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 ,VisualWorkplaceservesasthekeysustaining forceintheseinitiatives,becauseitensures thatleanimprovementsremainclearlyvisible ,readilyunderstood, ,5 Sisamethod,whilecreatingavisualworkplace isthegoal. Avisualworkplaceisaworkenvironmentthatis self-ordering,self-explaining,self-regul atingandself-improving wherewhatissupposedtohappen doeshappen,ontime,everytime, because ofvisualsolutions.

2 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., localredtagarea redtagged andstoredinalocalredtagareaforaspecificp eriodoftime, ,itemsarethenmovedtoone ofthecompany ,thecompanydisposesofthemthroughresale,d onation,recycling, is the fundamentalred thatend,a teammayask the followingquestions: Whatisthis? Whendidyoulastuseit? Isitcriticaloruniqueforthedepartment?

3 Ifitsinventory,isthistheminimalamountnee dedtokeepupwiththeproductionschedule?Ino rder to implementS1-Sort, thereareactionsteps thatneed tobe taken inorder toguaranteesuccess. Selecta5 Sapplicationareaandtake before pictures. Reviewsortingcriteria recommendedcriteriaarefrequencyofuse,cri ticality,andquantityneededforproduction. 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.

4 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. Define clean Getcleaningsupplies ,photocells, Take before pictures arecordofyourcurrentstateoftengeneratest hemotivationtokeepthingsclean. Cleantheworkarea sharetheworkloadamongthegroup. Eliminatesmallimperfectionsthroughcleani ngandinspectingactivity.

5 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)___Cleaningtaskscompleted___"After"pi cturestaken___Observationssharedamongtea mmembersaboutinspectionactivityTips 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.

6 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. Employvisualorauditorysignalsthatalertop eratorstoabnormalconditions. :Focusisongraphicallyorphysicallyreprese ntingqualitystandards. Qualitystandardsshouldbevisuallydesigned andproperlydisplayed. Postexamplesofacceptableandunacceptableo utputsinacommonarea. :Focusisoneffectiveidentificationofprodu ctionandMROmaterials,storeroomorganizati on, : Linesideinventories(inventorytype,max/mi nquantity,location,etc.)

7 Storerooms(shelf,rackandbinlabels,restoc kingindicators,barcoding,etc.). (optional) ( , maintenance ,safety)toconsiderproposedch angesProgressCheck___Insightsgaineddurin gS1andS2sharedamongteammembers___Improve mentopportunitieslisted,discussed,andpri oritized__Wastereductionideas( ,excessmotion,materialhandling,etc.)__Er rorreductionideas( ,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. SETINORDERI mplementationPhaseS3 sImplementationPhaseincludesestablishing featuresintheworkplacethatmakeitcleartha tthere ,supplies, tosuccessfully implementS3, therearecommonactions thatneed tobeperformed.

8 Useanaddresssystemtoidentifyplantlocatio ns,storageareas,andshelflocations. Labeltools,fixtures,jigs,etc.,foreasycro ss-identificationwithstoragelocationmark ings. Wherepossible, (seeaboveimage).Thesteps inS3 SetInOrder:ImplementationPhase include: Take before ,suchasskilledtrades,plantmaintenance,en gineering,quality,etc. Setlocationsbycreatingaddressesandapplyi nglabels,markings, Take after , before ,marking, after ,marking, "Before"picturestaken___PlantMarkingstan dardsdetermined(seefacility, maintenance , oroperationsmanager)___5 Steamclearonplan( ,goals/tasks/assignmentsonaflipchart)___ Reorganizationtaskscompleted( ,equipmentmoved,inventoryrelocated)___Se tInOrder/PlantMarkingandIdentificationsu ppliescollected___MarkingandIdentificati ontaskscompleted,forexample:__Floorborde rsforwalkways,workways,andstoragelocatio ns__Worksurfaceborders__Equipmentandtool slabeled__Inventoryandfinishedgoodslocat ionsmarkedand/orcolorcoded__Tanks,pipes, valves,motors,electricalpanelslabeledort agged___"After"picturestakenTips Considerengagingpeopleoutside thework ,electricians,andspecialistsinsanitation ,safety,quality,productionscheduling,and accountinginordertotaptheirideasandresou rces.

9 Rememberthatmechanics,electricians, STANDARDIZED uringthisphaseofimplementation, sasneededattheendofeveryshiftSeeRotation 5 Restockmaterialsfromoverflowareawhenspac epermitsKevin6 Movefullpalletstodesignatedareasawayfrom shippingdockTeamRotationScheduleSweeping GarbageRemovalDayShiftNightShiftDayShift NightShiftMondayDiegoLuisRudyNorbertTues dayLandoNorbertKevinLuisWednesdayEdwinCu rtisRickCurtisThursdayRickLuisDiegoNorbe rtFridayRonNorbertLandoLuisInordertostan dardize, ,flowcharts,checklists, , , , for implementingS4 Standardize include: ,checklists,jobaids,diagramsandthelike. ,getthepersoninvolvedtoassurecompliancew ithISOrequirements. Makesureallstakeholdersareawareofthenews tandard ,checklists,andothermechanismsestablishe dtomaintainaworkenvironmentthatisvisuall yinstructive,hasminimalwasteandhumanerro r,andisclean,uncluttered, ,jobaids, ,forexample:__Workplacediagrams__Flowcha rts__Procedures__Workinstructions__Jobai ds__Miscellaneousvisualaids___Informatio nand/ortrainingprovidedtostakeholderstoa ssureunderstandingTips ,visualaids,etc.

10 Tapyourcompany' IfyourcompanyisanISOcompany, facilitymarkingprogram(standardsformarki ngs,colorcoding,etc.) , :TechSupport -GoodHopeFacility Date:_____ / , , , , , , edworkareaasamodelforemulation, ,displays, , ,thelikelihoodisthatworkplaceorganizatio nwillnotjuststagnate, ,keepeveryonecontinuallylookingforwaysto improvetheirwork for implementingS5-Sustain Audittoensurethatprocessesestablisheddur ingS4 Standardizationcontinuetobemaintained. Usethephase1workareaasamodelforotherarea stomatch,andhavetheoriginal5 Steamsharetheirinsightsandexperienceswit hemployeesinotherworkareas. Usenewsletters,displaysandothercommunica tiontoolstopublicizesuccessesandrewardst rongeffortswithrecognition. ,expand&refine5 SresultsAworkplacethatautomaticallyresto resorder,reglatesactivity, (newsletters,displays,awards) ,withresponsibilitiesandtargetdatesident ified___Sustainactionsimplemented,forexa mple:__5 Steamsbenchmarkwitheachotherandshareidea s__5 Steamspresentprojectedresultswithintheco mpanyandtoothers__5 Steamresultspublishedincompanycommunicat ions__5 Steamsvisitothercompaniestogetnewideas__ Companyleadersconduct5 Sauditstoseeaccomplishmentsandopportunit ies__Miscellaneousvisualaids___Ideasgene ratedforcontinuouslyimprovingthecompany' s5 SapproachTips 'soperatingdiscipline.