A STRATEGY FOR PERFORMANCE EXCELLENCE

2000, QualityToolBox.com, LLC, all rights reserved

Performance Excellence Series Training Module Elements

Executive Overview

Knowledge Breakthrough

Tools Workbook

Lecture notes

Lecture notes Participant manual

2000, QualityToolBox.com, LLC, all rights reserved

Session 1.0 Session 2.0 Session 3.0 Element 3.1 Element 3.1.1 Element 3.2

Introduction..... 3 Waste Management .. 14 5S Implementation. 20 Systematic Organization... 31 Red Tag System. 47 Sorting Visual Placement.. 33

Element 3.2.1 Visual Sign System.. 66 Element 3.2.2 Visual Color System... 76 Element 3.3 Element 3.4 Element 3.5 Scrubbing Clean. 40 Standardizing Control... 45 Self Discipline Control... 48
3

2000, QualityToolBox.com, LLC, all rights reserved

What is 5S ?
s

An essential step required for Waste Elimination

Systematic Organization Seiri Orderliness Seiton Cleanliness Seiso Cleanup Cleanup Seiketsu Seiketsu

Standardization/Perseverance Shitsuke

s s

An integral step in Kaizen A required element to achieve Lean-site Manufacturing.

4

2000, QualityToolBox.com, LLC, all rights reserved

5S Performance Excellence Model

Systematic-Systematic Organization Customer Expectations
Improved Quality Improved Safety Reduced costs Consistent Deliveries

Standardizing Control

Improved Product/ Service Options

Self-DisciplineControl Sorting Visual Placement

5

Scrubbing clean
2000, QualityToolBox.com, LLC, all rights reserved

The Five Elements of 5S

Self-Discipline/ControlEnsuring that Systematic Organization, Visual Placement & Cleanliness are maintained. Systematic Systematic Organization- Identifying what items are required and which are not.

Standardizing ControlMaintain and continually improve the previous improvements. Sorting Visual PlacementItems should be easily retrievable, easy to get, and visual-easy to see.

Scrubbing Clean-Keep the area free from debris, dirt, oil, items not needed.

2000, QualityToolBox.com, LLC, all rights reserved

Tool Kit Comparison

Major Tools Cp/Cpk DOE SPC FMEA Regression Process Map 5 whys /2 hows Pareto Fishbone 5S Visual Mgmt Poka-Yoke Spagetti Chart Kanban Takt Time Std Work SMED TPM Cellular Flow CPI (6 ) Kaizen Lean Description Process capability assessment Design of experiments Process control based on statistics and data analysis Risk assessment tool Correlate effect one variable has on another Map process steps to communicate and identify opportunities Determination methods for root cause discovery Column chart ranking items highest to lowest Cause / Effect Diagram Elimination waste Emphasis on visual techniques to manage process Error proofing techniques Material storage technique used to control process Determine pace or beat of a process Evaluate tasks done during a process Single minute exchange of dies - Quick machine set up Integrate maintenance strategy with process Reduce inventory & cycle time thru process layout and pull production techniques

Expand Process Improvement Program to Utilize Kaizen Tool Kit Expand Process Improvement Program to Utilize Kaizen Tool Kit
2000, QualityToolBox.com, LLC, all rights reserved

Expanding the Strategy

Performance Excellence

6 Sigma Disciplined Methodology Technical Approach (Quantitative) Data Driven - Statistical Customer Focus Reduce Variation Focus on Large Impact Larger/Longer Projects

Kaizen Philosophical Approach Common Sense Approach (Qualitative) Data Driven - Observation Operational Focus Waste Elimination 5S Incremental Change Smaller/Shorter Projects

Complimentary Tools Driving Continuous Improvement Complimentary Tools Driving Continuous Improvement
2000, QualityToolBox.com, LLC, all rights reserved

Comparative Analysis
6
Measure - Data Collection - Determine Process Potential / Goals Evaluate - Root Cause / Vital Few - Statistical Analysis Improve & Verify - Implement Improvement - Validate Improvement Standardize - Standardize / Leverage - SPC - Update Procedures Focus - Reduce Process Variation - Identify Critical Cause and Focus Resources for Maximum Impact Summary - Technical Approach based on Statistical Analysis - Requires Significant Data Collection - Best applied to Manufacturing Processes - Typical Projects 1-3 Months

Improvement Methodologies Similar in Structure Improvements measured against established process Team oriented Similar improvement tools Measure effectiveness of improvements Maintain new performance level Standardize & Proceduralize Results More Efficient Processes Comparison Both are Effective Improvement Mechanisms CPI/6s best applied to large complex problems Kaizen/Lean best applied to achieve incremental changes and eliminate wastes.

Kaizen/Lean
Evaluate - Baseline Process Performance - Establish Target Decide -Compare solutions - Choose Act -Communicate - Implement improvement - Control Measure - Validate improvement - Standardize - Update Procedures Focus - Eliminate Waste 5S - Seek Incremental Process Changes Summary - Common Sense Approach based on Observation - Applicable to all types of processes - Defined improvement strategy - Typical Projects 1 week

2000, QualityToolBox.com, LLC, all rights reserved

Why 5S
Look Familiar

To eliminate the wastes that result from uncontrolled processes. To gain control on equipment, material & inventory place and position. Apply Control Techniques to Eliminate Erosion of Improvements. Standardize Improvements for Maintenance of Critical Process Parameters.
2000, QualityToolBox.com, LLC, all rights reserved

10

The Nine types of wastes.

9
Wastes

s s s s s s s s s

Overproduction Delays (waiting time) Transportation Process Inventories Motions Defective products Untapped Resources Mis-used Resources
11

2000, QualityToolBox.com, LLC, all rights reserved

Think Break

The Nine types of wastes

Give an example of each type of waste.

s s s s s s s s s

Overproduction ______________________________ 9 Delays (waiting time)__________________________ Wastes Transportation _______________________________ Process_____________________________________ Inventories__________________________________ Motions ____________________________________ Defective products ____________________________ Untapped Resources __________________________ Mis-used Resources ___________________________

2000, QualityToolBox.com, LLC, all rights reserved

12

Elimination of Waste
5 Element S Waste/ Improvement Item Deliverable

Systematic Organization Sorting-Visual Placement

Elimination of finding. Reduction of part selection errors.

Reduced Costs Improved Quality Increased Product Options Reduced Costs Increased Safety Improved Quality Increased Product Options.

Elimination of finding. Elimination of nonconformances. Elimination of motion. Reduction of part selection errors.

Scrubbing Clean Standardization Control

Increased safety. Preventive maintenance. Increased equipment knowledge. Increased equipment life. Higher morale. Clean environment. Increased visibility of nonconformances.

Increased Safety Improved Quality Improved Quality Consistent Delivery Improved Safety

2000, QualityToolBox.com, LLC, all rights reserved

13

5S Implementation Plan
Step 1 Establish 5 S Implementation Team Step 2 Develop Specific Implementation Plan Step 3 Develop Communication Plan

Step 4 Develop 5 S Training Plan

Step 5 Implement 5 S

Systematic Organization

Progressive Enhancements

Standardization

Visual Placement

Cleanliness

Step 6 Verification of Effectiveness

2000, QualityToolBox.com, LLC, all rights reserved

14

Removing Red Tagged stuff What Stuff would you Red Tag in these pictures ?

Think Break

Picture A__________________________________________________________ Picture B _________________________________________________________ 2000, QualityToolBox.com, LLC, all rights reserved
15

Think Break

In the following pictures, identify some of the finding wastes ( assume you work in a distribution center and you have to fill an order with product located in the following pictures).

___________________ ___________________ ___________________ ___________________

Finding Wastes

___________________ ___________________ ___________________ ___________________

Everything has a useable place

_________________ _________________ _________________ _________________

16

2000, QualityToolBox.com, LLC, all rights reserved

Some evidence of standardized work areas

Clear, shiny aisle ways Color coded areas Slogans, banners

No work-in-process ( WIP ) One-Piece Flow Standardized Work Sheets

2000, QualityToolBox.com, LLC, all rights reserved

17

Visual Color System Implementation

Develop a map identifying the access ways(aisles, entrances, walkways etc.) and the action areas. Perform any necessary realignment of walkways, isles, entrances. Assign an address to each of the major action areas. Mark off the Walkways, Aisles & entrances from the action areas Table 1.0 Apply flow-direction arrows to aisles & walkways Table 1.0 Perform any necessary realignment of action areas. Mark-off the inventory locations Table 1.0. Mark-off equipment/machine locations Table 1.0 Mark-off storage locations( Cabinets,shelves,tables) Table 1.0 Color-code the floors and respective action areas per Table 1.0.
2000, QualityToolBox.com, LLC, all rights reserved

18

Cleanliness involves cleaning every aspect of the Organization and the removal of dirt, dust,oil, scraps on the floor, & garbage. Key Deliverables

Increased Safety

Increased Efficiency

A clean Systematic Organization results in increased safety and efficiency. 2000, QualityToolBox.com, LLC, all rights reserved

19

Step 2: Allocation:
Assign resources to the specific tasks required to make 3S a habit.
5 T D P S o o lan
D : ate 5 T a Mme S e m e b rs C m an ivisio N m : o p y/D n a e P erson P pa re ring T his P e ag
S ee h t

o f

Item #

D te a S tarted

5e m t S le en

5 Task - A S ction

P erso n R espon sible

Lo catio n/ D epartm t en
5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5

P erce nt C ple om te
5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5

2000, QualityToolBox.com, LLC, all rights reserved

20

5S for the Workplace Training and Sourcebook for 5S Worksheets

How to Use This Manual

The continuous improvement tools that are presented in Sections 1-10 of this manual are shown in order of use. These forms MUST be completed in the order presented in this manual. Each section contains a brief description of the tool, its purpose, when to use it, who should use it, how to use it, and the expected results.

Remember to focus on the elimination of waste. Strive to maximize yields and obtain cost reductions from existing machinery and equipment before buying solutions. Improve current systems and techniques before automation. Automating a system or practices without first having an understanding of the process will not solve underlying process problems. Perhaps the most important point to remember is that we must understand a process before we make any attempt in changing it. No Tampering is the first rule of continuous improvement. We can not tamper with a process without understanding it. By using these tools, we will all share a common and systematic approach for questioning, analyzing, proposing solutions, experimenting, and finally, implementing proven changes. Measurem ent Im provem ent 5S Tem plate

Identify w aste

The problems that exist in the world today cannot be solved by the same level of thinking that created them.

Table of Contents
Section 1
Development of 5S To Do Plan: Establishment of the 5S team focused on the development, training, and implementation of the companys 5S program. Deliverable includes action plan and associated tasks with the 5S implementation. Waste Identification Map: Identification of the 9 wastes associated with production of products and services. A detailed map of each major work area is developed describing the major types of wastes in each area. These wastes are the improvement opportunities that exist prior to 5S... The overall wastes is calculated for all the work areas and identified on the9 Waste Radar Chart

Section 2

Section 3

5S Action sheet: Establishing baseline key performance metrics in terms of key deliverables, photographs, and current conditions of the before 5S implementation phase. Deliverable includes the 5S action sheet. Red Tag Strategy: The utilization of Red Tags to visually identify items which are not needed or used infrequently..

11

14

Section 5

Visual Color Sheets: Utilization of colors to identify specific work actions, inventory locations, access areas within the work environment. Initialization begins with development of Visual Color Sheets.

17

Section 6

Visual Sign Sheets: Utilization of signs to identify machine, equipment, tooling, inventory, safety, hazard and work center locations. Sample Sign Sheets. Standard Cleaning Work Sheet: A cleaning matrix identifying the work area responsibilities, supplies, and schedules for cleaning. .. Cleaning To Do List: A action list identifying specific cleaning tasks for each work area identified on the Standard Cleaning Work Sheet.. 5S Status Report: A report identifying implementation effectiveness of each 5S steps applied. A variable metric ranging from 0-5 is established for each step implemented.. Waste Identification Map: Identification of the 9 wastes associated with production of products and services. A detailed map of each major work area is developed describing the major types of wastes in each area. These wastes are the improvement opportunities that exist prior to 5S 9 Wastes Radar Chart: After the completion of 5S, the results of the waste reduction is recorded, charted and compared to the initial 9 Waste Radar Chart.

20

Section 7 Section 8 Section 9

23 27

30

Section 10

33

Section 2
W a s te Id e n tific a tio n M a p

Waste Identification Map

Manager or Team Leader
(Section A)

Area or Process Name

(Section B)

Person Preparing This Sheet

(Section C)

Over production

Delays

Transportation

Process

Inventory

Motion

Defective Product

Untapped Resources

Defective

Mis-used Resources

9 Waste Radar Chart

% of Waste Before 5S % of Waste After 5S
n oit atr o p s n ar T

s s e c or P

0 s y al e D

01

02

03

04

05

n oi t c u d o r p r e v O 001 09 08 07 06 d e p p at n U s e cr u os e R

y r o t n e v nI

d e s u - si M s e cr u os e R t c u d or P e vit c ef e D

n oit o M

The Nine Wastes

O ve rp ro d u ctio n D e la ys T ra n s p o rta tio n In ve n to ry M o tio n P ro c e s se s D e fe c tiv e P ro d u c ts
B e fo re A fte r

U n ta p p e d R e s o u rc e s
B e fo re A fte r

M is - U s e d R e s o u rc e s
B e fo re A fte r

B e fo re A fte r

B e fo re A fte r

B e fo re A fte r

B e fo re A fte r

B e fo re A fte r

B e fo re A fte r

100 90

Percentage of Waste % of Waste

80 70 60 50 40 30 20 10 0

Waste Identification Map

Purpose
Used to create a visual picture of a work area to assess waste in work place organization, office/cell layout and crewing. Shows the type of each waste in section/division of the organization. Also utilized to indicate equipment type, size, and distances within each work area. The Waste Identification Map should be used after the 5S To Do plan is completed. A map should be developed foreach department or focus area of the 5S program. Do not attempt to develop a single Map for an entire organization, it will become too busy to be effective. The Waste Identification Map can be used by anyone involved in continuous process improvement. The Waste Identification Map will provide information about work waste in each department, work sequence, equipment layout and distances. The Waste Identification Map not only provides actual waste, but also provides a visual layout of the interrelationship of the waste.

When To Use

Who Should Use It Expected Benefits

How To Use It

1. Referring to the 5S To Do Plan, identify each respective area 5S will be implemented. Develop a Waste Identification Map for each area or department and complete sections A, B, C, with the necessary information. Note you may have multiple Maps for the entire 5S implementation program. 2. For each work department, fill in the equipment, access areas, storage areas, inventory locations etc. on the Map It is best to draw . these to scale. 3. Next identify the processes for each areaon the Map. 4. Next, list the products and services at each applicable workstation. 5. Next, identify the product/service flowthrough the respective processes & work stations. 6. Establish time trials for each major activityand when completed document the time for each major activitywithin the department. 7. Document the type of waste and time associated with each wasteat each activity, process, equipment, inventory, storage, and office location. 8. For each type of waste identified, complete the waste matrix section on Note: the bottom of the 9 Waste Radar Chart in the before column. The y-axis list % of waste, use whatever metric makes sense i.e. time, $, labor hours, productivity etc. Remember that your goal is to reduce these wastes as a result of the 5S Program.

Chart the % waste value for each type of waste on the Radar Chart. Connect each of the values on the radar chart.This is extremely important, this is your baseline metric and will be used to determine the magnitude of your improvements.

Next Step

You are now ready to move to the next step, the Action Sheet.