5s – a program to improve project

8/8/2019 5S A Program to Improve Project

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Quality Assurance

5S5SA ProgramA Programto Improve Projectto Improve ProjectPerformancePerformance

Venue: Project Site Office LSI 3 Project

Date : October 10, 2006


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Version 1: Rev. 0Date: September 25, 2006

By: Sid CalayagQAQC Manager LSI-3 Project

Quality Assurancepage 2

ObjectivesObjectivesImprove housekeeping

Make every individualresponsible for housekeeping

Productivity improvement by

saving time, reduced waste,

space etc.


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COMMON MIND SETSCOMMON MIND SETSIts an additional burden. Too busy to do5S activities.

Why clean it? It will get dirty againWe cannot change the existing setup.

More work pressure No time for thesethings

Expensive Why to waste money?

We are comfortable Why to change?

It will take time


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So,So,

Whats good inWhats good in

it?it?

Before weBefore weanswer . . .answer . . .


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Look

Familiar?Why 5S?


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So, whats good in it again?So, whats good in it again?

Work efficiency enhanced due to organizedwork place

Achieve remarkable cost reduction inconstruction process and improved

productivity by 20%

Waste elimination, Cycle time reduction,Space generation, Inventory reduction andimproved work ethics

The winning companiesThe winning companies

sayssays


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Remove wasteRemove waste

Implement so that waste becomesvisible to facilitate waste removal

Waste = Current work money generating

work

From current work remove work that does not generate money


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5S5SA program to help usA program to help us

improve projectimprove project

performanceperformance


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Quality Assurance

Lets begin.21

35S5S


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Definition of 5SDefinition of 5S(1) SEIRI (Sort)

Distinguishing between necessary and unnecessary things, and getting ridof what you do not need

(2) SEITON (Set in Order)The practice of orderly storage so the right item can be picked efficiently(without waste) at the right time

(3) SEISOU(Shine)Create a clean worksite without garbage and dust

(4) SEIKETSU(Standardization)Standardization of best practices

(5) SHITSUKE (Sustain)The practice of developing customs so that the workplace regulations andrules are correctly practiced


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Promotion of 5SPromotion of 5S(1)

SEIRI

(Sort)Dispose what

is not needed

(2)

SEITON

(set inorder)

Can retrieve

when required

(3)

SEISOU

(Shine)

Make the

workplace

clean

(4)SEIKETSU

(Standard)Standardizedthe solution

(5)

SHITSUKE

(Discipline)

Develop customs that allow practice of regulations and rules


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FirstModule

SEIRISEIRI(Sort)(Sort)


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Dispose Assign fixed place

SEIRISEIRI (Sort) refers to:Distinguishing between necessary

things and unnecessary things and

getting rid of what you do not need

Stratify

Steps


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StratificationStratification refers to:Assorting things around oneself into those

that are required and those that are notrequired

Other than things used daily are non-required things Quantity in excess of what is used daily is non-required

Leave only this, just in case is strictly prohibited


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Standards Action

Frequency of Usage Dispose

Things used approximately once in 1 to 6 months Place in a warehouse faraway

Things used once a weekGather together in the s tore in

vicinity of work

Things used daily

Place so that they are easy to pick.

Make it easy to return. Identifiable

Things used every hourPlace within arms length where

they can be eas ily reached


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Assigning fixed places refersto:

Preparing rules and making visible where

and in what quantity the required things are

to be placed

Decide locations for things that will remain Make rules for locations

Making visible refers to visual management

Start with what can be done


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Location of things that will remain

should consider:(1) Where it will be used

(2) Where it will be placed

(3) How much it will be placed

(4) How it will be placed


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Seiri = SortingSeiri = Sorting Improvement methods

1.Flow Process Chart (Procedural

Analysis)Drawing a process flow chart forthe system

Ex. How to make and use category wise grouping

2.Operational AnalysisPreparing the sequence ofoperations forsystem

Ex. How to perform Seiri (sorting)3.Check List

A check sheet is used to decide what sortof main

system and sub system are necessary.


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Quality Assurance

page 20

SEIRI =SEIRI =SortingSortingSEIRI =SEIRI =SortingSorting

Meaning Distinguish between necessary and unnecessary

items and eliminate the unnecessary items

Meaning Distinguish between necessary and unnecessary

items and eliminate the unnecessary items

Activity Establish a criteria foreliminating unwanted itemsEliminate unwanted items eitherby disposing

them orby relocating them.

Success Area saved orpercentage of space available

Indicator


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Quality Assurance

page 21

INTERACTIVEBIT

Give me three examplesof areas thatcould benefit

from sorting

isc1


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Slide 21

isc1 ntil here, we can conclude the first ,module of the presentation.Sid Calayag, 10/9/2006


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Quality Assurance

page 22

Second Module

SEITONSEITON(Set in order)(Set in order)


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Quality Assurance

page 23

Make it compact

SEITONSEITON (Set in order) refers to :Implementing functional storage by deciding

correct placement method and layout so that

the required objects can be quickly used

what it is required

Assign fixed places and

fixed quantity

Steps


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Quality Assurance

page 24

Assigning fixed places andfixed quantity :Refers to facilitating picking and placing and

ensuring zero shortages

Give priority to use frequency and decide fixed place

Consider also safety (mainly weight)

Place heavy objects at a height where they are easy to pickfrom

Eliminate labor required for searching and returning

Decide placing volume bused on usage volume (1 time, 1 day)


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Quality Assurance

page 25

(1) Where it will be used Clarification of usage objective and place

(2) Where it will be placedNear where it will be used so that work can be donewhile walking. Stand-up operations

(3) How much will be placed Maximum, Minimum, Order point

(4) How will it be placed Easy to place, Easy to remove (one-touch operation)

(5) Indication of placing location Coloring, boundaries

(6) Recognize visuallyIllustrative indication, component name indication,

Quantity indication

(7) Stagnating time is visibleFirst in- First out, Recognize by observing

placement date

(8) Decide person in-charge of supervision Indicate person responsible

Decision standards for fixed positionsDecision standards for fixed positions


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Quality Assurance

page 26

Seiton = Systematic ArrangementSeiton = Systematic Arrangement

How to achieve Systematic

Arrangement ?

Decide where things belongDecide where things belong

D

ecide how things should be put awayD

ecide how things should be put away

Obey the Put away rulesObey the Put away rules


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Quality Assurance

page 27

Seiton = Systematic ArrangementSeiton = Systematic ArrangementHow to achieve Systematic Arrangement ?

Decide where things belong

Standardize Nomenclature Determine an analytical method of storage

Decide how things should be put away Name & locations to everything. Label both item and

location

Store material functionally

Prevent mistakes with coding by shapes & color

contd..contd..


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Quality Assurance

page 28

Seiton = Systematic ArrangementSeiton = Systematic ArrangementHow to achieve Systematic

Arrangement ?

Decide how things should be put away Follow first in first out rule

If two identical items are to be located, then store

them separately, color code them.

Obey the rules Put the things back to their location after

their use


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Quality Assurance

page 29

Examples of tools arrangement

(Seiton)


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Quality Assurance

page 30

SEITON = Systematic ArrangementSEITON = Systematic ArrangementSEITON = Systematic ArrangementSEITON = Systematic Arrangement

The main target areas for Seri-Seiton improvement are :

Tool-setting and preparation operations,

line balancing and process planning,

peak time problems etc.

Improvement MethodsKit Method / Assembly box method / Outside tool setting

Cassettisation / Parallel operations / Changes inassignment method

The main target areas for Seri-Seiton improvement are :

Tool-setting and preparation operations,

line balancing and process planning,

peak time problems etc.

Improvement MethodsKit Method / Assembly box method / Outside tool setting

Cassettisation / Parallel operations / Changes inassignment method


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Quality Assurance

page 31

SEITON = Systematic ArrangementSEITON = Systematic ArrangementSEITON = Systematic ArrangementSEITON = Systematic Arrangement

Meaning To determine type of storage and layout

that will ensure easy accessibility for everyone .

Meaning To determine type of storage and layout

that will ensure easy accessibility for everyone .

Activity - Functional storage- Creating place foreverything and putting

everything in its place

Success - Time saved in searching

Indicator - Time saved in material handling


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Quality Assurance

page 32

INTERACTIVEBIT


from systematic arrangement/

isc4


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Slide 32

isc4 This wiull conclude the second module of the presentation.Sid Calayag, 10/9/2006


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Quality Assurance

page 33

Third Module

SEISOSEISO(Shine(Shine--Clean)Clean)


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Quality Assurance

page 34

Take action to prevent

dirtiness and its

occurrence

SEISOSEISO (Shine, cleaning) refers to :Removal of dirt and by investigating source

of dirt preparing countermeasures

Identify source of occurrence

Steps


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Quality Assurance

page 35

Actions to prevent dirtiness and its

occurrence refers to:

countermeasures against source of occurrence

include countermeasures (challenge towardscommon sense) for process methods (defects in

processing conditions etc.)

The basic point is sweeping, cleaning and inspecting It is also important to take immediate actions such as placing a

cover etc.

Accumulation of small points will lead to a situation where

sweeping is not required


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Quality Assurance

page 36

Meaning Cleaning trash, filth, dust and other foreign

matter. Cleaning as a form of Inspection.

Meaning Cleaning trash, filth, dust and other foreign

matter. Cleaning as a form of Inspection.

Activity - Keep workplace spotlessly clean- Inspection while cleaning

- Finding minorproblems withcleaning

inspection

Success - Reduction in machine down time

Indicator - Reduction in no. of accidents

SEISOSEISO

SHINESHINE -- CLEANINGCLEANINGSEISOSEISO

SHINESHINE -- CLEANINGCLEANING

i


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Quality Assurance

page 37

INTERACTIVEBIT


from cleaning.

isc5


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isc5 ntil here, we can conclude the first ,module of the presentation.Sid Calayag, 10/9/2006


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Quality Assurance

page 38

Make abnormalities visible in

management points

SEIKETSUSEIKETSU (Standardization )refers to:

Standardization of 5S through visual

management

Grasp vital points for

management

Steps


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Quality Assurance

page 39

Standardization of 5SStandardization of 5S

(1)

Clarification of vital points for management- What are the minute defects

- Basic conditions: Cleanliness, refueling, replace tightly bind

fast, dirt, looseness

- Operating conditions: lighting, temperature, time, weight,

Equipment, jigs and tools, sub-materials

(2)

Prepare standards for the conditions

- Objectivity of judgment standards for normal versus

abnormal

- Judgment without using measurement, knowledge, intuition

and knack

(3)Judgment standards for abnormalities

- Inspection methods that can be used by anybody

- Methods for actions against abnormalities


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Quality Assurance

page 40

Points for Visual ManagementPoints for Visual Management(1) Recognize well even from a distance

(2) There are indicators on items to be managed

(3) Whether good or bad is clear, and anybody can point out

(4) Anybody can use, and convenient if used

(5) Anybody can follow and repair quickly

(6) Use of tools leads to neatness


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Quality Assurance

page 41

SEIKETSUSEIKETSU -- STANDARDIZINGSTANDARDIZING

Regularizing 5S activities by puttingsystems in place Everyone does things

the same wayMake it easy for everyone to identify thestate of normal or abnormal condition.

For maintaining previous 3S, use visual

management5S IS EASY TO DO ONCE

CONSISTENCY IS DIFFICULT


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Quality Assurance

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Meaning Setting up standards / Norms for a neat, clean,

workplace and details of how to maintain the

norm (Procedure)

Meaning Setting up standards / Norms for a neat, clean,

workplace and details of how to maintain the

norm (Procedure)

Activity - Innovative visual management

- Color coding

- Early detection of problem and early action

Success - Increase in 5S indicator

Indicator

SEIKETSUSEIKETSU -- STANDARDIZINGSTANDARDIZINGSEIKETSUSEIKETSU -- STANDARDIZINGSTANDARDIZING


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Quality Assurance

page 43

INTERACTIVEBITINTERACTIVEBIT

Give example ofhow tomake the practice become

standard.


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Quality Assurance

page 44

Innovate to ensure

observance

SHITSUKESHITSUKE (Sustain ) refers to:Preparation of workplace atmosphere

where visual management is properlyobserved

Check state of

observance of

standardization of 5S

Steps


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Quality Assurance

page 45

Make 5S is a HABIT

Without this, the time involved inall the other S will be in vain.

SHITSUKESHITSUKE SUSTAINSUSTAIN SELFSELFDISCIPLINE & TRAININGDISCIPLINE & TRAINING


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Quality Assurance

page 46

Shitsuke = Self DisciplineShitsuke = Self DisciplineShitsuke = Self DisciplineShitsuke = Self Discipline

We need everyone to maintain

5S guidelines.

To maintain DISCIPLINE, we

need to practice and repeat

until it becomes a way of life..

Discipline is the Core of 5SDiscipline is the Core of 5S


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Quality Assurance

page 47

SHITSUKESHITSUKE SUSTAINSUSTAIN SELFSELFDISCIPLINE & TRAININGDISCIPLINE & TRAINING

Commitment

+ Everyones Involvement

=Success to 5S


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Quality Assurance

page 48

Meaning Every one sticks to the rule and

makes it a habit

Meaning Every one sticks to the rule and

makes it a habitActivity - Participation of everyone in developing good

habits- Regular audits and aiming for higher level

Success - High employee morale

Indicator - Involvement of all people

SHITSUKESHITSUKE -- SUSTAINSUSTAINSHITSUKESHITSUKE -- SUSTAINSUSTAIN


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Quality Assurance

page 49

The rulesThe rulesRemove fixed ideas.

Think of ways to make it possible.

No excuses needed.

Go for the simple solution, not the perfect one.

Correct mistakes right away.

Repeat Why 5 times.

Ask ideas from many people.

There is no end to improvement.


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Quality Assurance

page 50

The benefits . . .The benefits . . .Reduced set-up times

Reduce searching time

Increased floor space

Lower safety incident/accident rate

Less wasted labor

Higher Quality

Lower cost

Reliable Delivery


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Quality Assurance

page 51

5 S Element Waste/ Improvement Item Deliverable

Sorting Visual

Placement

Elimination of finding.

Elimination of nonconformances.

Elimination of motion.

Reduction of part selection errors.

Reduced Costs

Increased Safety

Improved Quality

Increased Product Options.

Systematic

Organization

Elimination of finding.

Reduction of part selection errors.

Reduced Costs

Improved Quality

Increased Product Options

Scrubbing Clean Increased safety.Preventive maintenance.

Increased equipment knowledge.

Increased Safety

Improved Quality

Standardization

Control

Increased equipment life.

Higher morale.

Clean environment.

Increased visibility of nonconformances.

Improved Quality

Consistent Delivery

Improved Safety

Elimination of WasteElimination of Waste


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Quality Assurance

page 52

5 S

Implementation

Plan

Systematic

Organization

CleanlinessVisual Placement

StandardizationProgressive

Enhancement

s

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

Step 6

Verification of Effectiveness


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Quality Assurance

page 53

5SAudit

Conduct an auditConduct an audit

to measureto measure

improvementimprovement


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Quality Assurance

page 54

Roles and ResponsibilityRoles and Responsibility

Leaders must set the tone and lead byexample.

We should commit to the initiative, Providetime to the workforce to develop andimplement 5S changes.

Any implementation should have a drive.

Conduct short, focused and frequentcommunication sessions.

Share the successes


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Quality Assurance

page 55

6Sigma

Disciplined Methodology

Technical Approach

(Quantitative)

Data Driven - Statistical

CustomerFocus

Reduce Variation

Focus on Large Impact Larger/LongerProjects

Kaizen

Philosophical Approach

Common Sense Approach(Qualitative)

Data Driven - Observation

Operational Focus

Waste Elimination 5S

Incremental Change Smaller/ShorterProjects

Complimentary Tools Driving Continuous Improvement

Expandingthe Strategy

Performance Excellence


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Quality Assurance

page 56

ComparativeAnalysis

Improvement Methodologies Similar in Structure Improvements measured againstestablished process Team oriented

Similar improvement tools Measure effectiveness of improvements

Maintain new performance level Standardize & Proceduralize

Results

More Efficient Processes

Comparison

Both are Effective ImprovementMechanisms CPI/6s best applied to large complexproblems Kaizen/Lean best applied to achieveincremental changes and eliminate wastes.

easure- Data Collection

- Determine Process Potential / oals

aluate- oot Cause / ital ew

- Statistical nal sis

Impro e Verif- Implement Improvement

- alidate Improvement

tan ar i e- Standardize / Leverage

- SPC- pdate Procedures

aluate- Baseline Process Performance

- Establish Target

Deci e-Compare solutions

- Choose

Act

-Communicate- Implement improvement- Control

easure

- alidate improvement- Standardize

- pdate ProceduresFocus- educe Process ariation

- Identif Critical Cause and ocus

esources for Maximum Impact

Focus- Eliminate Waste 5S

- Seek Incremental Process Changes

Kai en/Lean6W

Summary- Technical Approach based on Statistical

Analysis- Requires Significant Data Collection

- Best applied to Manufacturing Processes- Typical Projects 1-3 Months

Summary- Common Sense Approach based on

Observation- Applicable to all types of processes

- Defined improvement strategy- Typical Projects 1 week


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Quality Assurance

Countdown begins now.21

35S5S

5s – a program to improve project

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