5S Training Manual - Final

Training Manual
1 July 2008
Stanadyne Business System
5S
5S
2 July 2008
Training Outline
Introduction Meaning of 5S Benefits of 5S Keys to Success Implementation 1S Sort 2S Straighten 3S Shine 4S Standardize 5S Sustain
3 July 2008
Introduction
Objective: The objective of 5S is to create a company culture which perpetuates a neat, clean, efficient workplace Named for 5 Japanese words: Seiri, Seiton, Seiso, Seiketsu, and Shitsuke Originated at Toyota in 1950s We use 5 English words with similar meanings to make the program easier to remember and understand Sort, Straighten, Shine, Standardize, and Sustain 5S is a disciplined approach toward Work Life
4 July 2008
Introduction
5S is foundational to continual improvement and a manufacturing strategy based on Lean Manufacturing (waste removing) concepts. Reduces clutter Reduces the time it takes to look for tools and equipment A place for everything and everything in its place Creates a clean, neat workplace for employees Improves how the operation appears to customers always be tour ready Creates pride in the workplace
5 July 2008
Introduction
Sort Straighten Shine Clearly distinguishing between what is needed and kept and what is unneeded and thrown out Organizing the way we keep necessary things, making it easier for anyone to find and use them Keeping the floors swept, machines and furniture clean, and all areas neat and tidy
Standardize Making improvements to help maintain the standards of the first three Ss Sustain Achieving the discipline or habit of properly maintaining the correct 5S procedures
6 July 2008
Meaning of 5S
Understand what stuff is Critically evaluate all items in the workplace and determine which items are really needed for daily work Keep only what we really need Throw out what we dont need Applies to everything, not just supplies and material
7 July 2008
Meaning of 5S
Sorting must be done first so we only organize things we need Organize each of these items Locate them where they are most needed Know where to return items when not in use Identify items and their storage areas Anyone should be able to understand the order of things at first glance Make it obvious! The entire workplace should be organized to achieve waste-free flow
8 July 2008
Meaning of 5S
Make things clean and tidy Sweeping floors, get rid of trash, clean the area Thoroughly clean machinery, tools, computers and furniture (file cabinets, desks, etc.)
9 July 2008
Meaning of 5S
The first three Ss have been done We have sorted and kept only the needed items All needed items have been organized, identified and placed where needed All equipment and areas are clean and orderly Standardization means maintaining and improving the first three Ss Eliminate causes of dirt, leaks, and spills Create systems and make physical changes to the environment to keep things need and organized Develop standard procedures for cleaning, organizing and maintaining all works areas Remember that standards are the basis for improvement
10 July 2008
Meaning of 5S
We must develop a habit of cleaning, organizing, and keeping unnecessary items out of each area Create a management standard work to ensure that 5S becomes a sustainable habit with checklists, audits, etc Everybody must share the attitude that cleanliness and orderliness are critical as a starting point in the development of continuous improvement initiatives and activities This can not be a one time effort it must be done on an on-going basis
11 July 2008
Benefits of 5S
Reduced Waste Improved Safety Ease of Maintenance Higher Quality Improved Profitability
12 July 2008
Reduce Waste
Wastes to be reduced or eliminated:
Work-in-process (WIP) Inventory Handling waste Wasted space Searching Unneeded equipment, furniture Overproduction
Defects Non-value Waiting Excess motion Transportation Other Wastes: Untapped human potential Inappropriate systems Wasted utility resources Wasted materials
13 July 2008
Improve Safety
Mechanical failures and hazards are easier to detect and fix Uncluttered aisles and work areas Clean floors are safer Wrong tools are not used Fewer hazards proper storage Well marked, easy to locate fire and safety equipment
14 July 2008
Ease of Maintenance
Cleaner equipment means longer life Proper location of correct tools for each job means that the wrong tools wont be used Clean machines make it easier to spot leaks and small problems before they become serious problems Discipline increases daily attention given to machines
15 July 2008
Higher Quality
Proper, well-located tools reduce defects Organized gauging ensures quality checks are done properly Bad parts are easier to spot and keep segregated in clean environments Employees pay more attention to the process, tools, and area Pride in ownership of an area translates into pride in ownership of the product made
16 July 2008
Improved Profitability
Organized work cells eliminate wasted time Improved machine performance and gauging means fewer defects Reduced downtime due to earlier recognition of problems means more profits Improved morale increases productivity Impressed customers leads to more sales!
17 July 2008
Keys to 5S Success
Commitment Understanding Involvement Improvement
18 July 2008
Commitment
Top management must understand 5S and commit to achieving each step and then supporting the management standard work Supply costs and Kaizen time must be viewed as an investment in a better workplace Remember that 5S is the foundation for all other lean improvements
19 July 2008
Understanding
It is much easier to follow the lead when you understand the reasons Hold meetings to explain 5S events and answer all questions in a positive manner Thoroughly explain the procedure before starting any 5S activities
20 July 2008
Involvement
Each employee must be encouraged to feel ownership of his or her area Everyone plays a critical role in implementing the 5S strategy Team meeting discussions on methodology of 5S help bring members to a common understanding of the issues 5S is not a program or event it is a cultural change a neverending effort Make sure everyone is involved
21 July 2008
Continuous Improvement
5S is the foundation for improvement 5S must be maintained to have a strong foundation for Kaizen 5S is the important basis for true visual management Small 5S improvements will lead to plant-wide quality improvements
22 July 2008
5S Implementation
Kaizen to maintain first 3 Ss
Standardize
Keep only what we need
Sort
Sustain
Discipline to maintain 5S
Shine
Clean the work area
Straighten
Organize area and needed items
23 July 2008
Sort
Purpose: To sort through all items in a work area, eliminate all unneeded items, and decide what is truly needed.
24 July 2008
Red Tag Strategy

Step 1 Initiate First Round of Red Tagging Select the Kaizen team Members should be from the area as well as from outside Appoint a team leader Identify Red Tag Targets Inventory, equipment, supplies, tooling, space Office areas are not exempt from red tagging Define Red Tag Criteria Determine what criteria will be used to distinguish a needed item from an unneeded item Example: Save only the items needed to make next weeks or next months production schedule
25 July 2008
Step 2
Step 3
Red Tag Strategy

Step 4 Conduct Red Tag Session Explain Red Tag criteria to teams Ensure a good cross-section of people tagging items to prevent I might need that Red Tag entire area as rapidly as possible Move all tagged items to a red tag area nearby (and clearly defined as such) Post red tag receipts on a flip chart board in the cell Evaluate the Red Tag Targets Review material which has been red tagged Dispose of truly unnecessary inventory, equipment and other items THROW IT OUT FOR GOOD!!! Teams may retain material which has been mistakenly red tagged if they can justify it to the team and organize it Discard any material which is still tagged after a predetermined time (One week maximum one month?) All Red Tags must be completed and returned
Step 5
26
July 2008
Sample Red Tag
27 July 2008
Red Tagging
Helpful Hints Record information about all tags used on a Red Tag Log so that dispositioning can be tracked easily (sample at end of manual) Make sure everybody understands what is to be red tagged and why Discourage people from being defensive Be fair all areas get tagged! Dont red tag people Dont compromise; If in doubt, throw it out! Necessary items can be tagged if improvements are known or suggested Do not put multiple tags on any one object
28 July 2008
Straighten
Purpose: To create simple, visual order for all necessary items so that they may be kept and used in the most efficient manner possible.
29 July 2008
Signboard
Strategy
Step 1 Determine Locations Consolidate necessary items Decide where items belong to best support work Focus on getting items as close to point of use as possible Prepare Locations Decide on storage method to be used Remember function and 5S guidelines Kaizen storage methods for ease of use Evaluate all containers minimize size Indicate Locations Make signboards and hang in proper locations to indicate where items belong See sample pages for types of signboards
30 July 2008
Step 2
Step 3
Signboard
Strategy
Step 4 Indicate Item Names Make signboards which clearly show The name of the item and any identification numbers The address of its storage location Indicate Amounts Signs should show how many pieces of a particular item should be on hand Each indicator should define at least the minimum and maximum amounts
Step 5
31 July 2008
Straightening Examples
Visual filing system for daily inspection reports
32 July 2008
Incoming / Outgoing part inspection rack for metrology lab at SCC

July 2008
33
Color-coded floor markings for machines and scrap bins

34 July 2008
35 July 2008
Before After Improvements Improvements
Traffic line - - Traffic line Direction indicators (keep left) - - Direction - indicatorsfor Human Hatch pattern (keep crossing left in India!)
- Hatch pattern for human crossing
36 July 2008
Before After Improvements
- Safe grinding wheel storage - Easy accessible - Identification - Common place to keep
37 July 2008
- Type of fire & chemical powder displaced - Information of application where to be used available
38 July 2008
- Color coded for oil types - Same color code on machine oil tanks to ensure right oil used - Available right shop floor in accessible distance - Long travel time from shop to oil store reduced
39 July 2008
Assembly bench with just what is needed and very little extra space
40 July 2008
Shadow Boards
Purpose: Shadow boards are used to indicate proper location of tools, gages, and other items needed for a job.
Outline These are the simplest form of shadow graphs, often simply boards conveniently mounted for accessibility to the tools, with outlines of the tools painted on the board. Relief Another variation of shadow board Relief boards have contours milled into the wood or plastic Providing the shape recognition of an outline, with added security for the tools Best if mounted at an angle to prevent placing anything else there
Use yellow for tools & standard items, and blue for gauges / quality stations
41 July 2008
Shadow Board Examples
In-process gauging shadow boards Can be improved by placing them on an angle. Why?
42 July 2008
Shadow Board Examples

Before After (Gauge shadow board)
Improvements : - Partition between gauge - Easy Identification - Prevents damage

July 2008
43
Shadow Marking and Painting

Floor markings are a variation of shadow graphing, again used to indicate proper location of inventory, forklifts, machines, furniture, etc. Two principles methods: Vinyl tape 3M 471 or equivalent tape for floors and other markings Available in the 5 primary colors Paint Avoid paint striping unless youre sure hard to change! Paint signboard, shelves, racks, other items the right color All machines should be painted very light preferably white - colors Consider: Durability versus Flexibility
Choose where you mark carefully! Dont just trace around trash!
44 July 2008
Signboard Strategy - Implementation

Helpful Hints Use large lettering to make signs visible from a distance Use standard size signs Use color-coded backgrounds for clarity (see standards) Do signboarding as soon after sorting as possible
45 July 2008
Straighten Storage Methods

FIFO (First In First Out)
Workstation 3 IN 2 1 OUT
46 July 2008

Liveliness of Material Reduce wasted time and motion Why are skids and bins the same? How would this apply in an office area?
In Transit
Loaded in cart
Loaded in bin or on skid
Loaded in box on floor
Piled on floor
July 2008
47

Purpose: To create simple, visual order for all necessary items so that they may be kept and used in the most efficient manner possible.
Stage 0 Stage 1 Stage 2 Stage 3
Total Disorder Items Kept In Easy-To-Understand Groups (i.e. by function or by machine) Visual Indication of Location (shadow boards, color coding, indexing) Simple Orderliness Known By Heart (tools at arms reach, easily replaced due to enlarged dimensions) Just Let Go Orderliness Elimination Of Items
48
Stage 4 Stage 5
Food for thought: What would a Stage 5 screwdriver be?

July 2008
Standard Color Code

Purpose: Identify critical items, parts and areas within Stanadyne with common colors to allow any employee or visitor to easily understand production in each in each of our facilities.
Safety Quality Standards Defects Maintenance

July 2008
Safety equipment / First Aid / Safety Posters, notices
Inspection points / Quality instructions / Gaging
Operation standards / Location marks / Good part storage
Scrap / Non-conforming material
Repair tools / TPM materials / Machinery 49

Visual Management
Not really part of 5S, but related Key is to manage everything easily and visually at a glance Call attention to abnormal or problems only
50 July 2008
Shine
Purpose: Thoroughly and completely clean the area to get it to an initial state of like new cleanliness
51 July 2008
Shine
Ensure bright lighting of all areas Have areas cleaned by those that work there Keep in mind: How did this get dirty? Ask
Fix problems at the source, dont just stop a symptom. Ask why the item leaked, broke, etc. Design or change the item to prevent recurrence.
July 2008
52
Shine
Everything must be really scrubbed clean! Machines (all sides all around) Signs, lights, tables. Floors need special attention Cabinets Tools, gauges, and all items left during the sort phase Have all the cleaning supplies you need Just have to get in and do it no shortcuts to this step!
53 July 2008
Cleanliness
Like the new car smell, we want the New Factory Look!
54 July 2008
Standardize
Purpose: Identify sources of dirtiness and disorganization at the root cause and solve them to make it easy to maintain the new order
55 July 2008
Standardize
Make sure all areas have plenty of light Eliminate any extra shelf or bench space Horizontal space accumulates junk! Pay attention to bottom shelves of benches Eliminate any unseen areas where things can hide Remove or make cabinet doors transparent Minimize use of drawer cabinets Fix and contain leaks, overspray and dust from machines during operation Contain coolant to the smallest possible area Try to eliminate all oil pans and absorbent towels / tubes
56 July 2008
Sustain
Purpose: Establish standard work to monitor and encourage keeping good 5S habits
57 July 2008
Sustain
Use the 5S Patrol Check Sheet to evaluate areas Work team should do this weekly Rotate team members so everyone get a turn to audit the area Supervisors should review the audit once done and point out any areas of improvement Plant management should check each area at least monthly Identified problems must be recorded on a kaizen newspaper to be fixed, or fixed right away Use visual management to show 5S results Post the current 5S audit sheet on the cell visual board Post the appropriate 5S wheel sections to reflect area scores Be proactive - focus on continuous improvement
58 July 2008
Sustain
Create long-term cultural change it takes time to build good habits Remember that people follow examples (good and bad!) Consistent priorities come from understanding the value of the 5S work life Everyone has to accept 5S as a personal goal
59 July 2008
5 Why is your most important tool 5S is the foundation for KAIZEN Visual management is ultimate goal
Its up to you!
July 2008
60
Attachments
Sample Red Tag Sample Red Tag Register Color Code Standard Sample 5S Patrol Check Sheet
61 July 2008
Sample Red Tag
62 July 2008
63 July 2008
Standard Color Code

Purpose: Identify critical items, parts and areas within Stanadyne with common colors to allow any employee or visitor to easily understand production in each in each of our facilities.
Safety Quality Standards Defects Maintenance

July 2008
Safety equipment / First Aid / Safety Posters, notices
Inspection points / Quality instructions / Gaging
Operation standards / Location marks / Good part storage
Scrap / Non-conforming material
Repair tools / TPM materials / Machinery 64

65 July 2008
START YOUR ENGINES AND DONT STOP UNTIL YOU CROSS THE FINISH LINE
Standardize
Shine Straighten Sustain
Sort
66 July 2008

5S Training Manual - Final

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5S Training Manual - Final

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Training Manual

Kaizen to maintain first 3 Ss

Keep only what we need

Red Tag Strategy

Red Tag Strategy

Sample Red Tag

Visual filing system for daily inspection reports

Incoming / Outgoing part inspection rack for metrology lab at SCC

Color-coded floor markings for machines and scrap bins

- Hatch pattern for human crossing

Shadow Board Examples

Shadow Board Examples

Improvements : - Partition between gauge - Easy Identification - Prevents damage

Shadow Marking and Painting

Signboard Strategy - Implementation

Straighten Storage Methods

Straighten Storage Methods

Loaded in bin or on skid

Loaded in box on floor

Straighten Storage Methods

Stage 0 Stage 1 Stage 2 Stage 3

Food for thought: What would a Stage 5 screwdriver be?

Standard Color Code

Safety Quality Standards Defects Maintenance

Safety equipment / First Aid / Safety Posters, notices

Inspection points / Quality instructions / Gaging

Operation standards / Location marks / Good part storage

Scrap / Non-conforming material

Repair tools / TPM materials / Machinery 49

Sample Red Tag

Standard Color Code

Safety Quality Standards Defects Maintenance

Safety equipment / First Aid / Safety Posters, notices

Inspection points / Quality instructions / Gaging

Operation standards / Location marks / Good part storage

Scrap / Non-conforming material

Repair tools / TPM materials / Machinery 64

Shine Straighten Sustain

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