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5 S tool


5SA tool for a organized workplace

Advance Manufacturing and Engineering ABB Oy, Corporate Research Center in Finland May 2003
? ABB - 1 7/17/2013

5 S presentation


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Basic principles of 5S 5 S description Implementation steps Benefits

Examples
Related Literature

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Corner stones of KAIZEN
5S
?More than just housekeeping ?Changing the mindset ?Making orderly & standardised operations the norm

Eliminate waste, MUDA
?Any activity that does not contribute to operations ?Waiting, accumulating semi-processed parts, reloading...

Standardized work
?Basis for quality & continuous improvement ?Make Lean Manufacturing possible ?Allows to “hold the gains”

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Visual factory - 5s -

This does not describe your workplace, does it?
? Space is crowded with parts ? Unneeded items are stacked between workers ? Excess inventory on the floor ? Excess items and machines make it difficult to improve process flow ? Equipment is dirty and a collection point for miscellaneous materials

? Needed equipment, such as tools, are difficult to find
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5S Introduction & Overview

5S Consists of Five Activities
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Step 1. Sort – Cleanup. (Seiri) sorting through the contents of an area and removing unnecessary items

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Step 2. Straighten – Arranging. (Seiton) (Set in order) - straighten necessary items for easy and efficient access and keep them that way!

Step 4. Standardize – Dicipline. (Seiketsu) create guidelines for keeping the area organized, orderly, and clean; making the stds obvious Step 5. Sustain – Ongoing improvement. (Shitsuke) educate and communicate to make sure everyone follows and maintains 5S standards
1.Sort

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Step 3. Shine – Neatness. (Seiso) (Sweep) - cleaning everything, keeping it clean, and maintain area and equipment as it should be

5.Sustain

5S

2.Straighte n

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4.Standardize

3.Shine

Implementing 5S

5S introduction

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5S is part of everyday life. Starting 5S implementation causes resistance

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Background philosophy & benefits:
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Creates clean, nice and safe working environment Improves employees moral & motivation Eliminates waste (muda) by minimizing distances, frees up floor space Makes quality & other defects visible

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Work smarter, not harder

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First step in eliminating waste!
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Basic idea in 5S is to keep working environment clean and in order Improved productivity, quality and working conditions

Maintaining 5S needs strong commitment and participation from everyone

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Implementing 5S

Step 1: Cleanup

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What we need? What we don’t need? What is not required? Remove all items that are not required or are unnecessary

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Implementing 5S

Step 1: Cleanup
IMPLEMENTING 5S
NEEDED HOW TO STORE?
ref.nr once a year eliminate stow away published (date) once 2-6 months once a month once a week once a day every hour

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Red tags Meaning
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“Red tag” all items that are not in use or where there is uncertainty

move to storage

analysis target

made by store in work cell ready (date)

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Enables to free up more space!
Use Frequency
Obsolete (unneeded) Seldom used (once/year) Less than once a month

Action
Sell, throw, or give away Store in distant place Store in factory / office Store in area Carry or keep in workplace

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Once a week Once a day or more

Implementing 5S

Step 1: Cleanup – sort material
Use Frequency Cannot be used or unlikely to be used Description ? Defective goods and dead inventory that will not be used ? Used about twice a year Organization Method ? Discard

Inventory Items

Rarely used

? Remove from factory and store elsewhere ? Store near process where used

Can be used

Occasionally used

? Used once every one or two months ? Used about once a week ? Used every hour or every day

Often used

? Store near operation where used ? Keep close at hand at all times

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Implementing 5S

Step 2: Arranging

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A place for everything
Arrange the workplace and it’s associated tools, equipment and inventory in the optimal locations Anyone should be able to locate the necessary equipment All the items have address, name and max amount

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Reaching, bending and walking should be minimized
Have spesific locations or footprints for spesific parts (painted squares, minimum & maximum quantities shown, limit on excessive parts delivered lineside too early) Consider correct sizes for pallets and boxes and their movements

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Implementing 5S

Step 2: Arranging

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Basic steps to simplify workplace:
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1. Analyze current situation 2. Define where to store 3. Define maximum quantity

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4. Obey instructions

Guidelines for Location Indicators To indicate Locations Address Signboard Limit Lines (Yellow) Location Lines (White) Labels To Set Limits Height Lines (Red) Standard Container Sizes
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To Indicate Danger

Red Coloring “Danger” Signs

Implementing 5S

Step 2: Arranging

Principles and techniques:
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Identify appropriate locations
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Communicating to everyone what goes here Communicating the appropriate amount

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Signboard strategy
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Identify what, where, and how many

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Painting strategy
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Identify locations on floor and walkways

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Color coding strategy Outlining strategy

Implementing 5S

Step 2: Arranging

Category Spaces Products

Orderliness Target Floors, walkways, operations areas, walls, shelves, warehouses Raw materials, procured parts, parts for machining, in-process inventory, assembly parts, semi-finished products, finished products Machines, equipment, jigs, tools, cutting bits, gauges, dies, carts, conveyance tools, work tables, cabinets, chairs

Equipment

Red-tag strategy

Intensive improvement

Signboard strategy

Painting strategy

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Implementing 5S

Step 2: Sample “floor color” used in Visual Factories
Yellow Kanban cards and a yellow solid line defines inventory areas

Yellow is the color that defines Production Line 2 at ABB SACE Cabinet Manufacturing in Lodi, IT

Yellow lines define WIP cart area and working area

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Implementing 5S

Step 3: Neatness

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Everything in it’s place and ready to go The cleaner or tidier the location is, the easier it is to see if something is out of place Searching for lost papers and tools should be eliminated

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Safety issue
Responsibility for neatness should lie with the operator, not with cleaners Identify responsibilities Documentation kept at the workplace

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Implementing 5S

Step 3: Neatness
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Clean everything Eliminate all sources of contamination Find ways to keep the workplace clean Adopt cleaning as a form of inspection Make cleaning part of everyday work

Cleanliness Steps
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1: Determine cleanliness targets 2: Determine cleanliness assignments 3: Determine cleanliness methods 4: Prepare cleanliness tools

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5: Clean targets

Implementing 5S

Step 4: Discipline

Typical problems resolved with Standardize
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Going back to old undesirable levels
Accumulation of waste/scrap at end of day, week, month, then year! Disorganization of tools Accumulation of unnecessary material and tools
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? ABB - 23 -

Cost reduction

Implementing 5S

Step 4: Discipline

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Keeping factory “CEO’s visit” state all the time Getting in to the routine or mindset of keeping up the standards and procedures established

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Difficult to achieve Regular (but random intervals) audits Rewards and recognition Part of the year plans

Implementing 5S

Step 4: Example of Dicipline - Standardize - PTPT Vaasa Factory

5S Map Everything has a place

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Cleaning/Organization Routine - Part of work

Implementing 5S K?ytt??notto 5S

Step 5: Ongoing improvement

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Maintain the tempo of continuous improvement Get to the root cause Establish clear standards Continuous Pareto attacks Tighten red tag horizon Pokayoke Encourage questioning culture combined with visibility

Implementing 5S K?ytt??notto 5S

Step 5: Ongoing improvement

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Housekeeping index

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Visual factory - 5s -

5 S implementation in general
Step 1: Establish 5S Promotion Organization Step 2: Establish 5S Promotion Plan Step 3: Establish 5S Campaign Materials Step 4: In-house Education Step 5: 5S Implementation Red Tag Strategy (for Organization) Standardized Cleanup Intensive Improvements Signboard Strategy (for Orderliness) Step 6: 5S Evaluation and Follow-up Cleanliness
.

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Follow through the whole process! Not only 1 S...

Implementing 5S

5S benefits
90% 15-20% 50-80%

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Improves quality Increases productivity by eliminating waste Reduces WIP Less sick leaves Morality improves Improved safety Ownership of workplace Improved maintenance

5S Benefits

Desirable outcomes start with 5S

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5S are a foundation for
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Zero defects Cost reductions Safety improvement Zero accidents

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A neat and clean factory environment
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Has higher productivity

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Produces fewer defects
Meets deadlines better Much safer place to work

5S Benefits

Benefits that can be expected from 5S

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Personal benefits
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Opportunity for creative input regarding own workplace
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Organization and lay-out How should work be done

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Makes workplace more pleasant to work in

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Makes job more satisfying
Opportunity to remove obstacles and frustration Key to clearly define what, when, where you are expected to do

Easier to communicate

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5S Benefits

Benefits that can be expected from 5S

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Company benefits
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Zero changeovers brings product diversification Zero defects bring higher quality Zero waste brings lower costs Zero delays brings reliable deliveries

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Zero injuries promotes safety
Zero breakdowns bring better equipment availability Zero complaints bring greater confidence and trust

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Zero red ink brings corporate growth
Reduced absenteeism Improvement in ideas from workers

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5S Examples

Basics of Lean 5S System

Unneccessary parts are removed

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Before

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After

Basics of Lean 5S System

Parts & Tools organized in cupboard

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Before

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After

Basics of Lean 5S System

Unneccessary parts & worktable changed to suitable storage on shelf

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Before

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After

Basics of Lean 5S System

Not used machine removed from workarea

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Before

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After

Basics of Lean Visual Mgmt

Visual improvement for orders

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Before: Orders in box on table. Waste in searching

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After: Visual solution for orders. Easy to see status and what to prioritize.

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Basics of Lean Visual Mgmt

Visual boards simplifying understanding of situation

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Before: Supervisor’s “Dot” priority notebook

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Heijunka board as production schedule

FFIT Project
Results-PLZWA Visual Factory

Visual improvements

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Production status board gives a view of the whole production line status

Coloured metal tags attached to product reflect urgency.

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5S literature
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5S for Operators - 5 Pillars of the Visual Workplace, Hiroyuki Hirano, 1996

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Gemba Kaizen, Masaaki Imai
Visual Systems, harnessing the power of a visual workplace, Gwendolyn D. Galsworth, 1997

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The Visual Factory: Building Participation Through Shared Information, Michel Greif, 1995

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