Section 02. 5S


02. 5S

Overview

5S is a methodology for creating and maintaining an organized, clean, and safe high-performance work environment. It is an unusual tool in the Lean Sigma arsenal because it can be used in the Measure, Analyze, Improve, and Control Phases.

The title 5S refers to five activities within the tool as follows (in brief):

  • Sort (or Separate). Keep only what is needed in the area to run the process. Remove everything else.

  • Store. Arrange needed items and identify them for ease of access and use. Organize the area.

  • Shine (or Sweep). Clean the area (and equipment) regularly to maintain performance as new.

  • Standardize. Eliminate the causes of dirt and make standards obvious. Standardize the process in the area.

  • Sustain. Set discipline to maintain the level of performance.

Logistics

Although 5S should be used on an ongoing basis, the first 5S work in an area is typically done as a 5S Event. An event should be targeted on a single process area and the Team should take all five of the Ss to completion during the event. It is not a good idea to try to apply 5S to a whole plant a single S at a time. After a focused area is complete, a subsequent series of events can be applied to roll out to other areas, but again, for each area apply all 5Ss during each event.

The event duration is anywhere from one day for a small process area in a transactional process to perhaps a three to four day event in a larger (probably more dirty) manufacturing process. Typical event duration is two days.

Planning is key to the success of the event and the words "Hey, let's do a 5S event today!" are a surefire indicator for an impending disaster.

The key elements to have in place prior to an event are

  • Support. A 5S event is not a small affair and significant change will likely be made. This requires solid leadership support to ensure success. The event should have a clear Owner/Champion who kicks off the event and serves as the Customer for the event.

  • Scope. When conducting an event, the biggest failure is usually due to scope creep, so set a clear, focused, bounded process area to tackle during the event period and don't be tempted to move beyond this area until all 5Ss are in place.

  • People. The next key element is having the right people involved. 5S is an active team sport and requires people who actually do the work in the target area. Other key functions that also need to be involved are Maintenance, Facilities/Engineering, and probably IS/IT.

  • Communication.

    • All parties involved in and affected by the event need to know of its existence and implications to them. The other functions listed in the preceding People bullet also need to be informed that work needs to be done "there and then" rather than be put on a To-Do List for future change. 5S follows the Kaizen mentality of doing it today, instead of planning to do it over a period of weekshence the need for strong Leadership support.

    • The rule in all Process Improvement is to communicate 10 times more than you would expect.

  • Equipment, Supplies, and Ancillary Items.

    • Most of the event is done in the process area itself, but another quiet area is required to train the Team briefly on the 5S process and to serve as a work area at times through the event.

    • Facilitation equipment and supplies are necessary, such as flipcharts, pens, and perhaps an LCD projector and screen to show the 5S training materials

    • Photographing the area before and after the event is crucial to show the impact of the event. At least one, preferably two or more digital cameras are needed.

    • Work is done on laying out the area. An enlarged blueprint or CAD drawing of the process plan is needed.

    • Items to be removed from the area need to be "Red Tagged" if they cannot be removed immediately (see Step 2 in the Roadmap). A supply of Red Tags is required. An example of a Red Tag is shown in Figure 7.02.1.

Figure 7.02.1. Example Red Tag.


Roadmap

The roadmap follows the Ss themselves, so it is quite straightforward to coordinate.

(zero S)Baseline

The Team and Champion walk the process and the area to determine the baseline performance. The purpose is primarily to

  • Identify all opportunities for 5S (all items that violate the 5Ss).

  • Take pictures of the opportunities. For the photos taken, identify picture location and angle on the blueprint, so that the before and after pictures are taken from the same location.

  • Perform the baseline 5S audit. The audit is based on the 5S Audit Matrix shown in Figure 7.02.2. Each S has five levels of maturity that can be achieved in the area. The majority of event locations score at level 1 across the board, with perhaps a rare level 2 in the Standardize column. The score from the 5S Audit Matrix is visually displayed in the area as a radar chart, as shown in Figure 7.02.3.

    Figure 7.02.2. 5S audit scoring matrix.[3]

    LEVEL 5 Continuous Improvement

    Cleanliness problem areas are identified and mess prevention actions are in place.

    Needed items can be retrieved in 30 seconds with minimum steps.

    Potential problems are identified and countermeasures documented.

    Proven methods for area arrangement and practices are shared and used.

    Root causes are eliminated and improvement actions include prevention.

    LEVEL 4 Focus On Reliability

    Cleaning schedules and responsibilities are documented and followed.

    Minimal needed items arranged in manner based on retrieval frequency.

    Work area cleaning, inspection, and supply restocking done daily.

    Proven methods for area arrangement and practices are used in the area.

    Sources, frequency of problems are noted w/root cause & corrective action.

    LEVEL 3 Make It Visual

    Initial cleaning is done and mess sources are known and corrected.

    Needed items are outlined, dedicated locations are labeled in planned quantities.

    Visual controls and indicators are set and marked for work area.

    Agreements on labeling, quantities, and controls are documented.

    Work group is routinely checking area to maintain 5-S agreements.

    LEVEL 2 Focus On Basics

    Necessary and unnecessary items are identified; those not needed are gone.

    Needed items are safely stored and organized according to usage frequency.

    Key area items are marked to check and required level of performance noted.

    Work group has documented area arrangement and controls.

    Initial 5-S level is established and and is posted in the area.

    LEVEL 1 Just Beginning

    Needed and not needed items are mixed throughout the area.

    Items are randomly placed throughout the workplace.

    Key area items checked are not identified and are unmarked.

    Work area methods are not always followed and are not documented.

    Work area checks are randomly done and there is no 5-S measurement.

     

    Sorting

    Store

    Shine

    Standardize

    Sustaining


    [3] Source: SBTI's Lean Methodology Training material.

    Figure 7.02.3. 5S Audit Display Chart.

  • After the Audit is complete, the Team takes 10 to 15 minutes to prioritize the list of opportunities in the area and revisit the event scope to ensure the maximum impact is made from the event.

1SSort

Sort is used to separate all the necessary and unnecessary items. The Team clears the workplace and removes all unneeded items, such as racks, tools, equipment, and excess materials. The reason for this is that

  • It removes waste that would otherwise slow the process down.

  • It creates a safer work area; there are less trip hazards and dust problems.

  • It creates much needed space in the area that allows storage of needed items but also allows the footprint of the process to be shrunk.

  • It makes the process easier to visualize.

The approach of Sort is

Step 1.

Set up a quarantine area for items that are removed from the process. In the short term, the quarantine area should be close to the process itself to allow items to be easily transferred into it and also, if proved to be required, then moved back again. After completion of the event, a more remote quarantine area should be used to ensure that removed items don't mysteriously return to the area.

Step 2.

The Team walks through the process area and discusses removal of items with all persons involved. For each item ask these three questions:

  • Is it needed?

  • In what quantity is it needed?

  • Where should it be located?

For some reason, we all tend to look at items as personal possessions, when in fact they are company possessions. We are only the caretakers of these items. With this in mind, it is best to use an outsider to take the lead in the Sorting activity to take advantage of "fresh eyes."

For items that need to be removed, ensure that the correct decontamination, environmental, and safety procedures are followed as they are moved to the quarantine area. Items that cannot be removed immediately should be tagged with a Red Tag for removal later (refer to Figure 7.02.1). Tag anything not clearly needed and used. If in doubt, ask questions and then tag it!

Step 3.

Evaluate the Red-Tagged and quarantined items. If something is moved back to the line, it has to be justified and approved by the Process Owner, as well as having a labeled home before moving back.

Step 4.

Document results of the quarantine and Red-Tagging. A list must be made of items and circulated before moving to the longer-term quarantine area (Step 6). Taking photos of the quarantine area serves as a great visual representation of the activity during the event.

Step 5.

Items in the quarantine area are examined with the process operators and put into the following categories:

  • Unusable items to be scrapped.

  • Good, usable items that don't have an obvious recipient and thus, require additional discussion or researching.

  • Good, usable items that have an obvious recipient, take them there.

  • Items still in question, the Team doesn't know if the items are needed or not. These are the only items that get transferred to the longer-term quarantine area. The purpose of the longer-term quarantine area is to keep other people from taking these items until a decision is made.

A timeframe should be set to either sell, trash, or give away items from the quarantine area.

2S: Store

Store is used to arrange all necessary items, to have a designated place for everything, and to ensure everything is in its place. The reason for Store is to

  • Clearly show what is required in the area (and to make obvious what is not).

  • Make it simpler to find items or documents.

  • Save operator time, not having to search for items.

During the Storing activity there are some simple tricks to remember:

  • If items are used together, store them together.

  • Everything that can and might be moved has a labeled home.

  • The more visual the better, use labels, tape, floor markings, signs, and shadow outlines to indicate item placement.

  • Sharable items should be kept at a central location to eliminate excess and have equal access.

  • Set limits for all items, excess of items should be made obvious.

During Storing it is also worthwhile to check the following points:

  • Are the positions of main corridors, aisles, and storage places clearly marked?

  • Are tools divided into specialized use and "regular items"?

  • Are all pallets always stacked to the proper heights?

  • Is anything stored around fire extinguishers?

  • Does the floor have any depressions, protrusions, cracks, or obstacles?

3S: Shine

Shine is used to keep areas clean on a continuing basis, while continuously raising the standards. The reason behind this is that dust and dirt cause product contamination and potential safety hazards. A clean workplace is indicative of a quality product and process, helps to identify abnormal conditions, and improves morale.

The Store activity of "everything has a place, everything is in its place" makes the cleaning activity much easier.

The approach to Shine is

Step 1.

Walk the area and identify and keep a list of soiling points and machine defects. Mark the soiling points and defects with orange tape and write on the tape the corresponding number from the list.

Step 2.

For the soiling points:

  • Repair them.

  • Eliminate them so they no longer affect the area.

  • If they are hidden, make them easy to see and access.

  • Contain them as close to the origin as possible.

  • Protect the process area so the soiling points do not affect it.

Step 3.

Make cleaning the area easy, so that there is no way an operator would not abide by the rules.

Step 4.

Determine how often cleaning needs to happen to maintain the standard. If cleaning is required only once per week, operators can only be held accountable to the standard once per week.

Step 5.

Identify individual responsibilities for cleaning and eliminate "no man's land." During the Shine phase it is important to paint and refurbish to get the remaining items into the same condition as when they were new. Some common opportunities during Shine include

  • Looking carefully at the floor, aisles, and around the machines to identify oil, dirt, dust, metal shavings, and so on.

  • Identifying if any part of the machines, equipment, or desk space are dirty with oil or metal fragments, ink, or parts.

  • Identifying if any air, electrical supply lines or gas and water pipes are oily, dirty, or in need of repair and if all computer lines are dressed off the floor.

  • Identifying if any oil outlets are clogged with dirt and all filters are clean.

  • Ensuring that all light bulbs, reflectors, or shades are not dirty or burnt out.

4S: Standardize

Standardize is used to maintain the workplace at a level that uncovers and makes problems obvious. If 5S is done as a standalone event, separate from a project, then Standardize is just applied to the 5S elements; however, if 5S is done as part of Improve and Control for a project, then Standardize becomes more than that. If the new process is already defined from the Improve Phase, Standardize can envelope the Sort, Store, and Shine, and it can also include the Standard Work for the new process, which means more integrated control of the process.

From a 5S perspective, Standardize is there to develop sorting, storage, and shining activities into the everyday actions. The idea is that the workplace needs to be kept neat enough for visual identifiers to be effective in uncovering hidden problems. Without standardized cleanup, improvements made in the first 3Ss go back to the way they were. Done right, everyone who uses the area knows what the standard is.

To achieve this, some simple approaches pay dividends:

  • Use pictures of the Standard to better communicate expectations.

  • Create Tool/Equipment/Material lists, and for each, set the expected standards for upkeep.

  • Create a shift-by-shift or daily Acton List to maintain Standards (when soiling points cannot be eliminated).

  • Have clear accountability for Standards and split the facility into zones for maintaining standards if necessary (avoid no-man's-land).

  • Share information using standard terms so that everyone has the same information. Standardize everything and make the Standards visible.

5S: Sustain

Sustain is used to maintain the discipline and to continuously improve by effective regular assessments and actions. Sustain is certainly the most difficult S and needs to practiced and repeated until it becomes a way of life. A wonderful term I learned from a valued client is Muscle Memory. Sustain needs to be consciously practiced until it becomes unconsciously part of the daily routine.

There are some simple steps to begin the road to Sustain, as follows:

Step 1.

Revisit the 5S Audit Matrix and rescore the area.

Step 2.

From Step 1, identify all changes made during the event and prioritize which changes are the toughest to maintain.

Step 3.

Based on the prioritized list, create a more specific 5S audit checklist that's no more than one page long and identify who performs the checking and how often (typically this is the Process Owner, once per week).

Step 4.

Perform the checking as per Step 3. When something is found to be out of place, it needs to be fixed immediately by the person responsible for the area.

Step 5.

The 5S scores are tracked over time and are posted in the area. If multiple shifts work in the area, it is often useful to have 5S built into the shift handoff procedures. Posting 5S scores by shift creates a sense of competition and drives even greater performance.

Step 6.

As 5S spreads throughout the site, an additional centralized scoring location creates an even greater sense of accomplishment for Teams and improves performance yet again.

Step 7.

People tend to behave the way that they are measured and more specifically the way they are rewarded or recognized. Accountability needs to be built into organizational scorecards and employee appraisals for gains to be long lasting.

As mentioned previously, Sustain is by far and away the toughest S, so try to develop habits that are hard to forget. Encourage leadership to lead by examplefollow the rules that you set! A few months ago I was visiting one of my clients in the UK and while waiting in the conference room for the General Manager to arrive, I was taking in the scenery from the conference room window. I watched a gentleman arrive into the car park in an expensive car, get out of the car in an expensive suit, and promptly step across a flowerbed in expensive shoes to pick up some litter. A few minutes later the same gentleman arrived into the conference room and was, you guessed it, the General Manager I was waiting for. There was no way for him to know I was watching his actions earlier, but his actions spoke volumes for his leadership style. Not surprising to me, it was one of the best plants I've toured.




Lean Sigma(c) A Practitionaer's Guide
Lean Sigma: A Practitioners Guide
ISBN: 0132390787
EAN: 2147483647
Year: 2006
Pages: 138

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