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5S – Part 2

Process Improvement

Shine

Keep everything in top condition so that when someone needs to use something, it’s ready

ShineSHINE

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Shine relieves stress and strain SHIN

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Problems Avoided by Implementing Shine

• Poor morale/work efficiency due to filthy work environments

• Overlooked defects in dark, messy factories• Slipping in puddles of oil or water• Injuries from swarf or shavings• Insufficient machine check-up maintenance• Defects resulting from dust and debris that gets

processed during production/assembly

SHINE

Puddles Cause Slipping and Injuries

SHINE

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When we clean an area, it is inevitable that we will also do some inspection of machinery, equipment,

and work conditions

Cleaning Means InspectionSHIN

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Shine Steps

1. Determine Shine Targets– Warehouse– Equipment– Space

2. Determine Shine Assignments– 5S Assignment Map– 5S Schedule

3. Determine Shine Methods– Choose targets and tools– Perform 5 minute Shine– Create standards for Shine

procedures

4. Prepare Tools– Apply Set In Order to

cleaning tools

5. Start to Shine– Sweep floors– Wipe off dust from wall,

windows,– floors– Clean all foreign material

from all– surfaces

SHINE

Step 1: Determine Shine Targets

• Warehouse itemsraw materials, procured subcontracted parts, parts made in-house, assembly components, semi-finished and finished products

• Equipmentmachines, welding tools, cutting tools, conveyance tools, general tools, measuring instruments, wheels and casters, worktables, cabinets, desks, chairs, and spare equipment

• Spacefloors, work areas, walkways, walls, pillars, ceilings, windows, shelves, closets, rooms, and lights

SHINE

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Workplace cleanliness is everyone’s responsibility

Step 2: Determine Shine Assignments

5S Assignment Map shows all of the Shine areas and who is responsible for

cleaning them

5S Scheduleshows in detail who is

responsible for cleaning which areas on which days and

times of the day

SHINE

• Choose targets and tools – what to clean in each area – what supplies/equipment to use

• Perform the Five-Minute Shine – Cleaning should be done daily and shouldn’t require a lot of

time– A lot can be done in 5 minutes of focused cleaning

• Create Standards for Shine procedures – people need to know what procedures to follow in order to

use their time efficiently

Step 3: Determine Shine Methods

SHINE

The Five Minute Shine/ 5S BlitzSHIN

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Step 4: Prepare Tools

Apply Set in Order:

store cleaning tools where they are easy to find, use, and return

SHINE

Step 5: Start to ShineA few suggestions:• Be sure to sweep dirt from floor cracks,

wall corners, and around pillars• Wipe off dust and dirt from wall windows,

and floors• Be thorough about cleaning dirt, scraps,

oil, dust, swarf, sand, paint, and other foreign matters from all surfaces

• Use cleaning agents when sweeping is not enough to remove dirt

SHINE

This turns cleaning into inspection

Ongoing Inspection and Maintenance of Cleanliness

• Once daily cleaning and periodic cleanups become a habit, we can start to incorporate systematic inspection procedures into our Shine procedure

SHINE

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Steps in Cleaning/Inspection1. Determine cleaning/inspection targets

2. Assign cleanliness/inspection jobs

3. Determine cleanliness/inspection methods

4. Implement cleanliness/inspection

5. Correct equipment problems

SHINE

Types of Maintenance

Instant Maintenance

Operators know what level of maintenance work they can handle by themselves immediately

Requested Maintenance

Operator determines that a defect or problem is too difficult to handle alone / immediately and issues a maintenance card

SHINE

Part of a Cleaning Inspection List

Examples- Implementing ShineSHIN

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Target Area:

4. Decide which materials and tools you need and list them below.Task Location Who When Materials and Tools

Needed

R.R. Donnelley and Sons Company: Continuous Improvement

SHINE

Initial Cleaning Plan

3. Decide who will perform the task and when, and list it below.

Directions 1. Identify the target area and enter it above.2. Decide what the task is and where it should happen and list it in the appropriate column below.

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Standardize

Standardize

• Maintain first 3 Pillars:– SORT– SET IN ORDER– SHINE

• Prevent setbacks in the first pillars

• Make 5S standards a daily habit

STANDAR

DIZE

Standardize Activities Prevent

1. The return of old, undesirable conditions

2. Piles of unneeded items around production equipment

3. Disarray of tool storage sites

4. Having to clean up swarf on the floor

5. Hoarding of stationery supplies by office associates

STANDAR

DIZE

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Standardize Steps1. Decide WHO IS RESPONSIBLE for each activity of

maintaining 3S conditions:• 5S Maps• 5S Schedules• 5S Job Cycle Charts

2. INTEGRATE 3S duties into regular work activities to prevent backsliding

• Make them part of the normal workflow

3. CHECK on how well 3S conditions are being maintained

• Workplace Scan Diagnostic• 5S Checklist

STANDAR

DIZE

Integrate 5S into Regular Work Duties

• Visual 5S– makes the level of five pillar conditions

obvious at a glance– particularly helpful in factories that handle a

great variety and number of materials

• Five Minute 5S/ 5S Blitz– covers all five pillars rather than just the third

Make the five pillars--focused on maintaining 3S conditions-- part of the normal workflow.

STANDAR

DIZE

Audit Point Checklist

5S Process Certification Audit PointsRevision 0.0 (Effective Date: 4/9/01)

Audit By: Amit Prachand KEY

Date: 4/5/01 Indicator Status detailDivision: Portland P Pass- Item found to be compliant

Manager: Pat O'Keefe C Condition- Item needs some improvement

Project Team Leader: Rick Morrison F Fail- Item not done, or not done correctlyProcess: Sheetfed

Internal Corporate Conformance Additional CommentsObjective Evidence Needed Audit Status Audit Status Leve l

P Major

P Major

P minor

P Major

P Major

P Major

P Major

P Major

P minor

P Major

P Major

P minor

P Major

5S Cart with 5S supplies P minor

Major

Major2. Score of 85% on Certification Audit 15. 5S Audit Checklist

Score: 140/163 .

14. 5S Cart

5S Items to Audit

1. Audit Checklist Scores from regular Audits tracked- trend chart

12. Motion Metrics

Methods established to quantify elimination of wasted motions- before/after comparison, graphical representation

13. Management WalksOpportunity/Recognition Cards distributed, Schedule for Walks

10. 5S Meetings Meeting minutes and schedule for regular meetings

11. Cleaning ResponsibilitiesSchedule developed for regular cleaning detailing "who, what, where, when"

9. 5S Before And After Pictures

8. Red Tag Log Sheet

Disposition of Red Tag items tracked on log sheet What is the Red Tagged item that has been in the holding area the longest?

Pictures posted on 5S Activity Board

Equipment is shutdown for training- all attend training, support staff included

Schedule and evidence of Blitz

7. 5S Maps "As-is" and "Could be" maps developed and displayed

Mini Blitzes utilized; planned during regular team meetings

Displayed in Sheet fed room; *Suggestion to update/clean up in AutoCAD

6. 5S Blitz Times Established and Utilized

5. Core Training Attendance roster, involvement of support staff

Attendance roster

3. Pilot Line SelectionApplies to first line at division- Line Selection criteria sheet utilized Process/methodology documented for Pilot Line Section

Team Building is part of all CI rollout activities--either a 4hr or 8hr session 4. Team Building Session prior to Core training

5S Charter displayed

Attendance roster presented in Certification Notebook

1. 5S Charter

2. Champion Training Attendance by key leadership at Champion Training

On board, good Before/After pairs of same photo subjectFormal meetings held every other week 6:30-7:30, minutes taken and distributed

Red Tag Log continuously used and displayed; *Suggestion to add closure date

Daily checklist developed, work signed off on. *Suggestion to include intial of person completing

Walkthroughs conducted by Mgt teams and feedback delivered to Sheetfed Team at meetings. *Suggestion to utilize Watch and Recognition Card to document findings. Mgt audits as well.

Very clear examples of reduction of motion waste (ink and roller placement); *Suggestion to show #paces or time saved as result of improved placement of materials

140/163 total points on Audit walkthrough

Green=PASS

2 Audits per week by the team and progress charted on run chart

Charter displayed at top of activity board

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5S Workplace Audit ChecklistNumber of Problems

Number of Problems

Rating Level

5 or more Red 0

3-4 Red 12 Red 2

1 Yellow 3None Green 4

Target Area: Team:

Category/Audit Technique Item Consensus Rating

SORT (Organization) Distinguish between what is needed and not needed

Observation 1 . Are unneeded equipment, tools, furniture, etc. present? 0 1 2 3 4Observation 2 . Are unneeded items are on walls, bulletin boards, etc? 0 1 2 3 4

Observation 3 . Are unneeded inventory, supplies, parts, or materials present? 0 1 2 3 4

Observation 4 . Are areas present that are not sorted? (stock piles accumulating) 0 1 2 3 4Observation 5 . Is the work area (Floor, work aisle) clear and safely maintained 0 4

Observation 6 . Do Safety hazards exist?(water, oil, chemical, machines, etc.) 0 4

SORT - COMMENTS (Rating of less than 3 requires observation comments)

SET IN ORDER (Orderliness) A place for everything and everything in its placeObservation 1 . Are there places identified for all items in the work place? 0 1 2 3 4

Observation 2 .Are items located in their correct places (tool boards, consumables, and designate floor storage location areas) 0 1 2 3 4

Observation 3 . Are tool and consumable boards maintained (stocked appropriately) 0 1 2 3 4

Observation 4 . Are Parts clearly labeled in the storage space 0 1 2 3 4Observation 5 . Are Items put away immediately after use? 0 1 2 3 4

Observation 6 . Are aisle ways, workstations, equipment locations indicated 0 1 2 3 4

Observation 7 . Are inventory levels in accordance with designed layout space 0 1 2 3 4Observation 8 . Is there storage space for employee's personal items, coats, lunch 0 1 2 3 4

Observation 9 .

Are ISO approved documents the only documents posted in the work

area? 0 4

Ask Employees 10. Are there personal stashes of supplies, etc. 0 4Observation 11. Are tool boxes in the work place 0 4

Observation 12. Are there non-work related books, magazines, etc. in work area 0 4

Observation/ask employees 13.

Are Height and quantity limits obvious? (Pressroom - are 12 or less

rolls of paper unwrapped?) 0 4

SET IN ORDER - COMMENTS (Rating of 3 or less requires observation comments)

SHINE (Cleanliness) Cleaning and looking for ways to keep it clean & organized

Observation 1 . Are floors, walls, stairs, and surfaces free of dirt, oil, & grease 0 1 2 3 4Observation 2 . Is Equipment kept clean and free of dirt, oil, and grease? 0 1 2 3 4

Ask Employees 3 . Are cleaning materials easily accessible 0 1 2 3 4

Observation 4 . Are lines, labels, signs, etc. clean and unbroken 0 1 2 3 4Observation 5 . Are chemical bottles clean and labels visible 0 1 2 3 4

Ask Employees &

Check AIR 6 . Are work orders up to date for maintenance problems 0 1 2 3 4Ask Employees 7 . Is Shine performed on a regular schedule 0 1 2 3 4

SHINE - COMMENTS (Rating of 3 or less requires observation comments)

Number of

Problems

Number of

Problems

Rating

Level5 or more Red 0

3-4 Red 15S Audit Checklist

R.R. Donnelley and Sons Company:

Continuous Improvement

Pass/FailPass/Fail

Pass/Fail

Pass/Fail

Individual Auditor Rating (Circle Rating)

Pass/Fail

Pass/Fail

Pass/Fail

R.R. Donnelley and Sons Company:

Continuous Improvement

5S Audit Checklist

MANUFACTURING DIVISION:

STANDAR

DIZE

When the same problems keep happening over and over, take the concept of Standardize to the next level:

PREVENTION

PreventionSTANDA

RDIZE

Unbreakable

Standardization

Unbreakable Sorting

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Unbreakable Setting in Order

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Unbreakable Shining

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PreventionSTANDA

RDIZE

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Prevent Accumulation of Unneeded Items

• Preventive or “unbreakable” sorting– prevent accumulation of unneeded items– have only needed items in the workplace

• To achieve “unbreakable” sorting, prevent unneeded items from ever entering the workplace

STANDAR

DIZE

5W1H: 5 Whys and 1 How Approach

• Ask why at least five times to get to the root of the problem.

• Then, ask how we can fix it.

• If we can eliminate the need to return items at all, we can achieve unbreakable setting in order.

STANDAR

DIZE

Root Cause AnalysisAsk Why 5 Times

STANDAR

DIZE

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Suspension Technique

Suspend tools above, just within reach of the user

STANDAR

DIZE

Incorporation

Create a flow of goods or operations in a factory process in which:

1. Paper, tools, and measuring instruments are smoothly integrated into the process

2. Such devices are stored where they are used and do not have to be returned after use.

STANDAR

DIZE

Elimination

Eliminate the need to return things: suspend or incorporate jigs, tools, or measuring instruments

Eliminate the use of certain tools:1. Tool unification: combine the functions of two or

more tools into a single tool2. Tool substitution: use something other than a tool

to serve the tool’s function, thereby eliminating the tool

3. Method substitution: replace one method with another

STANDAR

DIZE

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Preventative Shine Procedures

Treat contamination problems at their source

• Apply 5W1H to figure out where dirt is being generated, and how the problem can be fixed

STANDAR

DIZE

The closer you can get to the source of the contamination, the better you will be able to

standardize procedures

Implementing StandardizeSTANDA

RDIZE

Standardized Activities Prevent

• Unneeded items piling up as soon as sorting is completed

• Misplaced tools and jigs• Neglect of equipment • Injury• Malfunctioning machines that produce

defective goods• Low morale caused by filthy workplace

SUSTAIN

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Sustain

Make a habit of properly maintaining correct procedures

SustainSUS

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You and your colleagues can create these conditions!

Create Conditions to Sustain 5S

• Awareness Understand what the five pillars are and how important it is to sustain them

• TimeMake enough time in your work schedule to perform 5S implementation

• StructureHave a structure for how and when 5S activities will be implemented

SUSTAIN

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Create Conditions to Sustain Plans

• Support from management, in terms of acknowledgement, leadership, and resources

• Rewards and Recognition for your efforts

• Satisfaction and Excitement for you and the company. 5S implementation builds as it involves more people.

SUSTAIN

Roles In Implementation: Management

4Educating you and your associate about 5S concepts, tools, and techniques4Creating teams for

implementation4Allowing time for

implementation and creating schedules for this work4Providing resources for

5S implementation, i.e. supplies

4Acknowledging and supporting 5S efforts4Encouraging creative

involvement by all associates, listening to their ideas, and acting on them4Creating both tangible

and intangible rewards for 5S efforts4Promoting ongoing 5S

efforts

SUSTAIN

Management Walks

• Directors and Area Managers MUST be Regularly Involved in:

– Regular audits (using audit checklist)– Recognition & feedback

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Roles in Implementation: Supervisor

When Supervisors and Managers Sustain the first four pillars, they are:

– Improving the quality/efficiency of their own work

– Teaching by example– Demonstrating the company’s commitment to

5S implementation

SUSTAIN

5S Blitzes & Meetings

• Regularly Scheduled “Blitzes” or Time Dedicated to 5S Improvement, Must be Instituted

• Regular Team Meetings Help Group Point Out Issues and Share Progress

– Issues most easily tracked in action item register format

– Minutes of meetings should be kept and shared with team as well as others

Similarly, you have an important role to play:

• Continue to learn more about 5S implementation• Help to educate your associates about 5S• Be enthusiastic about 5S implementation• Help promote 5S implementation efforts

Your RoleSUS

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Tools and Techniques to Sustain 5S Implementation

• 5S Slogans– communicate the themes of five pillar campaign in your

company

• 5S Posters– posted throughout the workplace – remind everyone of the importance of five pillars– communicate results/status of 5S activities

• 5S Photo Exhibits and Storyboards– powerful tools for promoting five pillars – communicate status of five pillar activities

SUSTAIN

Tools and Techniques to Sustain 5S Implementation

• 5S Newsletters– In-house news bulletins centered on 5S topics – Carry factory reports on 5S conditions/activities

• 5S Maps– Hang in central location with suggestion cards attached so

anyone can suggest improvements

• 5S Pocket Manuals– Create 5S Pocket Manual that contains five pillar definitions and

descriptions, and is small enough to fit into the pocket of workclothes.

SUSTAIN

Tools and Techniques to Sustain 5S Implementation

• 5S Department Tours– When one department has implemented the five pillars

successfully, it can serve as a model area for other departmentsto come and visit

• 5S Months– Companies should designate two, three, or four months every

year as “5S Months”– 5S seminars, field trips, and contests can be carried out to

further promote 5S implementation

SUSTAIN