5 s study material
TRANSCRIPT
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1. What is 5 'S ?2. Why 5 'S ?3. Who is to practice 5 'S ?4. When and Where 5 'S' can be used ?5. How to practice 5 'S ?6. 5 'S' - A Foundation for TQM7. 5 'S' in ISO 9001 : 2000
CONTENTS
5 S An Awareness
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1. WHA T I S 5 S ?
5S Philosophy focuses on effective work placeorganization and standardized work procedures.
5S simplifies your work environment, reduceswaste and non-value activity while improving
quality efficiency and safety.
Contd.
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1. WHA T I S 5 S ? Contd .
Step 1 - SORTRed TagSort Out Throw Out!
Step 2 - SET I N ORDERWhat goes where?Set Limits
Arrange close to hand
Step 5 - SUST AI NWork to StandardsMonitor progress
Continuous Improvement
P
D
C
Step 4 - ST AND ARD I SEStandardise activityMake steps 1,2 & 3 a habit Share Information
Step 3 - SHI NEEliminate dirt, dust, oil & scrapEnsure everywhere Shines!
A
Contd.
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1. 1 1 s t S SE I RI - SORT
Stratification management and dealing with the causes.1. Throw out the things you do not need.
2. Free up valuable floor space
3. Eliminate such things as broken tools, obsolete jigsand fixtures, scrap and excess raw material.
4. Prevent the JIC job mentality (Just In Case.)
5. Number of necessary items in the workplace must bekept to its absolute minimum.
6. Simplification of tasks, effective use of space, andcareful purchase of items follow.
Contd.
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Simple Sort Matrix
PR I OR I TY FREQUENCY OF USE HOW TO STORE
LOW Less than once a year Throw away
Store in distant place
AV ER AG E Once every 2 6 monthsOnce a monthOnce a week
Store togetherSomewhere infactory
HIGH Once a dayOnce an hour
Carry or keep at individual workplace
1. 1 1 s t S SE I RI SORT Contd .5 S An Awareness
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1. 2 2 nd S SE I TON - OR GANIZ E
Focuses on efficient and effective storagemethods.
What do I need to do my job?
Where should I locate this item?How many of this item do I need?
how fast you can put items away and
retrieve them in time of need
Contd.
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Functional storage and eliminating the need to look for things
1. Everything has a clearly designed place .
2. Thirty-second storage and retrieval
3. Filing standards
4. Zoning and placement marks
5. Eliminate lids and locks
6. First in, first out.
7. Neat notice boards
8. Easy-to-read notices
9. Straight lines and right angles
10. Functional placement for materials, par carts, shelves, tools, equipments,and everything else
11. Organize the warehouse
1. 2 2 nd S SE I TON OR GANIZ E Contd .5 S An Awareness
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C leaning as inspection and degree of cleanlinessQuick 5S drills
Individual responsibility
Make cleaning and inspection easier
Sparkling clean campaignsEverybody is a janitor (priority 5S)
Perform cleaning inspections and correct minor problemsC lean even the places most people do not notice
Deal with the causes of dirt and leaks
Housecleaning
Inspect covers and troughs to prevent leakage and setterC lean the grounds
Eliminate grime and burrs
Eliminate oil pans
1. 3 3 rd S SE I SO - CLE AN5 S An Awareness
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Visual management and 5S standardization. Both personal & environmental
cleanliness1. Okay marks
2. Danger zones marked on meters
3. Thermal labels
4. Directional markings
5. Belt-size labels
6. Open-and-shut directional labels
7. Voltage labels
8. Color-coded pipes
9. Oil labels
10. Warning colors
11. Fire extinguisher signs
12. Fool proofing
13. Responsibility labels
14. Wire management
15. Inspection marks
16. Precision-maintenancelabels
17. Limit labels
18. Color coding
19. Transparency
1. 4 4 th S SE IK ETSU - ST AND ARD I SE5 S An Awareness
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'Discipline. ' Clear responsibility.Commitment to maintain orderliness.
Practice the first 4 S as a way of life.Elimination of bad habits and constant practiceof good ones.True shitsuke - personnel voluntarily observecleanliness and orderliness at all times, withouthaving to be reminded by management.
1. 5 5 th S SHI TSU KE SELF DI SC I PLI NE5 S An Awareness
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2. WH Y 5 S ? Contd .
Before 5 S
After 5 S -C leaned,organized and drawerslabeled (less time andfrustration hunting)
5 S An Awareness
EX AMP
LES
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3. W ho is to prac t ic e 5 S ?
CEO should lead the practice
Participation by everybody
5S practice should be self sustaining
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4. W hen & W he re 5 S s hould b e u s ed
All the time
Literally everywhere
Application of 5S
this can be applied anywhere,Site, Offices,Workshop,Stores?
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1 . Observe/interview/evaluate2. Establish a quarantine area3. Initiate the red tag process4. Review the summary sheet with associates
5. Determine additional resource needs6. Clean up entire project area7. Conduct another observation8. Evaluate area using the checklist criteria
9. Root cause analysis/establish countermeasures10 . Repeat steps 6 - 8 to improve score11 . Post evaluation on visual performance board1 2. Determine review cycle
5. H OW TO PR ACTI CE 5 ' S ? contd,5 S An Awareness
Contd.
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5 S An Awareness
5. H OW TO PR ACTI CE 5 ' S ? contd,
Contd.
Dept. Owner Co-ordinatorPrevious Today
DateMark
Score Board ( Check List )5 S in Office
Marks5 S No. Checking Item Evalua tion Criteria 0 1 2 3 4
C L E A R I N G
U P
O R G A N I Z I N G
C L E A N I N G
S T A N D A R D
I Z I N G
S E L F D I S C I P L I N E
S CORE BOARD
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5 S An Awareness
5. H OW TO PR ACTI CE 5 ' S ? contd,
ST AT S O 5 S IN O I CE
Unit / De t ./ Sec tion Position As On
Own e U nit Coordinator
S S S S S 1 S
SEIRI 2 S
SEITON 3 S
SEISO4 S
SEIKETSU 5 S
SHITSUKE
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6 . 5 S A Found a t ion fo r TQM
TQM is a philosophy and takes about a decade for a
traditional organization to demonstrate the destination
less journey.
The journey starts with a clarity on why are we? where
are we? And Where do we want to go? The practice of
5 S in true spirit evidences the response to above
queries.
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7 . 5 S & I SO 9001 : 2000The QMS of ISO 9001:2000 is based on 8 QM Principles like
1. Customer focus2. Involvement of people3. System approach to management 4. Factual approach to decision making5. Leadership6. Process approach7. Continual Improvement 8. Mutual beneficial Supplier relationship
To mention a few Specific relation
4.2.3 & 4.2.4 Control of records - Seiri6.4 Work Environment - Seiton7.5.3 Identification and Traceability - Seiso7.5.5 Preservation of Product - Sheiketsu8.5.1 Continual Improvement - Shitsuke
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Let's leave the last word to Hiroyuki Hirano, author of 5 S -
Five Pillars of the Visual Workplace:
"A company that cannot successfully implement the 5 S s
cannot expect to effectively integrate JIT, re-engineering, orany other large-scale change. Good workplaces develop
beginning with the 5 S's. Bad workplaces fall apart
beginning with the 5 S s."
5 S An Awareness
HI ROYU KI HI R ANO S MESS AG E
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R ecap
1. What is 5 'S ?2. Why 5 'S ?
3. Who is to practice 5 'S ?4. When and Where 5 'S' can be used ?5. How to practice 5 'S ?6. 5 'S' - A Foundation for TQM7. 5 'S' in ISO 9001 : 2000
5 S An Awareness