STRATEGI

PENINGKATAN
PRODUKTIVITAS
13
Modul ke:

5S, KAIZEN AND VISUAL MANAGEMENT

Fakultas
TI Hernadewita
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Pendahuluan

The need
5S IN WORK ENVIROMENT
How?
5S apply as A STRATEGY FOR
PERFORMANCE
EXCELLENCE
5S AND KAIZEN
 Table of Contents 5s
Knowledge Breakthrough

Session 1.0 Introduction..... 3

Session 2.0 Waste Management .. 14
Session 3.0 5S Implementation. 20
Element 3.1 Systematic Organization... 31
Element 3.1.1 Red Tag System. 47
Element 3.2 Sorting Visual Placement.. 33
Element 3.2.1 Visual Sign System.. 66
Element 3.2.2 Visual Color System... 76
Element 3.3 Scrubbing Clean. 40
Element 3.4 Standardizing Control... 45
Element 3.5 Self Discipline Control... 48

4
 5s
What is 5S ?
An essential step required for Waste
Elimination
Systematic
Orderliness Cleanliness Cleanup
Cleanup
Organization
Seiri Seiton Seiso Seiketsu
Seiketsu

Standardization/Perseveranc
e
Shitsuke

An integral step in Kaizen

A required element to achieve Lean-site
Manufacturing.

5
 5S Performance Excellence
5s
Model
Systematic-
Systematic
Organization Improved Quality
Customer Expectations Improved Safety
Reduced costs
Consistent Deliveries
Improved Product/ Service
Options
Standardizing
Control

Self-Discipline-
Control

Sorting Visual
Placement
Scrubbing clean
6
 The Five Elements of 5S 5s

Self- Systematic Systematic

Discipline/Control- Organization- Identifying
Ensuring that what items are required
Systematic and which are not.
Organization, Visual
Placement &
Cleanliness are
maintained.
Standardizing Control-
Maintain and
continually improve
the previous
improvements.
Sorting Visual Placement-
Items should be easily
retrievable, easy to get,
Scrubbing Clean-Keep the area free from
and visual-easy to see.
debris, dirt, oil, items not needed.

7
 Tool Kit Comparison 5s
Major CPI
Tools (6) Kaizen Lean Description

Cp/Cpk 4 Process capability assessment

DOE 4 Design of experiments
SPC 4 Process control based on statistics and data analysis
FMEA 4 Risk assessment tool
Regression 4 Correlate effect one variable has on another
Process Map 4 4 4 Map process steps to communicate and identify opportunities
5 whys /2 hows 4 4 4 Determination methods for root cause discovery
Pareto 4 4 4 Column chart ranking items highest to lowest
Fishbone 4 4 4 Cause / Effect Diagram
5S 4 4 Elimination waste
Visual Mgmt 4 4 4 Emphasis on visual techniques to manage process
Poka-Yoke 4 4 Error proofing techniques
Spagetti Chart 4 4
Kanban 4 4 Material storage technique used to control process
Takt Time 4 4 Determine pace or beat of a process
Std Work 4 4 Evaluate tasks done during a process
SMED 4 4 Single minute exchange of dies - Quick machine set up
TPM 4 Integrate maintenance strategy with process
Cellular Flow 4 Reduce inventory & cycle time thru process layout and pull
production techniques

Expand
ExpandProcess
ProcessImprovement
ImprovementProgram
Programto
toUtilize
UtilizeKaizen
KaizenTool
ToolKit
Kit

8
 Expanding the Strategy5s
Performance
Excellence

6 Sigma Kaizen
Disciplined Methodology Philosophical
Technical Approach Approach
(Quantitative) Common Sense
Data Driven - Statistical Approach
Customer Focus (Qualitative)
Reduce Variation Data Driven -
Focus on Large Impact Observation
Larger/Longer Projects Operational Focus
Waste Elimination
Complimentary
Complimentary Tools
Tools Driving 5SImprovement
Driving Continuous
Continuous Improvement
Incremental
Change9
Smaller/Shorter
 Comparative Analysis 5s
6 Improvement Methodologies Kaizen/Lean
Similar in Structure
Measure Evaluate
Improvements measured against
- Data Collection - Baseline Process Performance
- Determine Process Potential / Goals established process - Establish Target
Team oriented
Evaluate Decide
- Root Cause / Vital Few -Compare solutions
- Statistical Analysis - Choose
Similar improvement tools
Improve & Verify Measure effectiveness of Act
- Implement Improvement improvements -Communicate
- Validate Improvement Maintain new performance level - Implement improvement
Standardize & Proceduralize - Control
Standardize
- Standardize / Leverage Measure
- SPC - Validate improvement
- Update Procedures Results - Standardize
More Efficient Processes - Update Procedures
Focus
- Reduce Process Variation Focus
- Identify Critical Cause and Focus Comparison - Eliminate Waste 5S
Resources for Maximum Impact Both are Effective Improvement - Seek Incremental Process Changes
Mechanisms
CPI/6s best applied to large complex Summary
Summary
- Common Sense Approach based on
- Technical Approach based on Statistical problems Observation
Analysis Kaizen/Lean best applied to achieve - Applicable to all types of processes
- Requires Significant Data Collection incremental changes and eliminate - Defined improvement strategy
- Best applied to Manufacturing Processes
- Typical Projects 1-3 Months wastes. - Typical Projects 1 week

10
 5s
Look
Why 5S
Familiar ?

To eliminate the wastes that result from

uncontrolled processes.
To gain control on equipment, material & inventory
placement and position.
Apply Control Techniques to Eliminate Erosion of
Improvements.
Standardize Improvements for Maintenance of
Critical Process Parameters.
11
The Nine types of wastes.

Overproduction
9 Delays (waiting time)
Waste Transportation
s
Process
Inventories
Motions
Defective products
Untapped Resources
Mis-used Resources

12
Think Break
The Nine types of wastes

Give an example of each type of

waste.
Overproduction ______________________________9
Delays (waiting time)__________________________
Waste
Transportation _______________________________
s
Process_____________________________________
Inventories__________________________________
Motions ____________________________________
Defective products ____________________________
Untapped Resources __________________________
Mis-used Resources ___________________________

13
 Elimination of Waste
5 S Element Waste/ Improvement Item Deliverable

Systematic Elimination of finding. Reduced Costs

Reduction of part selection errors. Improved Quality
Organization Increased Product Options

Sorting-Visual Elimination of finding. Reduced Costs

Elimination of nonconformances. Increased Safety
Placement Elimination of motion. Improved Quality
Reduction of part selection errors. Increased Product Options.

Scrubbing Clean Increased safety. Increased Safety

Preventive maintenance. Improved Quality
Increased equipment knowledge.

Standardization Increased equipment life. Improved Quality

Higher morale. Consistent Delivery
Control Clean environment. Improved Safety
Increased visibility of nonconformances.

14
 5S
Implementation
Plan

Step 2 Step 3
Step 1 Step 4
Develop Specific Develop Communication Step 5
Establish 5 S Develop 5 S Training Plan
Implementation Plan Plan Implement 5 S
Implementation Team

Systematic
Organization Progressive
Standardization
Enhancements

Cleanliness
Visual Placement

Step 6
Verification of Effectiveness

15
 Removing Red Tagged stuf
What Stuf would you Red Tag in these
pictures ?

Think Break

Picture
A__________________________________________________________
Picture B
16
_________________________________________________________
 Think Break

In the following pictures, identify some of the finding wastes

( assume you work in a distribution center and you have to fill an
order with product located in the following pictures).

___________________ ___________________ _________________

Finding Wastes
___________________ ___________________ _________________
___________________ ___________________ _________________
___________________ ___________________ _________________

Everything has a useable place

17
Some evidence of standardized work areas

Clear, shiny aisle ways

Color coded areas
Slogans, banners

No work-in-process ( WIP )
One-Piece Flow
Standardized Work Sheets

18
Visual Color System Implementation

Develop a map identifying the access ways(aisles, entrances,

walkways etc.) and the action areas.
Perform any necessary realignment of walkways, isles, entrances.
Assign an address to each of the major action areas.
Mark off the Walkways, Aisles & entrances from the action areas
Table 1.0
Apply flow-direction arrows to aisles & walkways Table 1.0
Perform any necessary realignment of action areas.
Mark-off the inventory locations Table 1.0.
Mark-off equipment/machine locations Table 1.0
Mark-off storage locations( Cabinets,shelves,tables) Table 1.0
Color-code the floors and respective action areas per Table 1.0.

19
Cleanliness involves cleaning every
aspect of the Organization and the
removal of dirt, dust,oil, scraps on
the floor, & garbage.
Key Deliverables

Increase
d
Increase Efficienc
d Safety y

A clean Systematic Organization results in increased

safety and efficiency.

20
 Step 2: Allocation:
Assign resources to the specific tasks required to make 3S a
habit.
5S To Do Plan
Date: Page of
5S Team Members Company/Division Name: Person Preparing This Sheet

Item Date 5S element 5S Task - Action Person Location/ Percent

# Started Responsible Department Complete
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50

21
5S for the Workplace
Training and
Sourcebook
for
5S Worksheets
How to Use This Manual
The continuous improvement tools that are presented in Sections
1-10 of this manual are shown in order of use. These forms
MUST be completed in the order presented in this manual. Each
section contains a brief description of the tool, its purpose, when
to use it, who should use it, how to use it, and the expected
results.

Remember to focus on the elimination of waste.

Strive to maximize yields and obtain cost reductions
from existing machinery and equipment before
buying solutions. Improve current systems and
techniques before automation. Automating a system
or practices without first having an understanding of
the process will not solve underlying process
problems.
Measurement
Perhaps the most important point to remember is that
we must understand a process before we make any Improvement 5S
attempt in changing it. No Tampering is the first rule
of continuous improvement. We can not tamper with Template
a process without understanding it.

By using these tools, we will all share a common and

systematic approach for questioning, analyzing,
proposing solutions, experimenting, and finally, Identify waste
implementing proven changes.

The problems that exist in the world

today
cannot be solved by the same level of
thinking
that created them.
 Table of Contents
Section 1 Development of 5S To Do Plan: Establishment of the 5S team focused on
the development, training, and implementation of the companys 5S program.
Deliverable includes action plan and associated tasks with the 5S
implementation. 4
Section 2 Waste Identification Map: Identification of the 9 wastes associated with
production of products and services. A detailed map of each major work area is
developed describing the major types of wastes in each area. These wastes are
the improvement opportunities that exist prior to 7
5S...

The overall wastes is calculated for all the work areas and identified on the 9
Waste Radar Chart

Section 3 5S Action sheet: Establishing baseline key performance metrics in terms of

key deliverables, photographs, and current conditions of the before 5S
implementation phase. Deliverable includes the 5S action 11
sheet.

Red Tag Strategy: The utilization of Red Tags to visually identify items which
are not needed or used infrequently..
14
Section 5 Visual Color Sheets: Utilization of colors to identify specific work actions,
inventory locations, access areas within the work environment. Initialization
begins with development of Visual Color 17
Sheets.
Section 6 Visual Sign Sheets: Utilization of signs to identify machine, equipment, tooling,
inventory, safety, hazard and work center locations. Sample Sign 20
Sheets.

Section 7 Standard Cleaning Work Sheet: A cleaning matrix identifying the work area
responsibilities, supplies, and schedules for cleaning. .. 23

Section 8 Cleaning To Do List: A action list identifying specific cleaning tasks for each
work area identified on the Standard Cleaning Work Sheet.. 27
Section 9 5S Status Report: A report identifying implementation effectiveness of each 5S
steps applied. A variable metric ranging from 0-5 is established for each step
implemented.. 30

Section 10 Waste Identification Map: Identification of the 9 wastes associated with

production of products and services. A detailed map of each major work area is
developed describing the major types of wastes in each area. These wastes are
the improvement opportunities that exist prior to 5S
33
9 Wastes Radar Chart: After the completion of 5S, the results of the waste reduction
is recorded, charted and compared to the initial 9 Waste Radar Chart.
 Section 2
Waste Identification Map
 Waste Identification
Manager or Team Leader (Section A) Map
Area or Process Name Person Preparing This Sheet
(Section B) (Section C)

Over production Delays Transportation Process Inventory Motion Defective Product Untapped Mis-used

Resources Resources
Defective
 9 Waste Radar Chart
% of Waste Before 5S

% of Waste After 5S

Transportation

Process Overproduction
100
90
80
70
60
50
40
30 Untapped
20 Resources
10
0
Delays

Inventory

Mis-used Motion
Resources
DefectiveProduct
 The Nine Wastes

Overproduction Delays Transportation Inventory Motion Processes Defective Untapped Mis- Used
Products Resources Resources

Before After Before After Before After Before After Before After Before After Before After Before After Before After

100

90

80

70
of

60
Percentage
%of Waste

50

40
Waste

30

20

10

0
 Waste Identification Map
Purpose Used to create a visual picture of a work area to assess waste in work place
organization, office/cell layout and crewing. Shows the type of each waste in
section/division of the organization. Also utilized to indicate equipment type,
size, and distances within each work area.

When To Use The Waste Identification Map should be used after the 5S To Do plan is
completed. A map should be developed for each department or focus area
of the 5S program. Do not attempt to develop a single Map for an entire
organization, it will become too busy to be effective.

Who Should Use It The Waste Identification Map can be used by anyone involved in continuous
process improvement.

Expected Benefits The Waste Identification Map will provide information about work waste in
each department, work sequence, equipment layout and distances. The
Waste Identification Map not only provides actual waste, but also provides a
visual layout of the interrelationship of the waste.
How To Use It 1. Referring to the 5S To Do Plan, identify each respective area 5S will
be implemented. Develop a Waste Identification Map for each area or
department and complete sections A, B, C, with the necessary
information. Note you may have multiple Maps for the entire 5S
implementation program.

2. For each work department, fill in the equipment, access areas,

storage areas, inventory locations etc. on the Map. It is best to draw
these to scale.

3. Next identify the processes for each area on the Map.

4. Next, list the products and services at each applicable workstation.

5. Next, identify the product/service flow through the respective

processes & work stations.

6. Establish time trials for each major activity and when completed
document the time for each major activity within the department.

7. Document the type of waste and time associated with each waste at
each activity, process, equipment, inventory, storage, and office
location.

8. For each type of waste identified, complete the waste matrix section on
the bottom of the 9 Waste Radar Chart in the before column. Note:
The y-axis list % of waste, use whatever metric makes sense i.e.
time, $, labor hours, productivity etc. Remember that your goal is
to reduce these wastes as a result of the 5S Program.

Chart the % waste value for each type of waste on the Radar Chart.
Connect each of the values on the radar chart. This is extremely important,
this is your baseline metric and will be used to determine the magnitude of
your improvements.
Next Step You are now ready to move to the next step, the Action Sheet.
Visual Management
Introduction
While doing gemba
Problems arise
Non-conformance
Accumulated materials/wip
Long cycle times
Long set up times
5s-related
Quality issues
Machine down-time
Etc.
Approaches to Problems

Making problems visible

We cannot manage process if problems
are not detected
Spotlight the problems
The purpose of jidohka
Example in service
Hotel guests complaining/requesting
products/services
Make this visible -> improvement
Visible to all managers and employees
Approaches to Problems
Making problems visible
Information from gemba may not be delivered
to higher level management
Visibility will help alleviate this problem
Line stopage!
A clear example of visual management
My visit to a plant in Jawa Tengah
No line stopage
Ohno: Line with no stopage
Perfect (impossible)
Extremely bad
Approaches to Problems

Visual management and 5 Ms

Manpower
Morale good?
# of suggestions
Active participations
Absenteeism
Skill level who needs training
Worker doing the job correctly? Standards
shown?
Approaches to Problems

Visual management and 5 Ms

Machines
Working properly?
Jidohka and poka-yoke installed?
Maintenance how, when, etc.
Transparent cover may help
Approaches to Problems

Visual management and 5 Ms

Materials
Flow smoothly?
Producing more than planned?
Minimum inventory?
Kanban used?
Color coded tags
Signal lamps and audio signs to indicate
abnormalities
Approaches to Problems

Visual management and 5 Ms

Methods
Correct and standard methods
How do workers know?
Check sheet
Sequence of work
Quality
Cycle time
Safety item
What to do when abnormalities occur
Approaches to Problems

Visual management and 5 Ms

Measurements
How do you know process runs smoothly?
Gauges with clear marks
Reach the target?
Approaches to Problems

Visual management and 5 Ss

Seiri (discarding unnecessary things)
Seiton (things needed are put in order)
Seiso (thorough cleaning of equipment
and the area)
Seiketsu (keeping oneself clean and
working on the three items above daily)
Shitsuke (self discipline)
Approaches to Problems

Posting standards
To remind worker on the correct work
method
To enable manager check if the method
is followed
Standards if abnormalities occur
Approaches to Problems
Posting standards
Example:
Cycle time
Production targets vs. actual
QCD
Quality (rejects, trends, improvement targets)
Cost
Kosu (e.g., man-hour/unit produced)
Delivery
Downtime
OEE
# suggestions submitted
QC activities
Approaches to Problems

Setting targets
Clarify targets for improvement
Show target vs. actual
Placed next to a machine (workplace)
Plot on a graph
Plot improvement target for each period (as
well as actual achieved)
Often this method motivates workers
Terima Kasih