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Module Objectives
Sort, Set, and Shine a work area
Describe how to Standardize and Sustain the 5S process Suggest visual displays and controls for your work area

5-S Overview
Sort
Set Shine

Standardize
Sustain

Whats in it for me?

Pleasant work environment Standardize the work Safe workplace

Benefits to the Organization

Lower costs

Improved safety
Higher quality Improved moral

Easier to manage exceptions

Broader involvement Faster response

Foundation for improvement

Credibility with customers, suppliers and workers
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What is 5S and Visual Factory?

Methods that enable people to quickly recognize standards and deviations
Visual Control Visual Display

5-S

5S Foundation
Visual Control Visual Display

5-S

5-S is!
Sort Set

Shine
Standardize Sustain

Sort
Removes clutter. Exposes hidden issues, and keeps the workplace equipped with material that is really needed to do the job. Every item in the work area is examined
Examine the work area Determine what is needed Remove unneeded items

Sort
(Continued)

Process Unneeded Items

Discard unneeded items
Red Tag - interested parties need to agree on final disposition Move to a Central Holding Area

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Tag All Equipment

Red Tag = Not being used actively move to impound area for scrap rationalization. Include on tag: Where item came from. How many items are available. Who needs to be involved in the rationalization When the item was tagged. Yellow Tag = Move to a central location for presentation when required. Mark on the card the date and location the item came from and where it goes. Green Tag = Temporary tag designates equipment remains in the area. Mark location and date on card.
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Sort
(Continued)

Red Tag Items

Process quickly (within a week) Involve all interested parties Remove tag when decision reached Discard or move to a Central Holding Area

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Select An Impound Area for Scrap Consideration

Identify a "keeper" for the impound area Define a process to place items into the impound area Determine a procedure to scrap, sell, or return unneeded items
Red Tag items - require input from other people before the final "keep, move, or dispose" rationalization can be complete. Process quickly - within a week.

Define a process to remove something from the impound area.

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Select A Central Storage Area

Organize items to easily find, retrieve, use and return to their home location.

Attach a permanent identification tag to movable items designating:

Where located when not in use

Where located when in use

Display a color-coded map for quick location of items

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Set
"A place for everything and everything in its best place."
Having all items set in place directs more time to processing and satisfying the customer rather than search and retrieval In others words it reduces nonvalue added time.

Arrange items
Find easily and quickly See what and how many Retrieve and return

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Set
(continued)

Organize all items so there function and location becomes intuitive

Organize items to easily find, retrieve, use and return to their home location Color code equipment and location for intuitive retrieval and usage Determine how location of equipment, material and aisles will be marked

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Set
(continued)

Set what belongs there

How many belong there? Whether something is missing?

Design a permanent identification tag and attach one to each movable item that remains in the area.
Where located when not in use.

Where located when in use.

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Shine
Expose hidden issues such as broken or worn tools / machines, excess inventory, missing tools or supplies, building foundation defects. Clean your workplace Remove dust, dirt, and debris Paint if necessary Expose health, safety, maintenance issues people and equipment Cleaning is a form of inspection

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Standardize
To facilitate the spreading of "workplace organization and visual factory" to all areas. Cleaning is inspecting for Total Productive Maintenance. Spread throughout the workplace Build into regular work processes
Cleaning schedules 5S assignments

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Standardize
(continued)

Create a plan to keep the area clean. Establish standard cleaning schedules using frequent, short amounts of time for everyone, every shift. Establish cleanliness standards.
Employee developed standards that define what an area looks like when it is clean Vs dirty.

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Standardize
(continued)

Develop and post a reaction plan for any discovered abnormality, during production or cleaning. Who is to be contacted first. Who needs to be communicated to on the abnormality.

Can the abnormality be corrected immediately?

How will the correction be communicated when completed.

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Sustain
The 5S process is internalized, used and enforced by everyone.
Make cleaning an intuitive way to maintain the elimination of waste.

Monitor and enforce - by everyone Self-discipline

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Continue 5S Throughout the Facility

Determine Area Plan for implementation using the "Boundary Sample" and developed standards as the guide Determine schedule for Plan Give area employees the overview of 5S and Visual Factory Review the Boundary Sample with implementers Review standards for effectiveness
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Visual Factory Overview

Visual factory uses visual displays to communicate and visual controls to enforce compliance

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Visual Factory
Visual Displays
Lines and colors

Shapes and sizes

Pictures, signs, icons, labels, silhouettes

Lights, audible tones

Visual Controls
Interfere and enforce behavior

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Visual Displays and Controls

Displays communications and enforces behavior Communicates with little or no words to both employees and management.. Determine standard for lines and colors. Determine standards if shapes are to be use as communication. Determine standards for Employee information displays.
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Cross Reference Color to Equipment

By Style?
By Part? By Family? By point of use?

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Determine Lighting and Audible Standards

Andon

Autonomation
Workstation lighting Signals

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Documentation
Include:
Standardized Work Combination Table

5S Standards and Maintenance sheets

Reaction Plan Part and Quality information

Safety information

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Example: Signaling
Zone
STATION 1 STATION 2 STATION 3

STATION 4

STATION 5

STATION 6

Station
Green = No problems Yellow = Warning, need assistance Red = Critical, line stopped

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Colored Coded Bins for Stock

Designate a family of parts
Designate a tube diameter Designate a product type e.g. "Bake and Broil"

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Determine "Autonomation" Standards

Machines audibly notify if action is incorrect

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Initiate
Develop Boundary Sample
Select a location of one operation to be used as the Boundary Sample for all of the workplace organization.

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Example: Work Station Boundary

Develop a delivery address system
Support Pull

Develop ideal Job Board

Examples of postings: Std. Work Combination tables Key work elements and customer info Sustain assignments

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Example: Work Station Boundary

(continued)

Determine what should be and not be in an ideal work station e.g. :

Electrical outlet
Personal factor Coats, purse, lunch bags, etc.

Determine how floor marks achieved

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Management 5's CheckSheet Theme: Process Item 1. Are only necessary items on the work surface? 2. Is the current status of work visible? 3. Are 5S responsibilities assigned to each team member? 4. Does support equipment have a location? 5. Does the location address follow the standard address system? 6. Are inventories maintained using min./max and FIFO? 7. Is the equipment and machine; clean? 8. Are the contents of cabinets identified? 9. Is in process work identified as to status, and who is doing the work? 10. Are machines reviewed, and their condition documented? Judge Abnormality Dept/Area______ Kaizen

Sets new standard OK, or good condition Needs Improvement No Good

Comment-What sets it apart from std. No comment necessary Comment in Kaizen column What is wrong, and how to improve

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Application Assignment

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Summary
5S and Visual Factory are two foundational strategies of lean manufacturing. They make rapid identification of abnormalities and rapid response possible. They are key to the implementation of standardized work. They improve safety, moral, and quality. 5S and Visual Factory are the first big steps toward reducing costs in our operations.

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Tools

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Management 5's CheckSheet Theme: Process Item 1. Are only necessary items on the work surface? 2. Is the current status of work visible? 3. Are 5S responsibilities assigned to each team member? 4. Does support equipment have a location? 5. Does the location address follow the standard address system? 6. Are inventories maintained using min./max and FIFO? 7. Is the equipment and machine; clean? 8. Are the contents of cabinets identified? 9. Is in process work identified as to status, and who is doing the work? 10. Are machines reviewed, and their condition documented? Judge Abnormality Dept/Area______ Kaizen

Sets new standard OK, or good condition Needs Improvement No Good

Comment-What sets it apart from std. No comment necessary Comment in Kaizen column What is wrong, and how to improve

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Red Tag

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Develop an Address System to Facilitate Location and "Pull"

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Standardization Worksheet Questions to Ask

Is the material flow obvious?

Is the material presentation obvious?

Raw materials Current job running Next job to be run

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Questions (contd)
Component parts? Current job running? Next job to be run? Are all designated material storage areas marked for Min./Max?

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Questions (contd)
Are floor Markings adequate and to standards? Is the layout obvious? Are the boundaries of the operation to area obvious? Is the location for all moveable equipment obvious?
In the work area? In central storage area? Is equipment tagged for working and central storage location?
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Questions (contd)
Is there:
An obvious location for operator's personal gear?
Area designate for scrap?

Area designated for donnage?

Area designated for container storage? Empties for current job?

Empties for the next job?

Full containers?
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Other Important Questions

Is changeover equipment in place and clearly marked?
Is there an area for external changeover designated and marked? Are all necessary tools and equipment clearly marked and storage designated?

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Are Housekeeping Expectations Obvious?

Is there a posting of required duties? Is there a check sheet for completed requirements? Are related housekeeping tools and materials in obvious areas?

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Is There an Area Employee Information Board Displayed?

Standardized Work sheet displayed?

Quality Info Displayed?

ISO info Xbar & R charts Communications? Safety information

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How Do They Know if it is a Good Part?

Boundary sample area designated? Checking fixture or tools located near the job? Check sheets posted noting periodic checks?

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Exercise
Why 5S?

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Exercise:
Set and Shine...

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Exercise:
Standardize and Sustain...

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Displays and Controls

Displays - communicate

Controls - enforce

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Example: Monitoring
1 2 3 4 5 6

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Example : Andon System

Andon Board
PROCESS 1 PROCESS 2 PROCESS 3

PROCESS 4

PROCESS 5

PROCESS 6

Plant Floor
Process 1

PROCESS 7

PROCESS 8

Spare

Spare

Spare

Spare

Board should be visible from both sides Procedure The operator calls his supervisor by depressing the yellow button. The Andon illuminates yellow at the desired station and a chime sounds. The supervisor responds quickly to the process to decide what action should be taken. He will either disengage the yellow button or depress the red button. The Andon board will reflect the status of the process at this point. Red means the line is down and green means the line is running.

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Example: Andon Board for Assembly

Line Name

1 1

2 2

3 3

4 4

5 5

6 6

QC

Material
Changeover Conveyance

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