5s and safety - acid loop - work place imporvements... · 3 roadmap## master!plan!for! 5s...

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5S – for workplace improvement

Outline n  Understanding 5S n  Benefits of adop<ng 5S n  How to adopt 5S at our company n  Check lists and audits n  Preparing a master plan n  Safety

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What is 5S n  A systema<zed approach to organized workplace, keeping rules and standards, and maintaining the discipline needed for an excellent opera<on

n  5S is a methodology developed by the Japanese for achieving a visual, safe, pleasant, and produc<ve workplace

n  Each “S” represents a Japanese word that describes the basic but very important aspects of this universal approach – the five pillars

n  These 5 pillars “carry” the improvement ac<vi<es forward

What is 5S? 1S-SEIRI 2S-SEITON

3S-SEISO 4S-SEIKETSU

5S-SHITSHUKE

Sorting out

Self Discipline

A place for everything and every thing in its place

Standardized Cleanliness

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Roadmap

Master plan for 5S 1S: Elimina4ng Unnecessary Items 2S: Fixing Storage Places

3S: Consolida4ng Cleaning Procedures 4S: Maintaining A Spotless Workplace 5S: Visual Control in the Workplace

Understanding 5S, management commitment, 5S Pilot Area Selec4on

Objec<ves of 5S

VISUAL WORKPLACE

SAFE WORKPLACE

PRODUCTIVE WORKPLACE

STANDARDIZED WORKPLACE

A PLEASANT WORKPLACE

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Pleasant workplace?

What appears to be the problem?

“Normal” behaviour People leave trash People tolerate it No one stops to pick it up

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“Normal” behaviour People leave trash Some do not tolerate it , pick it up

Desirable behaviour People do not leave trash People do not tolerate it Everyone picks it up

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Common workplace issues

Unorganized workplace

Dirty / Unsafe areas

Crowded work areas

A general factory

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The approach (overview) n  Step by step! n  Overview of the plant

¨ In large or medium companies – select pilot area ¨ Focus on the critical areas ¨ Take photos (Before and After album)

n  Create in house team – few motivated persons n  Define areas and responsible persons n  Run specific campaigns and monitor results n  Show case success, motivate the remaining persons

Key 1: Seiri (Sor<ng out)

Dis<nguishing between what is needed and what is not needed

Eliminate what is not needed

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Movie clip

But how to do Seiri?

Use Throw

When in doubt – throw it out!

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n Differen<ate the necessary and the unnecessary ¨  Mark the unnecessary items with a “red tag”

n  Ask 4 ques<ons ¨  Is this item needed for our current work/produc<on ? ¨  In what quan<ty ? (we do not need too many)

¨ Where should it be located ? (if seldom used, move to warehouse) ¨  Is this item func<oning properly and safe ? (if not, replace)

n Dispose of the unnecessary ¨  Use a “red tag holding area” for items you are unsure of or can not dispose of

immediately

1S: Sort – steps to follow

Red Tag Technique n  Using a red tag to determine what is s<ll needed and

what is not, e.g. red tag anything that is not needed for the next 3 to 6 months

n  Communicate this informa<on to everyone who will be involved in the exercise

n  Set-‐up a temporary Red Tag Holding Area n  Aaach Red Tags to all unneeded items. n  Remove all items and store in the holding area. n  Sort thru unneeded items and dispose of them (those

that are truly unneeded) n  Con<nue Red Tagging Regularly

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Red Tag Technique

Red Tag Technique 1.  STARTING POINT

PARTICIPANTS: Manufacturing/Materials/Management

PERIOD: 1 – 2 months

OBJECTIVE: Ensure workers never hide unnecessary items

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Red Tag Technique 2.  DISTINGUISHING RED TAG ITEMS

STOCK: Raw Materials/Parts/Products

FACILITIES: Machines/Equipment/Jigs and Tools/ Molds/Carts/Desks

SPACES: Floor/Shelves/Storage

Red Tag Technique 3.  FIXING RED TAG STANDARDS

Clarify standards for unnecessary items:

e.g.: “No Tag” for items to be used within the next month; “Tag On” for items not to be used within the next month.

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Red Tag Technique 4.  DESIGN OF RED TAGS

•  A4 or A5 Size Red Paper

•  Include name of item, quan4ty, reasons, etc.

Red Tag Technique 5.  ATTACHING RED TAGS

•  Don’t let people directly concerned a^ach them.

•  Listen to no excuses.

•  Be strict about it.

•  A^ach tags to any doub_ul item.

•  The number of tags indicate checking efficiency and not failure.

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Red Tag Technique 6.  DEALING WITH RED TAG ITEMS AND EVALUATION

STOCK: List unnecessary stock by dividing them as dead stock and sleeping stock.

EQUIPMENT: Move or reject any items which hinder the implementa4on of 5S ac4vi4es.

Red Tag (Sort) Checkpoints n  STOCK: Raw Materials, Parts, Work-‐In-‐Progress,

Component Parts, Finished Products.

n  FACILITIES: Machines, Equipment, Jigs, Tools, Cuhng Tools, Molds, Fihngs, Carts,

Pallets, Liis, Working Tables, Vehicles, Desks, Chairs.

n  LOCATIONS: Floors, Shelves, Rooms. n  DOCUMENTS: No<ces, Circulars, Minutes, Office

Reports, Drais, Quota<ons, Memos, Numerical Data.

n  MACHINES: Copy Machines, Personal Computers, Printers, Fax Machines, Shredders.

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Deciding the Standards for Red Tags

•  “It’s wasteful to throw things away!”

•  “It was so much trouble for me to make these things!”

•  “We might possibly use these later!”

•  “Shouldn’t workers place the red tags?” NO!

Red Tag (Sort) Checkpoints •  PERSON RESPONSIBLE:

Raw Materials, Parts, Work-‐In-‐Progress, Component Parts, Finished Products.

•  ATTACHMENT PERIODS: 1 to 2 Days, as necessary.

•  ATTITUDE: -‐  Workers will believe everything is necessary! -‐  Look at situa<on with a very cri<cal ahtude -‐  Be a Red Tag advocate!

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Sort Stra<fica<on Table Degree of Need

Frequency of Use Storage Method

LOW

• have not been used in the past year • have only been used once in the last 6-

12 months

• throw them out! • Store at a distance

AVERAGE

• have only used once in the last 2-6 months

• used more than once a month

• store in a central location

HIGH

• used once a week • used everyday • used hourly

• store near the workplace

Date:Machine :

1

2

3

4

5

6

7

8

9

10

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12 13

14

15

16

17

18

19

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4. Stores3. Scrap Yard/ Dust BinMETHODS OF DISPOSAL

1. Red Tag Area 2. Useful for others

Area :

REMARK

Hi-Tech Gears Ltd. Master List - 1S

S.NO ITEMS METHOD OF DISPOSALUNNECESSARY ()NECESSARY ()

Operator Name:

DISTINGUISH BETWEEN WHAT IS AND IS NOT NEEDED

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Quan<fying benefits of 1S

n  Weight of material removed n  Occupied area recovered n  Blocked money recovered etc. These should be captured out both at zone level as well as company level

Quan4fy the benefits gain out of 1S ac4vi4es in terms of

The factory aier 1S

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Key 2: Seiton (Systema<c Arrangement)

"A Place For Everything and Everything In Its Place"

But how does it help?

MR.DOUBT

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2S – Seiton Count these stars Now count these stars

What is Seiton? n  It is an ac<on to put every necessary items in good order n  A ra<onal, orderly and methodical arrangement of all items we use, re-‐work, store

n  Done with the objec<ve of minimising search <me

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What is Seiton? n  It is an ac<on to put every necessary items in good order n  A ra<onal, orderly and methodical arrangement of all items we use, re-‐work, store

n  Done with the objec<ve of minimising search <me

2S helps make work … n  Search free n  Count free n  Air free n  Climb free n  Bend free And helps achieve n  First In First Out n  Safety à avoid accidents, mix-‐up …

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2S helps make work … n  Search free

How to do Seiton? n  Use ra<onal layout of machines, equipment and cabinets n  Place frequently use items at point of use

Frequency of use

Hourly, daily, weekly

Weekly, monthly

Quarterly

Storage place

Close to machine

In work place, but away from machine

In store area

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How to do Seiton? n  Use rational layout of machines, equipment and cabinets n  Place frequently use items at point of use n  Pre-fix a place for everything and place everything in its

place with pre-determined quantity n  Use labels and colour codes to identify items n  Use index for files, records and drawings n  Plan storage to retrieve with ease n  Separate mixed up items in cabinets and organise them

to be self explanatory through identification aids n  Establish visual controls for checking missing items

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4 signs of good Signs 2S 1.  LOCATION : Outline, Arrows, Separators 2.  IDENTITY : Descrip<on -‐ “What is it?” 3.  QUANTITY : How many should be here 4.  INSTRUCTION : What do you want me to do

Examples of Visual Controls n  Transparent windows n  Colour coding n  Labels n  Posi<on markers n  OK marks n  Transparent space markers n  What is where chart n  Who is where chart n  Inspec<on labels n  How much of what (chart) n  Warning lights

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Bolts

4 Pallets

1000x4

1 - PROVIDE LOCATION

2 - PROVIDE IDENTIFICATION / NAME BOARD

3 - PROVIDE INSTRUCTIONS

4 Pallets

1000x4

Bolts Delivery Time: 9.00 AM

Daily

Seiton workplace example

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25


A good example (?)

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What is needed, in reach, ready for use

Everything has a dedicated Home

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Example – improvement in parts storage

Before After

Example – 2S at work palce These tools are stored where they are needed

Lines on floor indicate location

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Example – spare part storage

ID card indicates •  photo of part •  part name •  maximum number •  minimum number •  order point •  part price

Before 2S After 2S

Note how many parts are unnecessary

Example – arranging lubrica<on materials Before After

Arrange items for easy access, and minimal search time

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The factory aier 2S

Key 3: Seiso (Cleanliness)

“Cleaning Is Inspection"

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What does it mean? n  Keeping everything swept and clean n  Understanding how to prevent things from gehng dirty and ensuring best condi<ons

n  Done with the objec<ve of inspec<ng for problems and taking quick correc<ve ac<on

How to do 3S? n  Elimina<ng all forms of dirt n  Finding ways to keep the workplace clean n  Adop<ng cleaning as a form of inspec<on n  Making cleaning part of everyday work

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The Shine concept

•  Clean to Inspect •  Inspect to Detect •  Detect to Correct •  Correct to Perfect

Three phrases of Shine

n  Daily Shine: Making things clean ¨  Sweep, mop, and wipe floors, walkways, and shelves ¨  Scrub away grit and dirt that has become caked onto oily

equipment surfaces

n  Shine Inspections: Using your senses ¨  Pay close attention not only to the main section of each machine

but also to its moving parts and drive chain ¨  Check for proper amounts of oil, air, ventilation, etc.

n  Shine Maintenance: Making improvements ¨  If the operator is able to quickly fix or improve the slight defect, this

should be considered part of the operator’s Shine Inspection duties ¨  If the operator finds it difficult to fix or improve the defect quickly, he

should seek help

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3S example

A clean work area promotes safety

Before After

The factory aier 3S

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Key 4: Seiketsu (Standardize)

• Check • Standardize • Maintain • Monitor • Improve

What? •  Rules of Placement of Materials •  Work Procedure •  Set up Procedure •  Tool Change Procedure •  Daily, Weekly and Monthly PM •  Displays •  FML, Control Charts

What does Standardise mean?

n  Maintain and monitor the first three keys n  Standardized Clean-‐up, the 4th Key, differs from Sort, Store, and Shine ¨  because it refers not to an ac<vity but to a standardized state or condi<on at

a certain point in <me ¨  Specifically, we may define it as “the state that exists when the first 3 keys

are properly maintained n  Standardizing achieves a state of cleanliness which allows you to immediately tell the difference between normality and abnormality

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How to proceed? n  Develop a standard opera<ng procedure for all ac<vi<es n  Implement 5W1H

¨ Who is responsible for the task? ¨ What equipment, tools, or materials are necessary? ¨ Where will the ac<vity take place? ¨ How will the ac<vity be implemented? ¨ Why is the ac<vity necessary? ¨ When will the ac<vity be done?

Examples of work standard

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The factory aier 4S

Key 5: Shitshuke (Self-‐Discipline)

Monitor and Follow Daily Work Management

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What does it mean? n  A condi<on where all employees prac<ce the 4S spontaneously and willingly as a way of life (culture)

How to proceed? n  Conduct periodic audits / site patrols n  Provide training n  Give recogni<on and incen<ves n  Always measure the benefits of 5S

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The factory aier 5S

Check lists and audits

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Check lists and audits

(for 1S maximum 1 week and for the 2S maximum 1~2 months). All zonal teams should abide with this master plan

1S~2S Master Plan S. No

Activities

Responsibility

First Month Second Month

1 Division of factory premises into various zones using location map / layout

2 Formation of Zonal Team with Zone Leader

3 1S ~ 2S Awareness Program

4 Preparation of Master Plan

5 Go to LOCATIONS

6 Asses items available in the location

7 Decision on Requirement and actions

8 Step – 1 Audit

10 Allocation of space for items

11 Marking of the space with label

12 Keeping items in respective location

13 Arrive at simple Visual Arrangements to know Quantity.

14 Step – 2 Audit Plan Plan and Actual

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1S~2S Zone Mapping 1.  Divide the whole plant into maximum 9 Zones including office area..

P4

Zone - 1Mould shop

Zone - 2Tool Room and Die

Maintenance

Zone - 5LPDC shop

Zone - 6GDC shop

Zone - 3Receipt Store

Zone - 4Maintenance and Utility

Zone - 7Office

Zone - 7Office

Zone - 8Machine Shop

Zone - 9Road and Premises

Mr.2

Mr. Mould Shop1

Mr.4

Mr. 3

Zone MembersZone LeaderZone DescriptionZone No.1S ~ 2S Zone Details

Mr.2

Mr. Mould Shop1

Mr.4

Mr. 3


Mr.2

Mr. Mould Shop1

Mr.4

Mr. 3


Mr.2

Mr. Mould Shop1

Mr.4

Mr. 3


1S~2S Activity Flow S. No

Phase Activities Time Result

1 Preparation 1 Division of factory premises into various zones using location map / layout

1 Day Clarity to understand What, where, when, which, who and how 2 Formation of Zonal Team with Zone Leader 1 Day

3 Preparation of Master Plan 3 Day

2 1S Activity Implementation

1 Go to LOCATIONS Max 6 Days

1) Lot of Unwanted Material moved out 2) More Space created 3) Clarity in the surroundings 4) Recovery of money

2 Asses items available in the location

3 Decision on Requirement and action Max 30 days A) Required B) Not Required C) Not able to

take decision

3a.1 Classify Runner, Repeater & Stranger items and arrive at systems for only required items

3b.1 Check with others for need

3b.2 Needed by others à Handover

3b.3 Not Needed by others à Move to scrap yard

3c.1 Move the Material to Red Tag area

3c.2 Take Decision with Z’Leader/other Z’Leaders

3c.3 Required by others à Handover

3c.4 Not Required à Move to scrap yard

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Safety – basic aspects

Why?

n Objec<ves & Benefits ¨ Reduce workplace injuries and illnesses ¨ Minimise risk to employees and others ¨ Improve business performance ¨ Compliance with legisla<on ¨ Improve working condi<ons for workers ¨ Improve staff morale

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Unsafe Act on the part of persons 88 %

Unsafe mechanical / Physical condi4on

10 %

Natural calami4es 2 %

98 % OF THE ACCIDENTS CAN BE PREVENTED.

Preventable Accidents, if not prevented due to our negligence, it is nothing short of a murder.

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Social environ

Fault of person

Unsafe condi4on

Accident Injury

Heinrich‘s theory is also called the “Domino Theory” If one is removed the injury does not occur

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Unsafe Act

A devia<on from accepted norm or correct procedure or prac<ce, which has a poten<al to cause accident.

An unsafe act may be an act of commission (doing something which is unsafe)

or

an act of omission (failing to do something that should have been done).

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Any physical condi<on which deviates from accepted norm or prac<ce and has the poten<al to cause accident

Unsafe Condi4on

*Any physical state which results in reduc4on in the degree of safety normally present. *It should be noted that accidents are invariably preceded by Unsafe Acts and/or Unsafe Condi4ons .

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Opera<onal Control n  Equipment Controls

¨ Equipment and Process Design ¨ Workplace & Equipment layout ¨ Equipment & Facili<es Maintenance ¨ Safety Equipment

n Machine Safeguards n  Alarm / warning systems n  Ven<la<on n  Personal protec<on equipment

Opera<onal Control Guards

Interlocked

Self-Adjusting

Adjustable

Fixed

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Opera<onal Control Devices

Pullback Gate

Restraint

Two-Hand Control

Opera<onal Control n  Personal Protec<ve Equipment

¨ Hard hats, caps & hair nets ¨ Safety boots & foot guards ¨ Face shields ¨ Safety goggles & glasses ¨ Hearing protec<on ¨ Protec<ve gloves ¨ Protec<ve jackets & vests ¨ Respirators

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Personal Protection Equipment is used by each employee to protect himself against dangers during work.

Personal Protection Equipment

Good example

Bad examples

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Dealing with chemicals used in metal finishing industry

Hygenic issues Food must be stored in a manner, that they cannot get in contact with chemicals.

Bad Examples Bad Examples

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Thank you for your aaen<on!

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Reference material – for 1S and 2S

Before After

Shop/Office:

1S Improvement Sheet Zone:

Location/Machine: Date: Name:

Problem/Present Status: Countermeasure:

Benefit:

Take photograph of the locations from a position clearly capturing the occupied area and situation. (Before)

Take photograph of the locations from the same position clearly capturing the new look of the area and situation (After)

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2S Improvement Sheet Zone:

Location/Machine:

Before After

Problem/Present Status: Countermeasure:

Benefit:

Date: Name:

Shop/Office:

5S Photo Display ( Fixed Point Photo ) Before After

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1S~2S Ac<vity Flow S. No

Phase Activities Time Result

1 2S Activity Implementation

1 Allocation of space for items 2 Months 1 Good house keeping 2 Clarity of Function 3 Strain on operator/ users removed. 4 Various systems and procedures in place to keep 1S in place 5 Retrieval time is less then 30 seconds 6 Inventory is reduced

2 Marking of the space with label

3 Keeping items in respective location

4 Arrive at simple Visual Arrangements to know Quantity.

5 Triggering various systems like

Layout Change

2 Bin systems

Kanban Min. Max.

FIFO

1S~2S Team Forma<on

1.  Form Teams to carry out 1S~2S for each zone. The senior most (Designation/post) employee of the respective zone should be leader of his zone with 7~8 employees as member.

1S ~ 2S Zone Details Zone No. Zone Description Zone Leader Zone Members

1 Mould Shop Mr.

2 Mr.

3 Mr.

4 Mr.

5s and safety - acid loop - work place imporvements... · 3 roadmap## master!plan!for! 5s...

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