1/89 improving the work environment and the 5s operations analysis and improvement 2010 fall dr....

1/89

Improving the Work Environment and The 5S

Operations Analysis and Improvement

2010 Fall

Dr. Tai-Yue WangIndustrial and Information Management Department

National Cheng Kung University

2/89Dr. Tai-Yue Wang IIM Dept. NCKU


Are you satisfied with this if you are the manager?


Presentation

This presentation will analyze the work environment How can it be improved?

The name of this methodology corresponds to the initials of 5 Japanese words. Also 5 English words that are based on sort,

organize and clean.


Presentation

The main objective -> educate and maintain an attitude to support workers’ habits. Simple ideas and based on common sense.


Introduction Before getting starting on any production

improvements, it is necessary to have a clean and organized workspace. Hiroyuki Hirano -> leads to “working with essential

elements” and also to an organized and clean workspace


Introduction Develop a respect for organization

and cleaning in the company environment. This attitude is not based on posters or

stereotyped slogans. Inculcate good habits that will ease

future implementation of improvement tools.

Thinkingrevolution

The 5S

Standardoperations

One-Pieceflow

Poka-Yoke Jidoka

TPM

JUST IN TIME

Work

forc

e o

ptim

izatio

n

Vis

ual C

on

trol

LevelingProductionKanban

Multi-functionalworkers

SMED

20

1612119

7

14 5

4

8

15131019

18

17

6

1

2 3


Introduction In the Just-in-time philosophy, the

5S occupy the first place in the diagram.

The 20 Keys methodology also separates this key from the rest and locates it outside the circle (Key number 1).

Thinkingrevolution

The 5S

Standardoperations

One-Pieceflow

Poka-Yoke Jidoka

TPM

JUST IN TIME

Work

forc

e o

ptim

izatio

n

Vis

ual C

on

trol

LevelingProductionKanban

Multi-functionalworkers

SMED

20

1612119

7

14 5

4

8

15131019

18

17

6

1

2 3


Introduction - The 5S

First pillar -> Sort (Seiri) 整理 . Those elements that are necessary and those that are

not should be differentiated. Second pillar -> Set in Order (Seiton) 整頓 .

Organize the necessary elements so that anyone can find them.

Use them and return them to the same place after their use.



Third pillar -> Shine (Seiso) 清掃 . Necessary tasks to clean the working area.

Fourth pillar -> Standardize or visual control (Seiketsu) 清潔 . Keeps active the three previously mentioned pillars. Detecting anomalies in the process becomes easier.



Fifth pillar -> Sustain (Shitsuke) 教養 . These new working procedures need to be

enforced until they become habit.


The 5S methodology - Getting started

This initial step consists on convincing management. At first the 5S presupposes taking time away from

production to implement. New tasks (shine and sustain) will remain forever. In the long run, productivity will increase.



Prepare didactic material. Explain to all the workers the importance of the

5S. Basic knowledge about this methodology.



Choose a pilot area. Where spectacular results can be achieved in a

short period of time. Where the workers are more motivated with the

project. This area should not be very big.

Create and spread out expectation in other areas. Avoid choosing an office as pilot area.



Design a working plan. When will the team work? Who will be in the team? Will the work be remunerated? Will this project change the incentive system?



Prepare the training plan and complete the methodology for the working team. 1) Train workers on each S 2) Put it into practice and finally, 3) Share the experience. Panel, a digital camera and other small but

important devices such as portfolios, pens, etc.



After completing work in the pilot area the methodology can be extended to other areas. Members of the first working group become

facilitators.



Some improvements solve problems in other areas. Carry out to avoid stress among the workers.

Can have a negative effect. These areas workers have not been trained or traveled the

road in order to discover the necessity of the 5S. The 5S team can feel underappreciated.



Company support of management. Impose certain procedures.

Not to set very demanding goals in a 5S project. The whole project can be seen as a failure.


Common steps in the five pillars

The 5S implementation cannot be based on intuition.

There is a simple methodology, successfully proven in many companies. Described by the 5S author -> Hiroyuki Hirano.


Common steps in the five pillars

The methodology is carried out in a systematic way. The team is formed. The tools of each S are used (these tools are

explained at the end of the chapter). Some indicators that allow the verification of

the state of the implementation state are established.


First pillar - Sort

Numerous disorganization symptoms. Obsolete equipment are placed in low traffic

areas. Lack of specific areas for the work-in-process

(WIP). Workers have to move around machines. Accumulation of obsolete pieces.


First pillar - Sort

People usually place a high weight on sentimental value of familiar objects. It is necessary to get rid of all the unnecessary

objects! Objects can be grouped into three categories.

Those that are frequently used. Those that are probable to be used -> taken out.

Temporary stored in a special area. Those that will never be used -> taken out.


Second pillar - Set in order

Requires that the first pillar has already been complete. It does not make any sense to set in order

unnecessary objects. Main goal -> cut time required for material

searches.


Second pillar - Set in order

Hiroyuki proposes not only to organize -> improve. Methods and time study tools can be applied. Only carry out those actions urgently needed.


Third pillar - Shine

Tries to implement factory cleanliness. “get rid of dust, grease, filings or oil from the

working places.” The lack of cleaning supposes risks.

Oil on the floor produces a slick surface. A nail can pierce shoes and even can cross them.



The lack of cleaning can also facilitate equipment breakdowns.

The Labor Risks Prevention Law is a mandatory law for companies.



Many companies now outsource these services to specialized cleaning companies. Do not clean machines and tools.

It cannot be limited to “spring cleaning”. Constant attitude -> a daily task. Cleaning should become a habit.

Inspection elements can be also added to it. Autonomous maintenance procedures. 5S is not a maintenance project.


Fourth pillar - Standardize

The standardize pillar is achieved when the three previous pillars are implemented and routinely running effectively. Tools that make the previous S

to transform into habits.



Visual control allows us to detect anomalies with just a quick look.

Adds the word “preventive” to each one of the three pillars. Step on oil.

Instead of clean -> improve maintenance.



Assign the responsibility to the workers. integrating some cleaning and

order tasks in the worker’s regular work.

Watch over their execution by means of “5S audits”.



The action to correct the anomalies should be immediate. The 5 minutes of 5S.


Fifth pillar - Sustain

Discipline helps to achieve our objectives.

Is important to maintain the proposed goal. Know beforehand the benefits that will

come from the assigned tasks.



Without discipline, the working space can erode in a heartbeat and new unnecessary objects will accumulate again. If discipline does not exists, these goals

will never be achieved.



It is more difficult to implement the 5S two times.

Impose at the beginning of 5S implementation -> become habits. Company mangers and sections’

heads. Workers who lead groups of

workers.



Discipline is the pillar that sustains the four previous pillars. It leads to good work habits in

the workforce.


Implementation of the 5S in offices

Many corporate offices are more disorganized than the production plants. Table drawers accumulate useless objects.

Especially in the middle drawer!

We recommend avoiding generic names such as “others”, “several” or similar words


Implementation of the 5S in offices

“office material”. Procedure to restock office material. Supplies are typically low value items that seldom

become obsolete. We recommend not to go to extremes in setting up a

system.


5S apply to computers

Human brain -> self-erasing. Forgetting those things that they are not

frequently used. Using this technique on computers.

It is vital to maintain the computer in an organized and clean (lean) manner. The fear of loosing information.


5S apply to computers

Folder trees can be designed in a standard way.

“backed up” for only data files rather than the entire computer memory.

e-mail inbox…


Red-tagging strategy--紅牌子作戰

Simple and visual method to separate necessary elements from unnecessary ones. It is used in the first S (Sort). Assigning a red card on those elements that are not

used or whose use is unlikely.


Red-tagging strategy

Red color. It is a bright color. It is the color that is used in traffic lights to indicate

a stop. In Japanese, the word red is used to denote dirty.

In Russian it means beautiful.



Place instead of move away. Facilitates taking a picture.

Observe the evolution of the workspace.

Not necessary to be embarrassed if the entire plant becomes red. Put red cards on those elements that will not be

used in the next month. Red cards should never be placed on people’s

tables.



If somebody asks a worker if an object is necessary, the answer will always be affirmative. Utilizing a second color for “maybe useful”

should be avoided.


Sign strategy

In cities, clothing stores, signs that facilitate to locate a place. In factories, posters and signs

are considered decorative elements.

This strategy is used in the second S.

Trimmer C325

Section 2

Purchase year: 1995


Sign strategy

Signs can be placed on machines. The most important are those

that make reference to stock and tools.

Facilitate the searching tasks.

New hires to the company can easily find their way around.

Trimmer C325

Section 2

Purchase year: 1995


Sign strategy

Similar way to how they are placed in cities. Warehouses.

Applies to the layout and labeling of the aisles (streets).

Even numbers correspond to one side of the plant. Odds correspond to the other side.


Sign strategy The element sign makes it easy to see if an

element is placed correctly. It is hard to ensure that vehicles are located

correctly, if the parking identifier does not correspond with some of the car’s characteristic.


Sign strategy

Products and raw material do not have registration numbers, but they can be coded.

Product quantity signs can ease inventory management. Minimum and maximum quantities can be pre-

assigned. A study of the warehouse may be needed.

Carry out a more exhaustive warehouse study later.


Painting strategy

Focuses primarily on floors and walls. Separating walking areas from working areas. It is also a tool used in the second S (set in order).

Material handling becomes easier because the working areas are delimited. Corridors and corners -> As straight as possible.


Painting strategy Bright colors should be used for the lines.

Yellow, orange, white. Green and blue should be used for working areas.

The door opening areas should also be painted so that fork trucks are not parked within them.


Painting strategy The areas designated for work-in-process again should be

painted. Paint only the corners of these areas.

Otherwise, the factory floor can end up looking like a sports center. Some areas with high risk should be identified with tiger marks.

Yellow and black.


Painting strategy

The ordering of templates and tools was analyzed in detail when the SMED methodology was studied.

The 5S methodology can be implemented for simple systems Silhouette method or color coding.

5S methodology offers uniformity in the corridors and shelving coding for all company areas.


Preventive order

The preventive order has the principle objective of avoiding a return to the disordered scenario.

Preventive ordering looks for challenging tasks that might easily fall back into disorder. Hand tools -> three techniques.

Suspension -> With a pulley and a spring. Used for pneumatic tools where the weight of the tool can also

be offset.


Preventive order

Incorporation. Some gauges or rules can be glued to the machine to facilitate

the adjustment. Use elimination.

Using a standard size nut or bolt can be achieved with a minimum investment.

Change the fixing device -> snap versus a screw.


Preventive shine Anticipate sources of dirt or

foreign matter before they occur. The objective is to avoid

cleaning.


Preventive shine There is an in-house

awareness for use of safety devices such as guards. Required by the Labor Risks

Prevention Law (Europe) and the Occupation Health and Safety Administration or OSHA (USA).


Promotion tools

Discipline -> importance of transforming into habit the new working procedures. The team uses some promotion tools -> motivating

the staff. The main promotion tool is the enthusiastic.

This reduces the disruption that implementing the process may bring to the shop floor workers.


Promotion tools

Slogans (posters). Contain short sayings (Haiku).

“Even factories feel good taking a bath”.

5S news bulletins. Reports published in simple way.

Ideas and pictures.

Pictures panels.


Promotion tools

5S competition. Two or three months period.

Emblems and buttons. Pocket manuals.

Distributed to all the workers.


5S 查檢表（事務用）5S 檢查項目檢查內容

分數0 1 2 3 4

整理

1. 櫥櫃中是否沒有不要的資料櫥櫃中是否沒有不要的文件、圖面、會議資料等不要的資料

2. 個人的桌子是否沒有不要的物品

個人的桌子上抽屜內是否沒有不要的備品資料

3. 不要的物品是否極明確不要的文件、物品是否能一目了然

4. 是否訂定要、不要的標準各文件資料、備品是否訂定處理基準

5. 是否對展事物加以整理其間外的展示、污損、餘額情況是否良好

整頓

6. 櫥櫃及備品放置場的標示場所的標示是否全部均能一目了然

7. 文件、備品的品名標示品名標示是否清楚能一目了然8. 文件、備品的使用是否方便是否以方便使用的形式加以放置9. 文件、備品是否正確加以放置

是否放置在決定的放置場所

10. 通道及展示物等是否能一目了然

區隔線及公佈欄等是否很清楚明確


5S 查檢表（續 1 ）5S 檢查項目檢查內容

分數0 1 2 3 4

清掃

11. 地板是否沒有垃圾紙屑等地板是否不髒

12. 窗戶及架子是否沒有灰塵包含玻璃是否均不髒

13. 是否訂定清掃責任分擔是否為輪流制或擔當制

14. 垃圾箱是否沒有溢出的情形

是否有垃圾及紙屑的丟棄作業

15. 清掃是否成為習慣化清掃擦拭的習慣化如何

清潔

16. 排氣及換氣是否良好是否沒有煙味與空氣很悶的感覺

17. 採光是否充足角度及照度是否良好18. 工作服是否很乾淨是否穿著乾淨的工作服19. 進入房間是否感覺很清爽配色、空氣、光線等整體環境是否

良好20. 是否遵守 3S 的規定遵守整理、整頓、清潔的體系架構

如何


5S 查檢表（續 2 ）5S 檢查項目檢查內容分數

0 1 2 3 4

教養

21. 是否依決定的服裝穿著服裝是否不零亂

22. 是否能做好早晚的問候是否能確實互相打招呼

23. 是否能遵守會議與休息的時間

是否能遵守有關時間的決定的事

24. 電話及應對的態度是否良好是否是明確說明重點

25. 是否能遵守規定與規則每人是否均能遵守

全體

診斷評分的變異（記入件數）


5S 檢查表 ( 製造部門 )5S 檢查項目檢查內容分數

0 1 2 3 4

整

理

1. 是否沒有不要的材料、零件。庫存品、在製品是否沒有不要的物品。

2. 是否沒有不要的設備、機械。設備、機械是否為能使用者。

3. 是否沒有不要的治具、工具、模具。

治具、模具、刀具、備品等是否均為能使用者。

4. 不要的物品是否明確。不要的物品是否能一目了然。

5. 是否有要、不要的基準。是否有丟棄的基準。

整頓

6. 是否做好廠所標示。是否有場所標示與類似地址標示的看板。

7. 是否做好品目標示。是否有架子品目標示與物品目標示的看板。

8. 是否做好量的標示。是否有最大庫存量與最小庫存量的看板。

9. 是否做好通路與在製品的區隔線。是否以白線等明確地加以區分。

10. 是否充分考慮到更方便使用與容易歸位。

治工具等的合理的放置方法情況如何。


5S 檢查項目檢查內容分數0 1 2 3 4

清

掃

11. 地板是否沒有水、油、垃圾。地板是否經常保持光亮。

12. 機械是否有灰塵、漏油。機械是否經常加以清掃。

13. 機械是否一起進行清掃與點檢。是否做好清掃全檢的工作。

14. 是否有清掃的分擔制度。是否為輪流制或擔當制。

15. 清掃是否成為習慣化。清掃擦拭的習慣化如何。

清潔

16. 排氣及換氣是否良好。空氣是否沒有灰塵、臭味的汙染。

17. 採光是否充足。角度、照度等是否感到很明亮。

18. 工作服是否很乾淨。是否穿著沒有油污的乾淨工作服。

19. 不造成髒亂的體系架構如何。並非弄髒後再清掃不造成髒亂的體系。

20. 是否有遵守 3S 規定。遵守整理、整頓、清掃的體系架構如何。


5S 檢查項目檢查內容分數0 1 2 3 4

教養

21. 是否有依決定的服裝穿著。服裝是否不凌亂。

22. 是否能做好早晚的問候。是否能確實互相打招呼。

23. 吸煙及會議時間是否能遵守。場所及時間是否能遵守。

24. 在朝會中是否能確然有關規定。規則及作業方法是否能徹底遵守。

25. 是否能遵守規定與規則。每人是否能遵守。

全體

診斷評分的變異 ( 記入件數 )


5S Benefits and effects

It is possible to relate the 5S implementation with other improvement tools. The 5S can improve tool and die location in the

warehouse. Indirectly decrease the equipment set-up time.

Probability of assembly errors (wrong parts) is decreased.

Perform efficiently when they are maintained clean.



Idle time and cost decreases. Equipment wastes (idle time) is related with component

and part searches. Clean and well delimited floor spaces avoid the risk

of sliding or falling. Cleaning can increase the equipment availability.



The 5S implementation has proven to have a significant impact on other areas in the company. SMED, TPM, Quality, Labor Risk Prevention,…

almost all these tools are made easier thanks to the 5S. Habit is the main 5S benefit and allows to

understand why, in the Just-in-time and 20 Keys philosophies, the 5S are one of the first and higher-priority points.



One should not make the mistake of thinking that the 5S methodology solves all these problems because it is not true. The habit obtained from the 5S implementation, will

ease the future implementation of other tools.



It is possible to put it in practice very quickly. The 5S implementation program has a deeply

personal reward. 3ª class workspace -> People leave garbage and

nobody stops to pick it up. 2ª class workspace, people leave garbage, but

somebody stops to pick it up. first category workspace -> nobody leaves garbage

and, everybody is willing to pick it up.


管理上的應用 - 人員識別

如「品管人員」戴紅帽；「技術人員」戴醒目的黃帽；「研發人員」戴深藍的帽子，代表需深思熟慮的意思；至於「綠」帽子該誰戴？

生產部門主管都改戴白帽，代表處事有條不紊。唯有戴帽子，才可走動，對於現場的管理，利用色帽很有幫助。


管理上的應用 - 人員栽培訓練

同一單位調動四種不同工作性質，每調一次貼一種顏色，讓員工了解該單位內容各項職務的關係，及作業的流程，如此可擴充員工的訓練層面。

熟練者貼紅色 ; 半熟練者貼藍色 ; 學習中貼黃色。員工階層分三等、二等、一等乃至基層主管，接受訓練後，才能有晉升之機會。


管理上的應用 - 人員管理健生公司員工管理由主管加以評定，以座標系表達。縱座標為員工姓名，橫座標為時間，由主管任選三項作為評定，也許某主管重視出席率；也許某主管重視加班配合；也許某主管重視周遭環境；也許某主管重視員工提案的良否。

表現好的給予綠色，不好的給予黃色或紅色。出現黃色則由課長或更高階主管當媒介負責監督、教育，若出現紅色則交由總經理級出面管理。故顏色管理用在員工管理方面乃分層負責。


管理上的應用 - 職能分析職能分析以縱座標為員工姓名、橫座標為各項工作，大概約略有十項工作，包含七項硬體、三項軟體。

該項工作很熟練給予綠燈、半熟練給予藍燈、學習中給予黃燈、沒有操作給予紅燈。

每種顏色均給予配分，新進員工稱為三等作業員且敘薪為最低，隨著顏色的變更其等級也會跟著改變為二等、一等、特等、指導員時薪也跟著調漲。


管理上的應用 - 人事管理開會時，準時出席者給予綠色、遲到 5 分鐘給予藍色、遲到 5 分鐘以上給予黃色、未出席則給予紅色，遲到 5 分鐘以上從薪水扣新台幣10元、黃色扣新台幣 20元、不出席者扣新台幣 100元，將這些罰款當作聚餐基金，尾數不足由公司支出。


管理上的應用 - 原物料管理在原物料標籤上，依月份的不同黏貼上不同的色紙，以顏色 ( 綠、藍、黃、紅 ) 來表示物料到達的先後順序，四個月為一週期，採先進先出的原則，綠的用完用藍，依此類推，以達零庫存。

重要的零件採用四種顏色的先進先出法，次要零件則採用二分法，綠區表示使用中，黃區表示備用中，紅區表示採購中，交互使用。


管理上的應用 - 協力廠管理以橫座標表示協力廠廠商名字，縱座標表示每月1 日至 31日的座標系來表示協力廠商的各項配合度。以廠商交貨品質評分而言，若呈現綠色，即表示交貨品質良好、藍色表示允收、黃色表示特採、紅色表是批退。

就交期評分而言，綠色表示交期準時，其它交期的延誤則依據時間的短長分別給予藍色、黃色、紅色甚至黑色。遲到一天扣該批貨款 1%、兩天2%、依此類推扣到 10%為止( 假設廠商毛利為10%)。以上協力廠商交貨品質、交期各佔 40%的評分，另外 20%的評分為其管理制度。


管理上的應用 - 品質管制顏色管理法用在品管方面，均能使得品質管制圖表、製程品管及外包之績效在看板上顯示，一目了然。

統計每日生產，若在公司規定不良率的 1%以下給綠燈， 1%至 3 %藍燈， 3%至 5%黃燈。當黃燈亮時由主管、品管人員設法處理；不良率 5%以上給紅燈，紅燈亮時則需報告總經理。


管理上的應用 - 保養管理( 一 )

每台機器都貼有「責任者」的標紙。除使用顏色外，亦使用感官圖形。

貼眼睛的地方表示要用眼睛看數字是否正確、儀器表是否正確。

貼耳朵的地方表示要用耳朵聽機器是否有異音。貼手的地方表示該地方要特別乾淨。貼鼻子的地方表示要用鼻子聞油是否惡臭、皮帶是否磨損產生臭味。


管理上的應用 - 保養管理( 二 )

貼紅色的標籤表示每天要檢查。黃色的標籤表示每週要檢查。藍色的標籤表示每月要檢查。綠色的標籤表示每季要檢查。在管路方面，由於公司內有水管、電管、瓦斯管、空氣管等各種管線，一旦任一管線漏氣，根本無法查出是哪一條管線，因此將各種管線漆上不同的顏色，例如冷卻水管路漆藍色、消防水管路漆紅色、空氣管路漆白色、油管路漆深澄色。添加油料方面亦使用顏色來區分管理。


管理上的應用 - 模具管理

顏色的不同來區分模具的種類，如客戶別、機台別、用途別，方法簡單，可將零亂的模具管理，變成層次分別，而方便管理。


管理上的應用 - 蝴蝶式管理現場各裝配線上的燈號，由不同的燈號表示各種狀況，如待料一個燈號、品質產生問題另一個燈號、作業員要上廁所一個燈號、物料即將用盡一個燈號、有成品或空籃一個燈號。

各種燈號並配合音樂，紅色燈號配合節奏很快西洋音樂、黃色燈號配合抒情音樂、綠色燈號配合輕音樂。


管理上的應用 - 卷宗管理

卷宗管理則依據區域來分別，在卷宗上面貼紅色表示顧客的抱怨、綠色表示訂單、黃色表示圖面資料、

其顏色可以由公司自行分類。


管理上的應用 - 其它方面的運用

台北長安東路一家自助火鍋，其白色盤裝牛肉、羊肉、蝦是 100元，米色盤裝餃、蛤類是 40元，黃色盤裝魚丸、金菇是 30元；橘紅色盤裝玉米、蒸餃是 20元；綠色裝豆腐、白菜、青菜、冬粉、蕃茄是 10元。


Summary

This chapter, dedicated to one of the extended tools of the Lean Manufacturing philosophy gathers some common aspects explained in previous chapters.

Nevertheless, 5S has an objective that cannot be reached by means of the other explained improvement methodologies: educate and maintain an attitude in order to support workers’ habits.


Summary

The 5S builds a culture in the company that eases the implementation of the rest of explained methodologies and techniques.

1/89 improving the work environment and the 5s operations analysis and improvement 2010 fall dr....

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