  It is a factory that is;

  Self Explaining
  Self Ordering
  Self Regulating
  Self Improving

http://forums.vwvortex.com

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http://forums.vwvortex.com

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  They are the foundation for an effective Lean
Manufacturing System

“The 5S’s are the foundation – or workplace “pillars” – upon

which we establish flow production, visual control, standard
operations, and other JIT building blocks.”
Hiroyuk Hirano

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  What are the Benefits to me?

  They improve Workplace Safety

  They improve Job Satisfaction
  They remove Obstacles and Frustrations
  They improve Communication flow

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  What are the benefits to the company?
•  Reduced changeover time = improved
productivity
•  Reduced defects = improved quality
•  Reduced waste = reduced cost
•  Reduced delays = improved delivery
•  Reduced injuries = improved safety
•  Reduced breakdowns = improved flow
•  Reduced complaints = improved morale

...…Company Growth

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  Separate the necessary from the necessary and
get rid of what you don’t need.

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 SORT

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  Typical Activities include
  Throw out the things you don’t need.
  Deal with the cause of dirt and leaks
  Housecleaning.
  Treat defects and breakage
  Inspect covers and troughs to prevent leakage and
scatter.
  Clean the grounds.
  Organize the warehouse/store.
  Eliminate grime and burrs.
  Eliminate oil pans.

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  Everything in its place and a place for
everything!
  Establish a neat layout so you can always get
just as much of what you need when you need
it.

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  Typical Activities include
  Everything has a clearly designated place
  Thirty second storage and retrieval
  Filing standards
  Zoning and placement marks
  Eliminate lids and locks.
  FIFO (First In First Out)
  Straight lines and right angles.
  Functional placement of times.

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Good!

www.leaninnovations.ca

Not so good!

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  Is a daily activity, clean as you go.
  Keep everything clean.
  Inside / Outside / On top / Below
  Focus on mess prevention instead of mess
cleanup.
  Look for ways to contain messes.
  Use vacuums not hoses for cleanup
  Cleaning as a form of inspection.

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  Typical Activities include
  Individual responsibility
  Make cleaning and inspection easier
  Sparkling clean campaigns
  Everybody is a janitor
  Perform cleaning inspections and correct minor
problems.
  Clean even the places most people do not notice.

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  Develop process that define the “best method”
for things to be done.
  Use agreed upon visual standards.
  Document changes and share with others

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  Typical Activities include
  Okay marks
  Danger zones
  Color coding
  Warning colors
  Fire extinguisher signs
  Mistake proofing
  Wire/cord/hose management

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  Sustain or discipline is a process of repetition
and practice.
  Keeps the first 4S’s from losing ground.
  Paves the way for other kaizen efforts.

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  Typical Activities include
  One minute 5S
  Pick-up practice
  Practice dealing with emergencies
  Individual responsibility and accountability
  5S manuals
  Communication and feedback
  Seeing is believing

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  SEPARATE THE   SORT ITEMS
NECESSARY FROM ACCORDING TO
THE UN-NECESSARY   NOT NEEDED NOW
  NOT NEEDED IN 15
MINUTES
  NOT NEEDED IN 1 HOUR
  NOT NEEDED THIS
MORNING
  NOT NEEDED THIS SHIFT
  NOT NEEDED TODAY (24
HOURS)

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  RED TAG   YELLOW
  DO NOT TAG
NEED
  NOT SURE
  REMOVE
FROM AREA YET
  AUCTION   DATE IT TO
  THROW DETERMIN
AWAY E USE

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  WHAT DO I   RED TAG ITEMS
DO WITH IT   RETURN TO STORE
AFTER I   AUCTION AREA
HAVE   SCRAP BIN
  REPAIR AREA
TAGGED IT?
  ZONE RETRIEVAL AREA

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  YELLOW / GREEN (MUST HAVE A HOME)
  STORE BASED ON FREQUENCY OF USE
  STORE BASED ON SEQUENCE USED
  REDUCE NUMBER OF TOOLS / FIXTURES
NEEDED
  CARTS MOVABLE ITEMS NEED FLOOR
LOCATIONS IDENTIFIED
  USE COLOR CODING TO DISTINGUISH
OWNERSHIP
  STORE FOR RETRIEVAL CONVIENCE

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WHEN SETTING UP STORAGE KEEP THESE IN MIND

  ONE STEP RULE

  KEEP ITEMS AS CLOSE AS POSSIBLE TO REDUCE WALK / MOVEMENT
  45 DEGREE RULE
  MINIMIZE TWISTING
  IF MORE THAN A FEW POUNDS PUT OUTSIDE OF REACH TO ALLOW FOR
ERGONOMIC ADJUSTMENT PRIOR TO LIFT
  STRIKE ZONE
  STORE ABOVE THE KNEE
  BELOW THE CHEST
  HIGHER THE POUNDS – CLOSER TO KNUCKLES
  LOCATE HEAVY ITEMS TO ELIMINIATE LIFTING MOVEMENTS.
(REDUCE BENDING, STOOPING, UN-NECESSARY ARM MOVEMENTS)

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  Each area needs to develop checklists to
evaluate the effectiveness of your 5’s activity.
  Checklists need to identify
  Identify the Who, What, Where, When
  Use visual standards where items are critical.

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5’s Levels of Excellence

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  Develop Autonomous Maintenance Checklists
for Equipment
  Look at Daily Needs
  Weekly Needs
  Yearly Needs
  Assign Responsibility
  Plan for a Daily 5’s Sweep
  3 MINUTES where everyone participates.
  This includes everyone from the top to bottom of the
organization.
  It occurs regardless of where you are at that moment!

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  Look for ways to improve
  Reward areas for their efforts
  Management walkthroughs of areas
  Have areas evaluate their level of excellence
  Look for customer impressions / feedback at
post in the area.

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  MANAGEMENT
  Provide time for 5’s improvement activities
  3 Minute Daily Clean
  Walk through the area once per week with a focus on
5’s
  Recognize Behaviors
  Practice pick-up behaviors
  Encourage new methods by sharing your ideas!

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  ZONE LEADERS
  Do self evaluation as a baseline
  Organize Red Tag Events
  Develop area checklists
  Develop cleaning checklist and responsibilities
  Develop autonomous maintenance schedules

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  LEAN FOCAL
  Provide training to Zone Leaders and other
employees as needed.
  Provide the needed tools to the Zone Leaders
  Red Tag Forms
  Evaluation Sheet
  Samples of Checklists
  Provide 5’s Visibility on Plan and Activities
  Help Where Needed

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  The 5S’s Five Keys to a Total Quality Environment,
Takashi Osada, Asian Productivity Organization 1991
  5 Pillars of the Visual Workplace, Hiroyuki Hirano,
Productivity Press 1995
  Seminar, “Visual Factory Management”, Saddle Island
Institute
  Seminar, “5’s Workshop Leaders Guide”. The Boeing
Company
  www.magnatag.com

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