5S /VisualWorkplace Handbook

1 5S/VisualWorkplaceHandbookBuildingthefou ndationforcontinuousimprovementSORTSHINE SETINORDERSTANDARDIZEP roduction Automation: ,5 Sisconsidereda"foundational"leanconcept, , , Reducenon-valueaddingactivity Reducemistakesfromemployeesandsuppliers Reducetimeforemployeeorientationandtrain ing Reducesearchtimeinnavigatingthefacilitya ndlocatingtools,partsandsupplies Reducepartsstoredininventory,andassociat edinventorycarryingcosts Reduceunnecessaryhumanmotionandtransport ationofgoods Improvefloorspaceutilization Improveemployeesafetyandmorale Improveproductquality , ,buttrainingcostsmay, , alsoknownasVisualFactoryorVisualManageme nt isaconceptthatemphasizesputting.

2 VisualWorkplaceservesasthekeysustainingf orceintheseinitiatives,becauseitensurest hatleanimprovementsremainclearlyvisible, readilyunderstood, ,5 Sisamethod,whilecreatingavisualworkplace isthegoal. Avisualworkplaceisaworkenvironmentthatis self-ordering,self-explaining,self-regul atingandself-improving wherewhatissupposedtohappen doeshappen,ontime,everytime, because ofvisualsolutions. From visualworkplace ,VisualThinking , snotuncommonthat50%ormoreofa facility sactivitiesareconsideredwaste!Aprimaryca useofwasteisinformationdeficits ,waiting,retrieving,reworkingorjustplain givingup!Avisualworkplaceeliminatesquest ions,generatingsignificantimprovementsin productivity,quality,customersatisfactio n,safety, :15%increaseinthroughput70%cutinmaterial shandling60%decreaseinfloorspace80%decre aseinflowdistance68%reductioninrackstora ge45%decreaseinnumberofforklifts12%decre aseinengineeringcycletime50%decreaseinan nualphysicalinventorytime96%decreaseinde fectsSource: , QMI\Visual- lean SORTS ortreferstothepracticeofgoingthroughallt hetools,materials,etc.

3 , localredtagarea redtagged andstoredinalocalredtagareaforaspecificp eriodoftime, ,itemsarethenmovedtoone ofthecompany ,thecompanydisposesofthemthroughresale,d onation,recycling, is the fundamentalred thatend,a teammayask the followingquestions: Whatisthis? Whendidyoulastuseit? Isitcriticaloruniqueforthedepartment? Ifitsinventory,isthistheminimalamountnee dedtokeepupwiththeproductionschedule?Ino rder to implementS1-Sort, thereareactionsteps thatneed tobe taken inorder toguaranteesuccess. Selecta5 Sapplicationareaandtake before pictures. Reviewsortingcriteria recommendedcriteriaarefrequencyofuse,cri ticality,andquantityneededforproduction.

4 Createaredtagarea markoffacornerorspacetoidentifyitasthelo calredtagarea. Tag,record,andmoveitemstotheredtagarea keeprecordssothatthecompanycantrackasset s. Take after picturesoftheunclutteredworkareaandredta garea. Itemsnotreclaimedbytheworkgroupwithinase tamountofdaysaremovedtothecompany "before" ,record, "after" , before and after ( )___Sortingcriteriaestablished( ,frequencyofuse;actualquantityneeded-nob uffer)___TimeallocatedforSortingisclearl ydefined( ,onehour)___Localredtagareadesignatedwit hredfloormarkingtapeorcomparableboundary ___Redtagsandredtaglogformavailable___"B efore"picturestaken(remembercameraangles sothatpicturesareconsistent)___Nonessent ialitemsidentifiedandredtagged___Everyno ok,cranny,cabinet,desk,drawer,andcloseti nvestigated___Redtaggeditemsmovedtolocal redtagarea___Redtaglogformupdated___Plan sinplaceforitemstobemovedtocentralredtag areaaftertargetnumberofdays___"After"pic turestakenTips ,whentheredtaggingwilloccur,andsoforth.

5 Removeanythingfromthecoreworkareathat'sn otusedat leastweekly. Eliminatewastebyminimizingthefollowing:- Inventory:rawmaterials,parts,in-processi nventory, :machines,jigs,tools,carts,desks,chairs, dies,vehicles,fixtures, :floorareainthecoreworkarea,storageracks ,totes,bins,shelving,etc. Don'tremoveanythingwithoutthe localworkgroup' ' ,bepersuasivewhenappropriate, SHINETheS2-Shinestepincludesthreeprimary activitieswhichincludegettingtheworkplac eclean,maintainingitsappearance, ,dust,fluids, ,tools,worksurfaces,desks,storageareas,f loors,lighting, ,equipment,floors, ,vibrations,breakages, , ,tools,andequipmentareclean, , ,mistake-proofing, ,haslessunscheduleddowntime, theseactionsteps toguaranteesuccess.

6 Define clean Getcleaningsupplies ,photocells, Take before pictures arecordofyourcurrentstateoftengeneratest hemotivationtokeepthingsclean. Cleantheworkarea sharetheworkloadamongthegroup. Eliminatesmallimperfectionsthroughcleani ngandinspectingactivity. Take after pictures , "clean" "before" "after"picturesProgressCheckAcleanworkpl ace -onethatshines, ,dustpans,rags,degreasers, "clean"inthetargetworkplace___Cleaningsu ppliescollected___Housekeepingstaffconsu ltedaboutcleaningagents___PersonalProtec tiveEquipment( ,gloves,safetyglasses)distributed___Equi pmentshutdownorlockedouttopreventsafetyr isks___Potentialsafetyrisks( ,metalshavings,sharpedges)identifiedbefo recleaning___"Before"picturestaken(remem bercameraanglessothatpicturesareconsiste nt)

7 ___Cleaningtaskscompleted___"After"pictu restaken___Observationssharedamongteamme mbersaboutinspectionactivityTips Identify targetareasforcleaning. ConsiderdoingtheinitialShineprocess Rememberthatanimportantpartofcleaning is ,lookforsourcesofpotentialproblemsandcon tamination. Oncedirt,dust,grimeanddebrishavebeenelim inated, 'llbeamazedbythevisibledifference. Howwillcleanlinessbesustainedwhentheinit ial5 Sprojectiscomplete?Recordkeycleaningpoin tsandrecommendationsasyou' Athoroughcleaningprocessincludestheobvio usequipmentandworksurfaces,butalsoinclud esparts,storageracks,tools,instruments,t ransportationvehicles,desks,chairs,walls ,windows, , SETINORDERP lanningPhaseInS3 SetInOrder, , (production,maintenance,safety,managemen t,etc) :Focusisonorganizingandlabelingfacilitie sandequipment.

8 Makesureutilitypipes,conduits,compressed airhoses,gascylindersandelectricalsystem sareclearlynamedandlabeledtosimplifyline tracing. Operatortoolsshouldbekeptnearthepointofu se,organizedandlabeled. :Focusisonalertingpeopletopotentiallyhaz ardoussituationsandcontrollingactionstop reventanunsafecondition. Providehazardwarningsandsafeworkinstruct ionsatthepointofneed. Makesurethatlocationsforlockout/tagoutde vices,eyewashstations,firstaidstations,a ndsafetyshowers,etc.,areclearlymarked. :Focusisonemployee sabilitytoexecutejobresponsibilitieswith inagivenworkplace. Makecertainthatthelatestversionofworkins tructionsandjobaidsareposted.

9 Employvisualorauditorysignalsthatalertop eratorstoabnormalconditions. :Focusisongraphicallyorphysicallyreprese ntingqualitystandards. Qualitystandardsshouldbevisuallydesigned andproperlydisplayed. Postexamplesofacceptableandunacceptableo utputsinacommonarea. :Focusisoneffectiveidentificationofprodu ctionandMROmaterials,storeroomorganizati on, : Linesideinventories(inventorytype,max/mi nquantity,location,etc.). Storerooms(shelf,rackandbinlabels,restoc kingindicators,barcoding,etc.). (optional) ( ,maintenance,safety)toconsiderproposedch angesProgressCheck___Insightsgaineddurin gS1andS2sharedamongteammembers___Improve mentopportunitieslisted,discussed,andpri oritized__Wastereductionideas( ,excessmotion,materialhandling,etc.)

10 __Errorreductionideas( ,checklists,visualinstructions,orcolorco ding)__Ideasformakingtheworkplacemorevis uallyinstructive__Ideastoovercomechallen gesandproblemsidentifiedbystakeholders__ _Targetbenefitsofproposedchangesclearlyd efined___Futurestateworkplacediagramdraw n___"Before"picturestaken___Approvalfrom stakeholdersobtainedTips Sketch ideasonflipchartorpapertobuildunderstand ingandevaluatethem. Revisit theworkplacetoevaluatetheviabilityofprop osedchanges. Involvestakeholders(immediateworkareaand others)inthinkingthroughchanges. Besensitivetotheconcernsandreservationso fstakeholders;theyknowtheareabest.