Lean Training5S

AgendaWhat is it?Whats it for?How does it work?When do you use it?Whats an example?

What is it?5S is a workplace organization techniqueIt is a way to involve associates in the ownership of their workspaceIt helps create and maintain the efficiency and effectiveness of a work area5S is a common starting point for Lean activities in a company

Whats it for?It is a way to create:Cleaner work areasMore organizationSafer working conditionsLess wasted timeEfficient work processes and practicesMore available space

How does it work?5S is most effective when applied in a systematic wayThe following video illustrates the 5S methodology5S Video

The Five SsSorting separating the needed from the not-neededSimplifying a place for everything and everything in its place, clean and ready to useSystematic Cleaning or Sweeping cleaning for inspectionStandardizing developing common methods for consistencySustaining holding the gains and improving

The First S - SortingSeparating the Needed from the Not-NeededEliminate not-needed items and perform an initial cleaningEstablish criteria/handling of itemsIdentify not-needed itemsMove not-needed items to holding areaConduct a white-elephant saleConduct an initial cleaning

The Second S - SimplifyingA place for everything and everything in its place, clean and ready to useArrange workplace for safety and efficiencyIdentify key equipment and suppliesDetermine location for each itemOutline locations and zonesDevelop shadow boards, label itemsDocument layout, equipment, supplies

The Third S Systematic CleaningCleaning for InspectionPerform daily cleaning and inspection to understand work conditionsIdentify points to check for performanceDetermine acceptable performanceDetermine visual indicators/controlsMark equipment/controlsConduct daily cleaning/inspections

The Fourth S - StandardizingDeveloping Common Methods for ConsistencyMake abnormal conditions noticeable and document agreementsDocument agreements and checksEstablish/document standard methods across similar work areasDocument new standard methods

The Fifth S - SustainingHolding the Gains and ImprovingMaintain the gains from other 5S activities and improveDetermine 5S Level of AchievementPerform routine checksAnalyze results of routine checksMeasure progress and plan for continuous improvement

Getting StartedPlanning launches your 5S activityEvaluating tells you what you need to doPreparing gets you ready for implementation

PlanningAssemble a 5S Lead teamDefine the work area 5S boundariesAssign work group members to their 5S areasInstall a 5S communication boardDetermine 5S targets, activities, and scheduleReview/finalize plans with work group and site leadership

5S BoundariesArea 1Area 2Area 3Area 4Monica & ChandlerRachel & RossJoey & PhoebeJerry & Kramer

Five S Communication BoardLevelsofAchievement

Evaluating Your Initial SituationPrepare to take work area photosTake work area photosEvaluate current 5S Level of Achievement

Recovered_Sheet1

Levels of Achievement

5S Workplace Organization

Levels of Achievement

Level 5: Continuously ImproveNeeded items are routinely reworked/ replaced as needed to improve work area performanceNeeded items can be retrieved within 30 seconds and require a minimum number of stepsProblem sources are documented with solutions defined and implementedMethods for housekeeping, labeling, inspections, and work place design are continually improved and shared externally as applicableRoot causes have been eliminated and improvement actions focus on developing preventive methods

Level 4: Focus on ReliabilityNeeded items are routinely assessed against business needs to assure functionality and fitNeeded items have been minimized in number/ size and are properly arranged for retrieval and useDaily inspection occurs to assess area readiness, potential problems are identified and fixedAgreements for labeling, housekeeping, inspections, and work place design are consistently followed and demonstrate area performance improvementSources and frequency of problems are documented as part of routine work, root causes are identified, and corrective action plans are developed

Level 3: Make it VisualA list of needed items for the work area has been documentedNeeded items have dedicated locations and are properly labeled with required quantitiesVisual controls for equipment, files and supplies have been established for the work areaWork area agreements for needed item labeling and visual controls are posted and followed by work teamWork team is routinely checking area to maintain 5S agreements and posting results

Level 2: Focus on BasicsNeeded and not needed items have been sorted and not needed have been removed from work areaNeeded items have been safely stored and organized according to frequency of useKey work area items to be checked are indentified and documentedWork area agreements are identified and documented for needed item organization and work area controls5S level has been determined and posted on the communication board

Level 1: Just BeginningNeeded and not needed items are mixed throughout the work areaItems are placed randomly throughout the work placeKey work area items to be checked during a sweep are not identifiedNo work area agreements existThere is no measurement of 5S performance

SortingSimplifyingSweepingStandardizingSustaining

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&CLean Electronics MaterialRevision: May 7, 2002

Surplus item Log

5S SURPLUS ITEM LOGSHEET

PART NUMBERITEM DESCRIPTIONDISPOSITIONWHENSTATUS

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Routine Checklist

5S ROUTINE CHECKLIST

Date:Work Area:Performed by:

5SLEVELDESCRIPTIONIMPROVEMENT OPPORTUNITIES

Sorting1Needed and not needed items are mixed throughout the work area

2Needed and not needed items have been sorted and not needed have been removed from work area

3A list of needed items for the work area has been documented

4Needed items are routinely assessed against business needs to assure functionality and fit

5Needed items are routinely reworked/ replaced as needed to improve work area performance

Simplifying1Items are placed randomly throughout the work place

2Needed items have been safely stored and organized according to frequency of use

3Needed items have dedicated locations and are properly labeled with required quantities

4Needed items have been minimized in number/ size and are properly arranged for retrieval and use

5Needed items can be retrieved within 30 seconds and require a minimum number of steps

Systematic Cleaning1Key work area items to be checked during a sweep are not identified

2Key work area items to be checked are indentified and documented

3Visual controls for equipment, files and supplies have been established for the work area

4Daily inspection occurs to assess area readiness, potential problems are identified and fixed

5Problem sources are documented with solutions defined and implemented

Standardizing1No work area agreements exist

2Work area agreements are identified and documented for needed item organization and work area controls

3Work area agreements for needed item labeling and visual controls are posted and followed by work team

4Agreements for labeling, housekeeping, inspections, and work place design are consistently followed and demonstrate area performance improvement

5Methods for housekeeping, labeling, inspections, and work place design are continually improved and shared externally as applicable

Sustaining1There is no measurement of 5S performance

25S level has been determined and posted on the communication board

3Work team is routinely checking area to maintain 5S agreements and posting results

4Sources and frequency of problems are documented as part of routine work, root causes are identified, and corrective action plans are developed

5Root causes have been eliminated and improvement actions focus on developing preventive methods

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Imp. Oportunity Report

5S IMPROVEMENT OPPORTUNITY REPORT

Date:Work Area:Performed by:

Improvement Opportunity: (Generally describe the 5S improvement opportunity and the location)

Solution:

Target Date:Actual Completion Date:Responsibility:

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Communication Board

5S Communications Board

Team Name

Before 5S Workshop

After 5S Workshop

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5STeamMembers

TeamPicture&NameListing

Area'sLayout

Area'sProcessFlow

5SLevelsofAchievement

5SImprovementOpportunityReports

5SRoutineChecklist

Area'sSafetyEvacuationPlan

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Preparing for ImplementationObtain existing standards for color-coding and signageDecide on 5S color-coding and signage standardsPrepare for SortingPrepare for SimplifyingPrepare for Systematic CleaningPrepare for StandardizingPrepare for Sustaining

Summary: Implementing Five SsShare 5S OverviewChoose work area implementation groupDetermine implementation targets, activities, and schedulesDocument current situationApply 5SsDocument improvementsDetermine new improvement goals and action steps

Issues and ConcernsCommunicating across shiftsDisposing of, or moving, personal itemsMaking time availableFollowing agreements consistentlyMaintaining the gainsGiving rewards and recognitionIntegrating 5S with other improvement activities

Whats an example?

Whats an example?

Whats an example?BeforeAfter

Whats an example?

Whats an example?

Questions?