carl lefever, principal consultant at improve & grow...1 today’s speaker carl lefever,...
TRANSCRIPT
1
Today’s Speaker
Carl Lefever, Principal Consultant at Improve & Grow
• Certified Lean Six Sigma Master Black Belt
• Personally completed 100+ projects
• Mentored 50+ project managers
• Practical, hands-on approach
2
Learning Objectives
• Review Lean Enterprise and how 5S and Visual Management are
used to establish Lean Workplace Organization
• Learn about the 7 deadly process wastes and how 5S & Visual
Management tools are used to eliminate them
• Learn about the 5 phases of 5S – Sort, Set in Order, Shine,
Standardize, Sustain – and how to implement them
• Learn the core concepts of Visual Management and how visual
controls are used for pull production and error proofing
• Learn how the kaizen approach is utilized to achieve workplace
organization and review several application case studies
3
Lean Enterprise Overview
4
What is Lean Enterprise?
•Lean is a systematic approach to solving daily problems by reducing
or eliminating process waste (non-value-added activities)
•Non-value-added activities are best described as those tasks that add
cost or time to a process without adding value to the customer. Such
activities make up 70-95% of the average workday.
•Examples include reworking defective product, incomplete
information, waiting for materials, excessive motion, unnecessary
inventory, etc.
•Lean is a philosophy whose core goal is continuously minimizing
waste to maximize flow (it is an iterative activity)
5
Lean Enterprise Approach* to Continual Improvement
1. Precisely specify the value of a specific process
2. Identify the value stream for each process
3. Allow value to flow without interruptions
4. Let the customer pull value from the process
5. Continuously pursue perfection
* Womack, J.P, and D.T. Jones, 1996, Lean Thinking, Simon & Schuster
6
Defining Value from Customer Perspective
Defining Value for Manufacturing
• Value is defined as tasks that contribute to producing the
customer desired attributes in purchased products
Value Added for Non-Manufacturing
• Value is defined as the tasks that contribute to complete,
accurate and timely delivery of customer requested services
• Timely Proposals
• Accurate Invoices
• On-time Development
7
7 Enemies of Value
Value
Customer
Correction & Repair
Waiting
Wasted Motion
Overproduction
Unnecessary Conveyance
Non-Value Added Processing
Idle Inventory
8
Lean Improvement Concepts & Tools
Key Concept Related Approaches / Tools
Define Value & Identify
Process Wastes
• Value Stream Maps
• Spaghetti Diagrams
Improve workplace
organization &
communication
• 5S
• Visual Workplace
Eliminate defects &
reduce process variation
• Kaizen Events
• Root Cause Analysis
• Standard Work
• Mistake Proofing
Create pull production &
continuous flow
• Kanban
• Work Cells
9
Lean Workplace Organization
10
Lean Workplace Organization
• Re-organizing the workplace to eliminate waste
• Utilizes 5S approach to structure & facilitate change
• Uses Visual Management to control & manage process
• Benefits of Lean Workplace Organization
• More efficient work, less wasted motion
• Improved workflow and communication
• Safer work conditions
• More enjoyable work environment
11
5S / Workplace Organization
A systematic method to
organize, order, clean,
and standardize a
workplace - and to keep
it that way.
Before 5S – Clutter & Chaos After 5S – Everything In It’s Place
• Pride in a clean workplace
• Avoid hassle of searching for things
• Reduce defect rate by detecting
problems earlier
• Easier equipment inspection
improves preventive maintenance
• More usable space
• Eliminate accidents and injuries
12
Visual Workplace Management
Key Concepts:
• Convey Key Info
• Prevent Errors
• Alert of Error Conditions
• Manage Stock Levels
• Guide Material Placement
• Control Production
Benefits:
• Keeps focus on key metrics/goals
• Makes work standards visual
• Makes waste visible
• Promotes communication
• Facilitates workflow
13
Who Has Seen 5S Benefits?
• Improved levels of quality communication / info sharing
• Reduced training cycle for new employees (55%)
• Lower safety incident rates (70%)
• Cut in flow distance (80%)
• Reduced stored parts inventory and rack storage (68%)
• Increase in throughput (15%)
• Improved morale (82%)
• Cut in machine changeover time (62%)
• Cut in physical inventory time (50%)
14
Workplace Organization Case Studies
• Chemicals company achieved a 50% reduction in new
production development cycle time using a 5S event to
kick start their improvement
• Customer Service Team held a 5S event resulting in
eliminating over 20 skids of unnecessary
material/equipment and re-organizing area into work cells
for significant workflow improvements
• Large Format printing factory improved workflow and
reduced shipping error through a series of 5S events
15
5S as a Structure for Workplace Organization
A systematic method to
organize, order, clean,
and standardize a
workplace - and to
keep it that way.
1. Sort – Organization
2. Set – Orderliness
3. Shine – Cleanliness
4. Standardize – Procedures
5. Sustain – Discipline
• A work environment that is self-
explaining, self-ordering, self-
regulating and self-improving…
• Where what is supposed to
happen does happen, on time,
every time, day or night...
• No Wandering/ Searching
• No Waiting/ Delays
• No Secrets
• No Obstacles/ Detours
• No Extras
• No Injuries
• No Waste/ Red Ink
16
First Pillar: SORT!
Remove all items from
the workplace that are
not needed for current
operations
“ When in Doubt, Move It Out ! ”
17
Benefits of SORT
Reduced problems in work flow
Improved communications
Increased product quality
Enhanced productivity
More efficient workplace
What happens without SORT?
Quality defects
Extra inventory-related costs
More space is needed to store supplies
Additional equipment is necessary to transport supplies
The larger the amount of material, the harder it is to sort out
the needed materials from the unneeded materials !
18
Chemical New Product QC Lab – Before Sort Phase
Chemical containers, MSDS binders,
other technical workbooks stored on
bench tops and other work surfaces
General clutter around desks evident
Overgrown plants detract from the
ability to bring organization
Obsolete equipment cluttering area.
Broken FAX machine, need upgrade
19
Chemical New Product QC Lab – After Sort Phase
20
Steps to Implement Sort Phase of 5S
Implement a “Red Tag” Strategy
• Identifying potentially unneeded items in the factory
• Evaluating their usefulness
• Dealing with them appropriately
1. Launch the red-tag project
2. Identify the red-tag targets
3. Set red-tag criteria
4. Make red tags
5. Attach red tags
6. Evaluate red-tagged items
7. Document the results of red-tagging
Red Tags Ask:
• Is this item needed?
• If it is needed, is it needed
in this quantity?
• If it is needed, does it need
to be located here?
21
The best way to carry out red-tagging
is to do the whole target area quickly,
if possible, in one to two days.
Large Format Printing Shop – Red Tagging Phase
22
The Second Pillar: Set In Order!
Arrange needed items so that they are easy to use
Label items so that they are easy to find and put away
Determine how many of each item will be stored in each location
Make it easy for anyone to find, use and return items
“A Place for Everything and Everything in Its Place !”
23
Problems Avoided by Implementing Set In Order
Motion (Searching) Waste: A person issent to get an item but cannot find it
Waste of Human Energy: A frustrated employee gives up on finding a needed template after looking in vain for half an hour
The Waste of Defective Products: The storage locations of two types of parts are switched without telling the operator, so he picked up the wrong part without noticing it and uses it in the product
Waste of Excess Inventory: Desk drawers are crammed full of pencils, markers, and other stationary supplies
Waste of Unsafe Conditions: Boxes of supplies are left along a walkway, causing someone to trip and get injured
24
Tools Kept Close at Hand and Stored in the Order of Use
Example: Implementing Set In Order
25
Steps to Implement Sort Phase of 5S
Implement a Workplace Organization Strategy
• Determine layout and locations based on need
• Implement visual workplace principles
1. Study current layout & identify opportunities
2. Evaluate equipment & determine ideal locations
3. Implement layout and location changes
4. Implement visual workplace standards
26
Wasted Motion vs. Value Added Work
Moving without working
Adding Value
Moving
+
27
Spaghetti Diagram
Spaghetti Diagrams are easy to use tools that can help identify sources of
Wasted Motion in a specific process or area
28
Dept
A
Dept
D
Dept
B
Dept
E
Dept F
Dept G
Dept
C
Process / Dept Layout
Work Cells
• Non-value added travel
• Encourages batch production
• Increases communication gaps
• Hides poor quality
• Increases lead time
• Encourages silo mentality
• Minimized travel
• Enables 1-Piece Flow
• Enable real-time communication
• Makes poor quality immediately visible
• Decreases lead time
• Encourages collaboration
B
C
D
E
F
A G
Work Cell
1 B
C
D
E
F
A G
Work Cell
2
Cellular Manufacturing Layout
29
How to Promote Good Order
PUTTING
IN ORDER SORTING
THINGS
NOT
NEEDED
THINGS
NEEDED
THINGS USED CONSTANTLY
THINGS USED
OCCASIONALLY
SELDOM USED,
BUT STILL NEEDED
NO POTENTIAL USE
POTENTIALLY USEFUL
OR VALUABLE
REQUIRING SPECIAL
DISPOSAL
PLACE AS CLOSE AS
POSSIBLE
PLACE A LITTLE FURTHER
AWAY
ENCLOSE IN SEPARATE,
DESIGNATED SPACE
IMMEDIATE DISPOSAL
CONSIDER WHERE USEFUL
AND MOVE
ARRANGE RESPONSIBLE,
INEXPENSIVE DISPOSAL
30
Visual Workplace
Basic principles:
Conveys exactly what you need, when and where you need it
Gives people control of the workplace
Contributes to total employee involvement
Benefits:
Monitors progress on key plant goals
Makes work standards and norms visual
Make waste visible, instilling urgency
Demonstrates a process of continual improvement
Promotes communication throughout the department and creates pride
Six Core Questions Requiring Visual Answers
The missing answer to even one of the six
core questions creates...
Who??Who?? Where? What?
When?
Where? What?
When?How?How?
How Many?How Many?
Information DeficitInformation Deficit
Missing AnswersMissing Answers
CORPORATE
ENEMY
No. 1
31
Pull Production with Visual Management
• Pull Production is about making what is needed “make to
order” as opposed to what is available “make to stock”
• Kanbans are simple, visual “signals” that are used to
control production to increase flow and reduce inventory
32
Mistake Proofing with Visual Management
Design the process to eliminate, prevent and/or alert of errors
PASSIVE ASSERTIVE AGGRESSIVE ABSOLUTE
• Addresses
• ID Labels
• Directions
• Instructions
• Maps
• Displays
• Shelf Height
• Shelf Width
• Bin Size
• Container Size
• Pallet Size
• Aisle Width
• Detect
• Sensors
• Limit
• Guide Pins
• Templates
• Lights
• Alarms
• Visual Displays
• Production Control
Boards
33
Color Coding
Tool Boards Location Identification
Visual Controls -- Communication device used in the work
environment that tells us at a glance how work should be done
Painting
34
Large Format Print Shop: Before & After Shots
35
The Third Pillar: Shine!
Keep everything in top condition so that when someone needs to use something, it’s ready
Clean to inspect
Inspect to detect
Detect to correct
Correct to prevent
“ Cleaning with Meaning! ”
36
Implementing Shine avoids…
Poor morale & inefficient work
Hiding defective product & equipment
Safety hazards & injuries
• Plant Examples:
• Overlooked defects in dark, messy plants
• Slipping in puddles of oil and water
• Eye injuries from paper shavings
• Insufficient machine check-up maintenance
• Defects resulting from paper dust that gets processed during production/assembly
• Office Examples:
• Equipment does not receive sufficient check-up maintenance and tends to break down frequently (usually just when you need it most)
• Poor customer perception of our capability
37
BEFORE AFTER
38
Implementing Shine
1. Determine Shine Targets
2. Determine Shine Assignments
3. Determine Shine Methods
4. Prepare Tools
5. Start to Shine
6. Ongoing Inspection and Maintenance
39
The Fourth Pillar: Standardize
“If it doesn’t get dirty then it doesn’t need cleaned”
Maintain first 3 pillars:
• SORT
• SET IN ORDER
• SHINE
Prevent setbacks in the
first pillars
Make 5S standards a
daily habit
40
Problems Avoided
• Conditions go back to normal after 5S campaign
• Production areas unorganized and dirty
• Tooling and Materials must be replaced at the end of the day
“Make the first 3S’s a daily habit, to ensure they are maintained to their fullest”
41
Standardize Steps
1. Assign RESPONSIBILITY and ACCOUNTABILITY for each activity of maintaining 5S conditions:
• Keeping Areas Sorted
• Maintain Workplace Organization
• Routine Cleaning & Maintenance
2. INTEGRATE 5S duties into regular work activities to prevent backsliding
• Make them part of the normal workflow
• Incorporate into standard operating procedures
• Set time aside for cleaning & maintenance (5-minute blitz)
42
Assign Responsibility and Accountability
Typical Standardize Responsibilities:
• Build daily, weekly, and monthly 5S activities.
• Build and maintain a training matrix, ensure all plant employees have an
understanding AND appreciation of the importance of 5S.
• Conduct audits and hold people accountable for actions towards 5S.
Acknowledge successes and promote ideas for improvement.
• Complete Preventive measures to reduce contamination resulting in dirty
conditions.
• Meet regularly and continue enthusiasm for 5S.
• Build and maintain reasonable budgets for staffing, materials, and time to
work on 5S initiative support.
5S is supported by everyone, it is a TOTAL TEAM EFFORT
43
Integrate 5S into Regular Work Duties
• Visual 5S
• Make the level of 5S conditions obvious at a glance
• Particularly helpful in areas with a great variety of materials
• 5S Maintenance Department
• Shadow board sign off at start and end of shift
• Clean up after reactive maintenance
• Completion of prevention work orders
• 5S Production
• Complete 5S activities during downtimes
• End of shift sign off
• Support of Autonomous Maintenance
44
The Fifth Pillar: Sustain
“Sustain the Gains!”
Make a habit out of
properly maintaining
correct procedures
Integrate these
procedures into daily
routines
45
The Fifth “S” Sustain
“The rewards for implementing and maintaining the first 4’s must be greater for each individual than the rewards for not implementing them”
Lower Cost
Higher Quality
Higher Customer Satisfaction
Safer and more Ergonomic working conditions
“A productive, high performance working environment”
46
Implementing Sustain
• Get everyone involved.
• Periodic senior management involvement is absolutely required!
• Integrate 5S + 1 principles into daily work requirements.
• Communicate need for 5S + 1, roles of all participants, how it is implemented.
• Be consistent in following 5S + 1 principles in all areas (office/factory).
• Follow through – 5S + 1 takes effort and persistence.
• Link 5S + 1 activities with all other kaizen initiatives.
• Reward and Recognition
“Leadership is the Key – Lead by Example”
47
Role of Leadership in 5S
4Educating leaders & associates about 5S concepts, tools, and techniques
4Creating teams for implementation
4Allowing time for implementation and creating schedules for this work
4Providing resources for 5S implementation, i.e. supplies
4Acknowledging and supporting 5S efforts
4Encouraging creative involvement by all associates, listening to their ideas, and acting on them
4Creating both tangible and intangible rewards for 5S efforts
4Promoting ongoing 5S efforts
When supervisors and managers sustain the first four pillars, they are:
• Improving the quality/efficiency of their own work
• Teaching by example
• Demonstrating the division’s commitment to 5S implementation
48
Management Walks
Regular audits
using audit checklist
Recognition and Feedback
49
Kaizen Workshop
Approach to
Implementing 5S
50
Benefits to Kaizen Approach for 5S
Kaizen Events are used to make focused and rapid
changes in a process, typically < 1 week
• Involves subject matter experts from all involved areas
• Helps to identify non-value added & sources of waste
• Facilitates development of common vision for workplace
organization
• Results in dramatic improvements within one week +
action plan to institutionalize changes within 90-day
period
• Led by an experienced, hands-on facilitator
51
5S Workshop Outline
• Pre-Workshop
• Work with executive sponsor to develop project charter for event & identify participants
• Make arrangements for training & event logistics such as supplies, red tag areas, work schedules, etc.
• Day 1
• Train Team on 5S Concepts
• Conduct Sort / Red Tagging Blitz
• Conduct layout & work studies (spaghetti diagram)
• Day 2
• Develop future state layout & work area organization plans
• Implement new layout & organization plans (as far as possible)
• Conduct shine activities
• Day 3
• Implement visual management controls
• Develop standards & operating procedures
• Develop sustain tools – checklists, Visual Board, etc.
• Develop action plan for remaining items
• Post-Workshop
• Implement remaining action plans & continue ongoing activities
• Monitor and track progress & replicate in other areas
52
5S Workshop Pre-Work: Workshop Logistics
Workshop Materials
Flip Charts
Whiteboard Paper
Markers
Post-It Notes
Etc.
Communications
Workshop Invitations (sponsor)
Workshop Details (facilitator)
Other Considerations
Food & Beverages
Travel Arrangements
Workshop Location Setup
Private Conference Room
Ample Floor & Wall Space
Comfortable Arrangements
53
Customer Service 5S
Workshop Case Study
54
Problem Statement
Current layout of the Client Services department (which includes Imaged
Programming, Scheduling, and Project Coordination) is cluttered with
obsolete equipment, work spaces and traffic patterns - creating an
inefficient workflow and non-productive work environment. Baseline
measurement of 44, based on team average results from first "5S Audit
Checklist“.
Project Objective
To physically and electronically improve the Image Programming, Project
Coordinator, and Scheduling work flow through utilization of 5S tools.
Track major issues identified with the audit and the results of the
improvements. Help improve cycle time for both order entry &
programming. Goal is to achieve and maintain between 121 to 140 Audit
level, after completion of 5S event.
Customer Service 5S Workshop Charter
55
Pre Workshop 5S AuditAs referenced in the charter, the project
team conducted an audit of the area,
using a pre-defined checklist. The
baseline 5S Audit score was 44 out of a
possible 140.
Specific areas noted included:
•Extra tables, cabinets and other unneeded
items hanging in common & personal areas
•Forms bins overstocked/under used
•Aisles often have items in the path; aisle
widths are not consistent
•Lots of clutter around workstations,
unorganized BB, extra chair, water bottles,
extra/unused printer
•Many supply cabinets/drawers, most
locations not labeled
•Dirt and markings on many desks
(especially sides of desks), carpets,
partitions; walls need painted
•Mail trays on floor blocking cubicle entry.
•Standards undefined/unclear
56
Before Pictures
57
Before Pictures
58
Before Area Map & Motion Metrics
Layout is best described as a “maze” – Several employees logged over 2 miles in one day
Most frequented areas are the copiers, which are located on one end of the department
Jeff
Getz
Ka
rl
Hen
ry
John
Winfree
Jim
McV
ey
Vincent
Bertino
John
Bittner
Debbie
Kirkwood
Jessica
Brady
Kia
Ap
ga
r
Kelly
Ca
ba
llero
Vicky
Prouse
Ja
nis B
ass
(Pro
ofrea
der)
Rose
Furlong
An
n
Nea
lon
Pricilla
Lucas
Bill
Geary Jr.
Open
Scheduling
T H
E S
C H
E D
U L
I N G
B O
A R
D
Jennifer
Wolfgang
Paulette
Preuhs
Kevin
Meyer
PO
LE
Chris
Demasi
OP
EN
PO
LE
Chris
Traum
Gayle
Lawlor
Beth
Larsen
Ken
Bernard
Sal
Cusano
Mary Anne
Cortez
Joe
Wurman
OPENThomas
Hess
Ron
Hunsberger
Na
ncy
Ho
ffner
Kirb
y
AllenOPEN
Mark
Strenger
Tom
Schaeffer
EX
IT T
O T
HE
PR
ES
SE
S
Dave
Geiger
PO
LE
Mark
Comden
Sherman
Grewal
Bob
Karpel
Dean
Dunlap
Dennis
Luff
Nancy
Misner
OP
EN
PO
LE
Ela
ine
Kra
mer
Peg
Perry
OPEN
Ray
Gill
Dianna
Ashton
Joe
Lavery
OPEN
Joe
Walker
La
rge
Co
pier
MAC /
Fonts
Rick
Censky
Jeff
StanlawShelly
Laing
Brian
Senlick
Robert
Chestnutt
Jeff
Merced
Files
FilesFiles
Files
FilesFile
s
FilesFile
sFiles
Files
Files
Files
Files Files
Files
File
s
File
s
File
s
File
s
File
s
File
s
File
s
File
s
File
s
File
s
File
s
File
s
File
s
File
s
File
s
File
s
File
s
File
s
Files
Files
Files
Files
Files
Files
Files
FilesFiles
File
s
File
s
File
s
File
s
Shelves
Files
Prin
ter
12
Prin
ter
13
Prin
ter
10
Printer
LJ4200
File
s
File
s
File
s
Files
Water
Cooler
Files
Files
Files
Small
Copier
Printer
5SIMX
Su
pp
lies
FilesPlotter
Light
Table
Light
Table
Files
Shelves
FilesFiles
Color
Laser 1357
Color
Laser 1228
Co
lor
Co
pier
File
s
File
s
Plo
tter
15
8
Cop
ier Roo
m
12
2
Prin
ter 10 - S
mall C
op
ier - 5S
I Prin
ter
22
P
rint S
pecia
lists
31
Sm
all P
rinter
53
P
ress Ro
om
9
11
80
S
ched
ule B
oa
rd
13
L
igh
t Tab
le - 128
Co
lor P
rinter
4
49
B
ath
Ro
om
s
Ro
om
s
7
Data
Pro
cessing
3
MA
C's
Ro
om
s
59
5S Workshop Action Item List
• The team identified a total of 103 action items throughout the event
• 25 items were completed during the event
• 28 items were in progress at the event conclusion
• 44 items identified to be completed after the new layout is in place
• 6 items were ruled out of scope due to cost or feasibility
Rec Dept Area Status Category Project Name Type Lead Resources Problem statement
1 CS Copier Room A Sort Client Services 5S 1 Rose Rick Organize and Remove Unnecessary Items
2 CS Hallway C Sort Client Services 5S 1 Rose Rick Organize and Remove Unnecessary Items
3 CS Storage Room across for ladies
room
C Sort Client Services 5S 1 Rose Rick Organize and Remove Unnecessary Items
4 CS 5S Team Offices C Sort Client Services 5S 1 Jeff Organize and Remove Unnecessary Items
5 CS Print Specialist Area C Sort Client Services 5S 1 Rick Organize and Remove Unnecessary Items
6 CS Client Service C Sort Client Services 5S 1 Rose Disposition Log Owner
7 CS Client Service C Sort Client Services 5S 1 Vince Jeff Center Aisle - Print
8 CS Client Service, PC, and
Programmers and MAC's
C Sort Client Services 5S 1 Max Ray Other Office Desk
9 CS Client Service A Set Client Services 5S 1 Rick Max Send note to Sales: ref. Samples change
10 CS Client Service C Sort Client Services 5S 1 Rick Get Rid of Flat File Cabinets
11 CS Admin A Set Client Services 5S 1 Ron Vince Pegs Area
12 IT Client Service X Set Client Services 5S 3 Ron Rose CS Files - Electronic
13 IT Programming X Set Client Services 5S 3 Programming Files - Electronic
14 CS MAC X Set Client Services 5S 1 MAC Area
15 SCH Scheduling X Set Client Services 5S 3 Scheduling Files - Electronic
16 CS Client Services A Set Client Services 5S 1 Samples - Save 2 in job bag & Save 5 in central
sampler
17 CS Client Services X Set Client Services 5S 3 Electronic Form
18 CS Client Services X Set Client Services 5S 1 Create Short Cut to forms
19 CS Client Services X Set Client Services 5S 1 Send Memo 1800 Google411 instead of phone
books
20 CS Client Services A Set Client Services 5S 1 Rick Tom M. PPU on all Desktop
21 CS Client Services A Set Client Services 5S 1 Rose Plan to archive folder & better storage area
22 CS Client Services C Set Client Services 5S 1 Rose Create Location - Pull System for Archiving
23 CS Client Services C Set Client Services 5S 1 Rose Use Color Coding to help determine when to
archive or dump files
24 CS Client Services C Set Client Services 5S 1 Rick Alter Cleaning Service Area
25 CS Client Services X Set Client Services 5S 1 Stop Doing Cut on roll ups
26 CS Client Services X Set Client Services 5S 1 Use lotus notes for room schedule
27 CS Client Services X Set Client Services 5S 1 Printer Queue Monitor on all computer
28 CS Client Services NO Set Client Services 5S 1 Save trips to the carriers/Printers by
29 CS Client Services X Set Client Services 5S 1 Improve Lighting - High Hats/Natural Bulbs
30 CS Client Services X Set Client Services 5S 1 Isolated Panels on Back Wall
31 CS Client Services X Set Client Services 5S 1 Improve Climate Control
32 CS Client Services X Set Client Services 5S 1 Remove/Replace metal awning
33 CS Client Services X Shine Client Services 5S 1 Clean Air Ducts
34 CS Client Services X Set Client Services 5S 1 Test filter at water fountain
35 CS Client Services X Set Client Services 5S 1 Better ventilation in Ladies Room
36 CS Client Services X Set Client Services 5S 1 Expend Men's room
37 CS Client Services X Set Client Services 5S 1 Back up Power Supply
38 CS Client Services X Set Client Services 5S 1 Monitor Temp. with some type of PC/USB
interface that can auto
39 CS Client Services X Set Client Services 5S 1 Cover cinderblock CS/PC to automatic
40 CS Client Services C Set Client Services 5S 1 Ray Standardize Workspace
41 CS Client Services A Set Client Services 5S 1 Mac's need In/out box
42 CS Client Services C Set Client Services 5S 1 Ray Peg Ensure name plates are visible & In/Out
43 CS Client Services C Set Client Services 5S 1 Ray Peg New Trash and recycle cans & Large Recycle
Bins
44 CS Client Services A Set Client Services 5S 1 Ray Stan Need to locate (4) Drawer
45 CS Client Services C Set Client Services 5S 1 Uniform Workplace standard.
46 CS Client Services X Sort Client Services 5S 1 Standardize Workspace
47 CS Client Services X Set Client Services 5S 1 Match up file cabinet colors
48 CS Client Services X Sort Client Services 5S 1 Standardize equipment in each cube
49 CS Client Services X Shine Client Services 5S 1 Cover Cords with tubing
50 CS Client Services X Shine Client Services 5S 1 Improve wiring, cord, Management Safety issue
51 CS Client Services X Shine Client Services 5S 1 Hooks for coats, laptop ab
52 CS Client Services A Shine Client Services 5S 1 Rick Paint Hallway
53 CS Client Services A Set Client Services 5S 1 Ron Synchronize Clocks
54 CS Client Services A Set Client Services 5S 1 Rick Move CS Dot board
55 CS Client Services X Set Client Services 5S 1 Ron Empty job binder, storage area with hole punch
56 CS Client Services X Set Client Services 5S 1 Ron Mount new display board
57 CS Client Services X Set Client Services 5S 1 Ron Replace corkboard by Ron's Office
58 CS Client Services A Set Client Services 5S 1 Max Vince Replace artwork on walls
59 CS Client Services A Set Client Services 5S 1 Kelly Create central Dump Can (Mail Box)
60 CS Client Services A Set Client Services 5S 1 Max Vince Inspirational Displays on walls
61 CS Client Services A Set Client Services 5S 1 Peg Kelly Standardize Large recycling cans
62 CS Client Services A Set Client Services 5S 1 Kelly Storage Container for light Table items
63 CS Client Services A Set Client Services 5S 1 Rick Equipment other copier with network capabilities
64 CS Client Services A Set Client Services 5S 1 Kelly Water cooler rack system
65 CS Client Services X Set Client Services 5S 1 Floor plants near poles
66 CS Client Services NO Set Client Services 5S 1 Replace Corkboard Display with Digital TV (70
inch)
67 CS Client Services NO Set Client Services 5S 1 Replace scheduling board with plasma TV
68 CS Client Services A Set Client Services 5S 1 Vince Ron Min/Max for copier area.
69 CS Client Services C Set Client Services 5S 1 Ray Centralized Water Cooler
70 CS Client Services C Set Client Services 5S 1 Kelly One area for mail supplies
60
5S Workshop Results• SORT
• Cleared out 10 pallets of furniture & equipment – reduces space
• Eliminated need for 2 fax machines – reduces spaces & telecom costs
• Began process of sorting individual offices & workstations – reduces clutter & space
• SET IN ORDER
• Created central area for samples & shipping – creates more room in workspaces
• Distributed copiers and printers – reduces walk and wait time
• Labeled cabinets, shelves, drawers and work areas – improves identification & reduces searching
• Began process of centralizing supplies & establishing inventory levels – reduces inventory
• Designed new layout – standardized workspaces & improves workflow
• SHINE
• Cleared department walls of unnecessary postings / pictures -- reduces clutter
• Painted department and office walls – improves aesthetics
• STANDARDIZE & SUSTAIN
• Created visual standards for workstations – quick, daily maintenance routine
• Created standards for archiving – reduces space & sample production costs
• Developed plan for add’l 5S blitzes – encourages employee involvement & continual improvement
61
5S Workshop Before & After Photos
Unnecessary equipment, less than ideal work spaces Minimized equipment, more open work space
Cabinet full of stored materials and paperworkNeeded items fit on one shelf!
62
5S Workshop Before & After Photos
Sample archives spread out in multiple areas of dept Central sample area & archive cart established
Cluttered workspace, water cooler & supplies in bad spot Organized workstation, cooler moved to central location
63
5S Workshop Before & After Photos
Supplies kept in coat rack area, outside of department Central area created, will be labeled with min/max levels
Unnecessary equipment & supplies in walk aisle Removed unnecessary equip, centralized water cooler
64
5S Workshop Layout Changes
Layout creates organized “pods”, grouped by function, with standardized workspaces that
allow necessary equipment while providing ample space for aisles and a new conference area
65
PROGRAMMER’S WORKSTATION EQUIPMENT STANDARDS
o Desk Calendar
o Phone
o Computer/Monitor
o Mouse Pad & Keypad
o Flat Screen Monitor
o Shelf w/Light
o 2 Drawer Cabinet
o Black Trash Can
o Blue Recycle Can
o 2 Hole Punch
o Calculator & Steel Ruler
o Stapler, Scissors, & Tape Dispenser
o Floor Protector – Chair
o Desk Chair
o Safety Blade (box Cutter)
o Cut Pad
o Loupe
o PMS Book
**** NOTE: Archive material for 6 months. (1 month at DESK and 5 months in archive)
END OF DAY – DESK SHOULD
LOOK VERY CLOSE TO THESE
PICTURES
Example of Standards Established during STANDARDIZE phase
66
5S Workshop Implementation Metrics
MetricMeasured
ByOwner Frequency
Reported Where
Red Yellow Green
Action Item Progress
% completeRick C., Ron H.
Bi-weeklyReport to Site Leadership
Complete within 30 days or more of
plan
Complete within 15
days of plan
Complete within plan
5S Status Audit ScoreRick C., Ron H.
Weekly
Visual Display Board, Dept Meetings
<85 86 - 120 <120
5S Sustainability
Audit Completion
Yes/NoMax C. Monthly
Report to Site Leadership
> 1 missed audit
1 missed audit
Audits on schedule
67
Commitment/follow-through at all levels
Leadership sets expectations and promotes thru
recognition
Visual controls readily apparent
Don’t just clean up, establish standards. Go the
whole way !
Establish a daily routine of cleaning, inspection and
improvement for associates
Keep it simple !
Keys to Success With 5S