resolution of these is effectively managed. A commonly applied 5C/5S practice is the use of red-tagging.

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Tagging procedure

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3. Clean and check/shine redtagging used to provide a visual indicator of an abnormal Red tags are
condition. Brief details of the issue and possible countermeasure are logged. Each red tag is given a unique number to enable recording and tracking of issues. The red tag is tied to the item that has the issue.

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Red tag issues

Effective resolution and management
Log all red tag occurrences on a red tag action log sheet. Prioritise each red tag issue according to the severity of the issue and/or urgency required for resolution: A simple system is to categorise an issue as either low, medium or high. Use an agreed severity rating scale.

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3. Clean and check/shine red tag log sheet

5C / 5S Red Tag Log Sheet
Location Tag No. Issue / Problem Severity
(H, M, L)

A red tag log sheet is used to track the progress of resolving red-tag issues.
Location: Activity Owner:

Date Logged

Cause

Action

Owner

Target Date

Progress

5S Examples - Standardize
4. Standardize - Cleaning and identification methods are consistently applied

Departments have weekly 5S tours

Every job has duties that use Sort, Set in Order and Shine We all have common duties to do our part to keep all areas of the plant in shape - breakroom, restrooms, locker area, parking lot, etc

4. Conformity / Standardize
The process of setting the 5C/5S standards and making them easy to maintain by using simple systems and processes. It can prove difficult to maintain the 5C/5S standard that has been set during the first three 5Cs/5Ss. The use of forms, diagrams, checklists and clearly defined roles and responsibilities will help ensure that everyone in the work area can maintain the 5C/5S standard. It is important that this information is effectively communicated to people within the work area and to those people who interact with the work area.
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4. Conformity / Standardize
The process of setting the 5C/5S standards and making them easy to maintain by using simple systems and processes. This can be achieved by following some simple guidelines:

pre-work set-up checklist (do you have all the tools, materials and equipment ready?) display how work tasks should be done display the 5C standard of the workplace define how the 5C standard is to be maintained (eg clean and check rota) use visual methods to show the location of necessary items

4.

Conformity / Standardize

A 5C/5S board ensures everyones involved.

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4.
Standard Workplace Layout Chart
Work Type:

Conformity
Visually defining the workplace layout
Site:
Ref No. Last Revised
Originator Standard Job Detail Ref. No.

Timber Frame Erection

PLOT 1

1
LIVING ROOM

PLOT 2 7
11
LIVING ROOM

DPC

WC

10

WC

3
9 12 14

KITCHEN DINER

HALL

HALL

KITCHEN DINER

5
13
NOT DRAWN TO SCALE

A detailed workplace layout chart indicating the location of materials and build sequence for timber frame erection.
Form P:19

Photographs to illustrate: Clearout Configure Clean to check

6
FRONT OF PLOT PAD Flow of Timber Frame Products: - Build from back to front to aid access

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Standard Workplace Layout Chart

Work Type

Where Used Previously

Ref No. Last Revised

Originator

Standard Job Detail Ref. No.

Mixer

A standardised work layout chart showing where material items (bricks and mortar) should be located to aim efficient working.

Supply of Red Tags

M B M B M

Form P:19

A site layout plan showing the location of facilities and is markedup to indicate the Traffic Plan.

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5S Examples - Sustain
5. Sustain - 5S is a habit and is continually improved

5S is a simple concept with powerful results.

You will get additional information on 5S so that you will be well equipped. Our experience is that the more we do 5S the better the work environment becomes: cleaner, safer, more organized, the work is easier, less confusion and less stress. Use the 5S (work\home\play) - The more you use it the easier it becomes and life just gets better and better.

5.Custom and practice/self-discipline / Sustain

Consistent application, training and everyday routine
Ensuring consistent adoption and use of 5C/5S by all personnel who are either involved directly with the workplace or who interact with the workplace. Train all personnel in 5C/5S its not just good housekeeping! Give ownership of the 5C/5S standard. Consistently enforce the 5C/5S standard and culture. Conduct independent 5C/5S audits. Seek to improve the 5C/5S standard.
Good companies develop beginning with the 5Cs /5Ss, bad companies fall apart beginning with the 5Cs/5Ss.

Hiroyuki Hirano
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5C summary steps
1.

Clear-out / sort
remove everything not bolted to the ground get rid of all rubbish and unnecessary tools/materials/docs etc keep, quarantine, chuck areas

2.

Configure / set in order

decide what do we need?, establish optimum buffer find everything its home consider logistics, frequency of use, worker motion waste, sequence of tasks use visual aids, eg to show location, replenishment of materials, quarantine area

3.

Clean and check/shine

make sure all tools and machinery are in good condition

4.

Conformity / Standardize
create SOPs, eg cleaning schedule, maintenance procedures, location chart

5.

Custom and practice / Sustain

the company way

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5C/5S levels of excellence

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5C/5S audit sheet

Office 5C Audit Check Sheet
Office Working Environement
Are the essential items in the correct place? Are there any nonessential items in the work area?

Division:

Auditor: Desk
Is the document filing system being correctly used?

Date:

Ref No.

Observation

Check

Name

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Ref No.

Yes No Garry Cotterrell Is the area clean and tidy? Richard Green Are the floors and aisles clear of non-essential items? Are all cables/wires etc safely stored and connected? Are all storage areas clean and tidy? Are all storage areas free of non-essential items? Are storage areas clearly labelled and is everything in it's place? Are all notice boards tidy? Is all of the required information displayed and is it up-to-date? Are all notice boards free of non-essential items? Is the central filing system in order? (hard and electronic) Is the central filing system clearly marked up? Is the central filing system complete? Is the drawing rack tidy and in order? Are all disks, documents, folders etc clearly labelled/identified? Are reference items such as brochures organised & accessible? IMPROVEMENT ACTION PLAN Issue/Opportunity Improvement Action Who
Target Date

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Are all defective items / abnormal conditions redtagged?

Are there any health & saftey issues (e.g. Trip Hazards)?

Is the work area clean & tidy?

Done?

The Good, Bad and the Ugly

First the Bad and the Ugly - Life Without 5S

The Good

What is Waste (Muda)?

Some of the main forms of waste are: Overproduction

Waiting for materials, machines, or instruction

Transportation or movement Excessive inventory Inefficient machine processing and/or operation Producing defects Part or line changeover or machine setup Inadequate housekeeping Miscommunication or inadequate instruction

Improvement (Kaizen) Principles

Get rid of all old (false) assumptions. Don't look for excuses, look for ways to make it happen . . Don't worry about being perfect - even if you only get it half right start NOW! It does not cost money to do KAIZEN.

If something is wrong Fix it NOW.

Good ideas flow when the going gets tough. Ask "WHY" five times - get to the root cause.

Look for wisdom from Ten people rather than one.

Never stop doing KAIZEN.

METHODOLOGY OF 5S, the japenese way

1. ORGANISATION(SEIRI)
Decide what you need Remove unnecessary clutter

All tools, gauges, materials, classified and then stored

Remove items which are broken, unusable or only occasionally used

RED TAG TECHNIQUE

RED TAG

GIVE STAFF RED LABELS ASK STAFF TO GO THROUGH EVERY ITEM IN THE WORK PLACE ASK IF NEEDED & THOSE THAT ARE NEEDED,IN WHAT QUANTITY NOT NEEDED RED TAG IT STORE IN THE RED TAG AREA

For wavering items

RED TAG

PLACE THE SUSPECTED ITEMS IN THE RED TAG AREA FOR ONE WEEK ALLOW THE STAFF TO REEVALUATE THE NEEDED ITEMS AT THE END OF WEEK THOSE WHO NEED ITEMS SHOULD BE RETURNED

ORGANISATION
PRIORITY FREQUENCY OF USE HOW TO USE

Low

Avg.

Less than once per Throw away year Store away Once per year from the workplace Once per month Store together but offline Once per week Once Per Day Locate at the workplace

High

2. ORDERLINESS(SEITON)
ONCE YOU HAVE ELIMINATED ALL THE UNNEEDED ITEMS

NOW TURN TO THE LEFT OVER ITEMS

ORDERLINESS(SEITON)
Organise layout of tools and equipment Designated locations Use tapes and labels Ensure everything is available as it is needed and at the point of use

ORDERLINESS(SEITON)
Workplace Checkpoints: Positions of aisles and storage places clearly marked? Tools classified and stored by frequency of use? Pallets stacked correctly? Safety equipment easily accessible? Floors in good condition?

3. SEISO (CLEAN/SHINE)
Create a spotless workplace Identify and eliminate causes of dirt and grime-remove the need to clean Sweep, dust, polish and paint Divide areas into zones Define responsibilities for cleaning Tools and equipment must be owned by an individual Focus on removing the need to clean

4. SEIKETSU (STANDARDISE)
Generate a maintenance system for the first three Develop procedures, schedules, practices Continue to assess the use and disposal of items Regularly audit using checklists and measures of housekeeping Real challenge is to keep it clean

5. SHITSUKE (SUSTAIN / DISCIPLINE)

Means inoculate courtesy & good habits Driving force behind all 5S Demings point number 1: Constancy of purpose Make it a way of life Part of health and safety

Involve the whole workforce*

Develop and keep good habits

LITMUS TEST FOR 5S

30 SECOND RULE ONE MUST LOCATE THE ITEM WITH IN 30 SECOND IF 5S IS PROPERLY IMPLEMENTED ALSO APPLIES TO THE ELECTRONIC RECORDS RETRIEVAL

WHAT U HAVE COME ACROSS AT THE END OF DAY

Followings can be harnessed form the 5S 1. NEAT & CLEAN WORKPLACE 2. SMOOTH WORKING 3. NO OBSTRUCTION 4. SAFETY INCREASES 5. PRODUCTIVITY IMPROVES 6. QUALITY IMPROVES 7. WASTAGE DECREASE 8. MACHINE MAINTENANCE 9. VISUAL CONTROL SYSTEM 10. EMPLOYEES MOTIVATED 11. WORKSTATIONS BECOME SPACIOUS

Lean Production
The latest incarnation of JIT Based on Toyota Production System. Waste elimination Widely used in automotive manufacturing & other repetitive mfg.

Its the elimination of waste Everywhere while adding customer value

Its a mindset & commitment to achieve a totally waste-free operation thats focused on your customers success achieved by simplifying and continuously improving all processes

From the operations perspective

Lean production cuts costs & inventories rapidly to free cash, which is critical It also supports growth by improving productivity & quality, reducing lead times, and freeing huge amounts of resources.

From the operations perspective

For example, lean production frees office and plant space and increases capacity so companies can

1. Add product lines 2. In-source component production 3. Increase output of existing products without acquiring new facilities.

Safety model based on decades of we need more support and commitment..

TOP MGT. NO!!!

Safety

Safety is a leadership issue

Employee

The proper mantra is Hey boss, you lead and Ill support you..

TOP MGT. YES!!!

Action

Safety
Inputs

Employee
Lean & Safe are both leadership issues.

MIT defines lean as

production design that is aimed at the elimination of waste in every area, including customer relations, product design, supplier networks and factory management. Its goal is to incorporate less human effort, less inventory, less time to develop products, and less space to become highly responsive to customer demand, while producing top quality products in the most efficient and economical manner possible.
A simpler definition with broader application is: 1) Identify waste 2) Eliminate waste

Companies Using
Toyota General Motors Boeing UTC / Sikorsky Printing Financial Services Engineering Testing Labs

Lean is a term coined to describe the Toyota Production System

Fujio Cho, Toyota Chairman, in a Business 2.0 interview, Jan/Feb 2005
..Some people think that if they just implement our techniques, they can be as successful as we are. But those that try often fail. That's because no mere process can turn a poor performer into a star. Rather, you have to address employees' fundamental way of thinking. At Toyota, we start with 2

questions: 1. "Where are we wasting resources like time people or material?" 2. "How can we be less wasteful?"

 Difficult to recognize Need to make waste obvious Waste identification is the first step towards attaining improvement in efficiency Must re-examine the way we think about waste
But first, we need to better understand Lean & Safe..

The Relationship of Culture and Lean & Safe Operations

Company x

Lean & Safe Culture Lean & Safe Design

application specific safeguarding for lean & safe productive operations; utilizes risk assessment and waste elimination based on 5S and lean principles Verify & Validate Implement Design Application Risk Assessment Self sustaining Culture Continuous Improvement Other Lean Tools Value Stream Mapping Changes organizational culture using 5S, value stream mapping and other lean tools to establish a self sustaining lean culture

5S Leadership

Traditional Safety vs. Lean & Safe for Traditional Safe strives
acceptable risk
Emerging issue

Lean & Safe strives for

acceptable risk with minimized waste

The integration of lean and safe is an emerging issue full of opportunity

Threat is confusion about Lean and how it integrates with Safety

Confusion
Lean seems to be an in thing
Many companies are tacking Lean onto whatever theyre currently doing and selling it as lean
Lean 6 Sigma, Lean Behavior Based Safety, Lean Ergonomics, Lean Accounting, Lean Office, Lean Engineering.. may all have value,

Lean is thought of for the factory floor, engineering and supply chain, but
Lean is the identification and elimination of waste in every facet of your daily business..
Lets first look at the factory.

5. 4. 3. 2. 1.

Sustain

Standardize Shine

Straighten Sort

5S on the factory floor....

5S / Lean uses simple changes to eliminate waste

What you need When you need it Where you need it

Lean & Safety are both Leadership Issues

Broad application beyond the factory floor Must apply to offices, sales, administration, etc. To develop desired culture If we expect leaders to lead the integration of lean and safe, its incumbent upon safety pros / staff to understand both
Can you name the 7 forms of waste and the 5 repeatable steps to eliminate waste?

?
WASTE
WASTE NOT DEFINED REACT TO LARGE EXAMPLES REACTIVE IMPROVEMENT

Processing Correction Inventory Waiting Material

Movement

OverTYPES OF WASTE Production

Motion

WASTE IS "TANGIBLE" IDENTIFY MANY SMALL OPPORTUNITIES - LEADS TO LARGE OVERALL CHANGE CONTINUOUS IMPROVEMENT

Hidden waste is always the worst

Computer issues.. OS runs slowly Files wont open Crashes Virus Cant find files Email jail Redundant files Shared drive chaos Etc.. Resultant waste 1. Corrections (defects) 2. Over-production 3. Motion (extra key strokes) 4. Material movement (electrons)

5. Waiting
6. Inventory 7. Process (call IT, compress files, reboot, pray.)

Value stream / process mapping is used to make hidden waste visible

Typical Value Stream Mapping Workshop

Current State VSM with material flow; lead times, capacity profile and simulation

cross functional team no computers effective not pretty displays the true current state promotes team work and brainstorming..

Value Stream Mapping Makes Hidden Waste Visible

Team of knowledge workers estimated that they would have 20-50 steps in this process. Two hours of work identified 101 steps

How would an executive or staff tackle the waste in this process if they cant see all of the steps???

Knowledge Folders
A series of folders stored in one central location, each of which has detailed and complete information on how to do something

Used to standardize work within a value stream or process

Usually filed alphabetically simple manila folders work just fine storage can be a strong box or a plastic milk crate

Process Office or Workspace

Lean Tool kit

Initial 5S Training
5S is the enabling process to identify & eliminate waste in value stream mapping

A lean culture is more productive and less stressful

Do your offices have? 5S Process or value stream mapping of Salaried business processes Lean Council Safety for salaried workers Metrics for waste / visual wall to display Projects and metrics Standardized one-page reports Visual controls Standardized work Knowledge folders Teamwork and balanced workloads Quality and problem solving training Continuous improvement efforts Management system

Lean Tool kit

Like safety, lean demands active leaders who wish to demonstrate I care

Respect for people

Staffing

Productivity

Waste

Productivity

Lean is not just for the factory floor

Reduce Waste & Stress - - not people

Stress in Todays World

Waiting for:
Someone to return a call Approvals Paperwork Meeting to start

Correcting others mistakes Last minute changes working OT Searching frantically for paperwork Excess steps Bureaucratic processes Incorrect or incomplete instructions Email Jail Unbalanced workload Roles and responsibilities not clear Technology problems.

Learning to apply lean in offices helps the entire organization

Comparison of Traditional Learning with hands-on Lean

Traditional Difficult to translate into action in the workplace
Read Seminars Webinar, etc.

Kaizen / Other Lean Workshops

Hands-on learning Teamwork Workplace is improved Foundation for continuous improvement Act your way to a new way of thinking
Lean Living

Describes what without how

Truly a learning journey

Experiential Learning

Your Current State?

Workplace neat, clean & organized Good cadence of work little stress Inventory of business processes
Processes mapped and waste eliminated

Standardized non standard work Safety integrated into daily operations Visual controls and common processes Good teamwork and workload balance
Employees understand how lean and safety work together

 On a factory floor, this concept is well understood

Quality and operational standards Safety, etc.

Standardizing non-standard work

In an office setting, most everything is non-standard

An organization cannot become truly lean until the leaders and front office personnel also become lean How then does one proceed?

Standards
Represent the best, easiest and safest way to do a job Preserve know-how and organizational knowledge Provide a means to measure performance Provide a basis for maintenance and improvement Facilitate objectives and training goals Create a basis for audit or analysis Prevent recurring errors Minimize variability

Standardizing Office Work Overview

5S standards for each area Lean Council standard agenda Safety standardized visitor protocol / emergency procedures Visual Controls
Tape Order / reorder cards Signs Templates Visual Wall
Something is missing

Written standards, procedures, etc. E.g. meetings One page reports standard format Knowledge folders template for instructions Management system standardizes the way you do business

How to do it wrong
WSJ Oct 27, 2008: Neatness Counts at Kyocera and at Others in the 5S Club ; Sort, Straighten, Shine, Standardize, Sustain..
Overview of Kyocera approach Corporate mandate with audits .. companies like Kyocera are patrolling to make sure that workers don't, for example, put knickknacks on file cabinets. To impress visitors, the company wants everything to be clean and neat.. Perfect 5S misses the point Reviewer comments.. It's all about removing waste, not looking neat. I'm afraid that this article is a guide to how NOT to implement 5S. Kyocera, like unfortunately many other companies, doesn't seem to realize is that 5S involves change management, not just the perfect execution of a lean tool.

Lean and safe is a long journey Culture change and respect

for people comes from the top

5C/5S
The outcomes of 5C/5S

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The outcomes of 5C/5S

improved working environment safer since safety depends on care and workplace organisation improved organisation and image helps create ownership of the working environment and encourages teamwork

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The outcomes of 5C/5S

A standard is set : Only items that are required or essential to support the work are held in the area. Essential items are organised and located in a set position to support effective and efficient work, with the view of minimising wasteful motion. Tools, plant and equipment are maintained to support safe operations and ensure good working conditions.

The outcomes of 5C/5S

The 5S standard: enables any abnormal conditions to be easily spotted provides the basis for continuous process improvement gives confidence to your clients/customers since it reflects the standards of operation to which your business follows

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What do we get from 5C/5S?

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5C/5S
Successfully implementing 5C/5S

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Successfully implementing 5C/5S

Make sure everyone is involved. 5C /5S is the responsibility of all. All levels of management should be involved in decision making. Communicate 5C/5S effectively. Don't leave people to ask: Why are we using these red tags? Is 5C/5S really necessary to improve?

Go all the way. Use the correct formats and procedures.

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Successfully implementing 5C/5S

Managers should carry out the 5C/5S audit: spotting positive and negative conditions identifying specific improvements Final responsibility lies with senior management: The board/senior management needs to take responsibility for and show interest in 5C/5S for it to be taken seriously. Managers must take a strong leadership role in promoting 5C/5S. Never do half a job: Develop procedures to maintain the discipline.
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Check sheets and SOPs

Check sheets and other documentation can be used to maintain the standard of the revised workplace.

SOPs can also be used to ensure that the cleaning and checking regimes are in place.

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5C/5S activities
Possible team make-up and roles
An activity leader to plan, co-ordinate and organise the team and to ensure safe working practices are used. Process stakeholders who do the work to gather, clean, sort and organise all items in their workplace. An auctioneer who will lead the sorting process in the work area. A scribe to record the disposition of items during the sorting process. Also to record any red-tag items on a red-tag log sheet.

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5C/5S activity
Example agenda for one-day 5C/5S activity
08:00 09:00 09:45 10:00 10:15 10:45 11:15 12:00 12:30 13:30 14:30 15:30 16:00 Activity kick-off and final co-ordination for the 5C/5S leader(s) Training and activity planning for 5C/5S team Break Team returns to the area and conducts survey Start sorting process (red-tag exercise carried out in-parallel) Complete sorting process and prepare for auction Auction (if appropriate) Lunch Clean and check necessary items (red-tag as necessary) Agree locations for necessary items and configure as appropriate Create visual controls to support the new 5C/5S standard Re-survey area and capture the new 5C/5S standard Draft 5C/5S documentation and associated audit check sheet and roles and responsibilities to maintain the standard End of activity review with all relevant personnel

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Summary
5-S is for you.

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. Volunteer to help with the 5S tours and 5S events.

Take a good look around...Imagine zero waste/zero confusion!

It may be simple, but.