Lean in Action5S System: Techniques for Efficient Workplace

Organization

Management MeetingMonth X, 20XX

2

What is 5S?

• A visual method of workplace organization• 5S helps to:

- Have needed material, tools, supplies, and documentation at hand, organized, and identified

- Maintain a clean work area with tools and equipment in top condition

- Standardize workplace organization

- Maintain a occupationally-safe, ESD-safe, FOD-free workplace

3

Why employ 5S?

• An organized, clean workplace:- Shortens Span Times

- Reduces the non-value added work of searching for materials, tools, equipment and paperwork

- Reduces Floor Space requirements

- Prevents and detects errors and defects

- Raises team pride and job satisfaction

- Makes work easier to accomplish

• In short, an organized workspace -enhances safety

- improves quality

-and reduces cost and cycle time

4

Elements of a 5S Program

1.Sort

2.Set in Order

3.Shine

4.Standardize

5.Sustain

5

SORTRemove all

non-essentialitems fromaround thework area.

Any essentialitems that donot fit or work,or are broken,

are tagged for action.

SET IN ORDERA place foreverything

andeverythingin its place.

Arrange itemsso they canbe found,retrieved

and returnedeasily.

SHINERemove dust,dirt & debris.Cleaning willalso highlightany previously

unforeseenproblems.Prioritize

safety, qualityand reliability

issues.

STANDARDIZESpread

through thework place.

Checklists aremade showingexactly where

and whenregular

maintenanceshould take

place.

SUSTAINEveryone

who uses thework area isencouragedto adopt thenew system.Eventually

the newarrangementswill becomethe culture.

For 5S to be effective, everyone must take full responsibility for their own area of work, while

supporting 5S throughout the shared workplace

5S - Down to Basics

6

Elements of a 5S Program1.Sort

- Eliminate the clutter “When in Doubt, Throw It Out!”

- Create a place for everything and put everything in its place

- Arrange needed items so that they are easy to use and label them so that “anyone” can find them and put them away

- Use Visual Aids to aid understanding and minimize complexity Shadow Boards Labels (“Return addresses”) Clearly marked places for items that are movable Area Identification signs Lines on the floor

2.Set in Order

3.Shine

4.Standardize

5.Sustain

7

What work

is being

Performed?

Sort: Workstations

8

Sort: Workstations

Before

After

9

Sort: 5S Holding Area

• If unsure whether or not to discard an item, a 5S Holding Area should be established

• Items should remain in the area for a short period of time, reassessed, and either discarded or (if needed) placed back into the work area

• All items should have a 5S Holding Tag for identification (next slide)

• Items will be logged in a database and tracked

10

Sort: 5S Holding Tag (example)

• Tag is used for tracking and maintaining items that are in the 5S Holding area that are to be reevaluated for either disposal or for placement back into appropriate area

• 5S Holding Tag should be filled out completely and logged into database

Date:

Tagged By:

Location:

Why in Holding Area:

1. Discard

2. Return to

3. Move to Common Holding Area

4. Other

1. Equipment

2. Tools

3. Flight Hardware

4. GSE

5. Supplies

6. Other

ACTION

5S Holding Tag

CATEGORY

Item Description:

Date placed in Holding Area

Individual that tagged the item

Area item came from (stock, assembly, Test area etc.)

Short description (include P/Ns if necessary)

Reason why in Holding Area (obsolete, not needed, broken, etc.)

Proposed next steps to take

Used to track all items

example

11

Elements of a 5S Program

1.Sort2.Set in Order

- Organize and label, set boundaries and limits “A Place for Everything and Everything in its Place”

• Why: Makes things easy to locate, easy to put away, readily apparent if missing

• Results: No wasted time looking for tools or documents; they are identified and on hand when needed

- One-Step Rule: Nothing that is used daily is stored more than a step away. Improve economy of motion, save valuable seconds, and make the job less frustrating.

- 45 Degree Rule: Arrange the immediate work area layout to minimize twisting, especially applicable for bench work. If something weighs more than a few pounds, make sure it is beyond immediate reach so the lifter must reposition the body properly for lifting.

- Strike Zone Rule: Store things above the knees and below the chest. This will help to reduce the chance of back strain.

- Higher the Pounds - Closer to Knuckles: Locate heavy items to eliminate bending, stooping or unnecessary arm movements during lifting.

12

Set In Order: Tool Crib Before Organization

13

Set In Order: Tool Crib After Organization

14

Set In Order: Unorganized Toolbox

15

Set In Order: Organized Toolbox

16

Elements of a 5S Program

1.Sort

2.Set in Order

3.ShineClean everything, inside and out

“Inspection Through Cleaning”• Why: Nobody works well around a mess; FOD can ruin or delay a

mission; a clean workplace promotes pride and demonstrates an interest in quality; cleaning allows us to find problems with equipment and tools in time to prevent delays

• Results: A bright, clean, organized, work area that promotes confidence, quality, and on time delivery

4.Standardize

5.Sustain

17

Shine: Before Cleaning

18

Shine: After Cleaning

Recognize and Reward the Team !!

19

Elements of a 5S Program

1.Sort

2.Set in Order

3.Shine

4.StandardizeDocument the standard method for workplace organization

so we always do things in the same way “Everything in a State of Readiness”

• Why: Standardizing the way we maintain a work area and perform our work promotes consistency in how work is approached and accomplished, and allows easier cross training and movement of personnel

• Results: Standardized presentation of work areas, material and tools for work

5.Sustain

20

Standardize: Best Practices for Organization

Old way

New Standard

21

Standardize: Best Practices for Organization

Old way

New Standard

22

Standardize: Shadow Part Kits

23

Elements of a 5S Program

1.Sort

2.Set in Order

3.Shine

4.Standardize

5.Sustain- Maintain discipline through systems and a supportive

culture “Launching quality with persistence.”

• Why: Without sustaining the first 4 Ss, they will die; promotes a continuous improvement environment

• Results: Ever improving quality, cycle times, on time commitments; high motivation, recognition for excellence

24

Sustain: Teams set Standards to meet Customer Demand

• Communications Board in the area shows the Continuous Improvement List, Current Schedules and Metrics

• White board is for anyone to post any issue to be put on the Continuous Improvement List

25

Sustain: Teams set Standards to meet Customer Demand – Show progress

Publicity !

26

(Assessed Work Area)

8

8

11

11

12

0

5

10

15

20

1S (Sort)

2S (Set in Order)

3S (Sweep)4S (Standardize)

5S (Sustain)

Current Assessment

Previous Score

Sustain: Standard Assessment Score (spider web chart)

27

• Form 5S Teams:- All players who regularly work in the work are/ center

- If you use tools, hook up & use test equipment, handle parts, or regularly handle travelers, drawings or Work Procedures in the area, we want you on the team

• Conduct 5S Kaizen event:- Learn what a 5S workplace looks like

- Only needed things present

- Clean; dustless

- All things organized, arranged and identified

- Visuals help tell at-a-glance the state of the workplace (signs, posters, arrows, charts, schedules, etc.)

Getting Started

28

Getting Started

• Plan for Success:- Set team 5S goals

- Appoint 5S champion(s)

• First Steps:- Post 5S team roster with leader, champions, and backups for

calibration, shelf life, job supplies

- Create a 5S holding area Sort unneeded items and move them to the 5S holding area

- Conduct monthly 5S Assessments Using Standard 5S Assessment

SSG 5S ScoreMay -November 2007

0

20

40

60

80

100100k Ante Room

100k Clean Room

Component Test Lab #1

Component Test Lab #2

Electronic Work Center

Expansion Bay

Harness Work Center

Large Vibe

Mechanical Work CenterReceiving Inspection

RF Range

Shipping & Receiving

Small Vibe

Stockroom

Thermal

TVAC

Propulsion Test

May

June

July

August

September

October

November

78788274717156Propulsion Test

64646458525260TVAC

72726670707466Thermal

929296100969082Stockroom

86868282724850Small Vibe

82828282806670Shipping & Receiving

64646662606048RF Range

78788278747276Receiving Inspection

94949486868680Mechanical Work Center

58585858564450Large Vibe

64646464584244Harness Work Center

88886056505060Expansion Bay

90908084787872Electronic Work Center

64646460606060Component Test Lab #2

90907878766060Component Test Lab #1

60605448425066100k Clean Room

64646054506872100k Ante Room

November

October

September

AugustJuly

June

May

Area

78788274717156Propulsion Test

64646458525260TVAC

72726670707466Thermal

929296100969082Stockroom

86868282724850Small Vibe

82828282806670Shipping & Receiving

64646662606048RF Range

78788278747276Receiving Inspection

94949486868680Mechanical Work Center

58585858564450Large Vibe

64646464584244Harness Work Center

88886056505060Expansion Bay

90908084787872Electronic Work Center

64646460606060Component Test Lab #2

90907878766060Component Test Lab #1

60605448425066100k Clean Room

64646054506872100k Ante Room

November

October

September

AugustJuly

June

May

Area

Monthly 5S Scoring

-- example only --

30

Levels of Achievement

What Level What Level is Your Work is Your Work

Area?Area?

SORT SET IN ORDER SHINE STANDARDIZE SUSTAIN

LEVEL 1

Just Beginning

Necessary and

unnecessary items are

mixed together in the work area.

Tools, supplies and

materials are randomly located.

Work/break areas and

machinery are dirty and disorganized.

Work place methods are not

consistently followed and are not documented.

Work place checks are

randomly performed and

there is no visual measurement of 5S

performance.

LEVEL 2

Focus on Basics

Necessary and

unnecessary items are

separated.

Designated location

established for all items

as needed.

Work/break areas and

machinery are cleaned on

a regularly scheduled

basis. Key items identified.

Methods are being improved,

but changes have not been

documented.

A recognizable effort has

been made to improve the condition of the

workplace.

LEVEL 3

Make It Visual

All unnecessary items

have been removed from the work area.

Designated locations are

marked to make

organization more visible (color, outlines, labels,

numbers, etc).

Visual Controls are in

place for labeling and quantity levels. Machines

are cleaned daily.

Working environment changes

are documented and

performed the same by all employees. Visual Controls are

in place for labeling and

quantity levels.

5S schedules and safety

practices have been developed and are

utilized.

LEVEL 4

Focus On

Consistency

A dependable,

documented method has been established to

keep the work area free

of unnecessary items.

Documented method of

visual sweep to identify items out of place or

exceeding quantity

limits.

5S techniques are understood and practiced

continually. 5S schedules

are posted and followed.

Substantial process documentation is available and

followed.

Follow through with 5S schedules and safety

practices is evident.

LEVEL 5

Focus on

Prevention

Waste is immediately

visible and triggers a

planned response with

root cause analysis and

corrective action.

Defined process to

evaluate and improve

movement and motion.

Dependable, documented

method of preventative cleaning and

maintenance.

Everyone is continually seeking

the elimination of waste with changes documented and

information shared.

There is a general

appearance of a confident

understanding of, and

adherence to, the 5S

principles.

31

• Designate and identify location(s) for cleaning gear• Tape aisle ways and perimeter of work areas• Shadow box all needed tools; hang large tools on outline boards• Sweep/ shine floors; post a cleaning schedule w/ names &

assignments• Clean in corners, around I-beams & columns; wipe off wire

molds, vents, equipment, cabinets so that there is no dirt, dust, paper clips, loose pens, loose papers, sticky notes, throw away or put away ANYTHING laying around

• Remove things from the top of cabinets, consoles, tables, chairs, etc.

Let’s Go !

32

• ANYTHING that HAS to be stacked is stacked neatly (90°) in a designated location

• Implement visual helps to indicate where things go, including cleaning and safety gear

• Conscientiously conduct FOD and ESD surveillance• Perform TPM on equipment• Keep aisles clear; limit extension cords; no tripping or tipping

hazards; call attention to safety equipment locations• Visually highlight equipment safety features (emergency stops,

stay out areas, etc.)

Let’s Go !

33

• Post evacuation routes near exits

• ID chemical storage cabinet locations and check frequently

• ID and Wear protective equipment

• Have MSDS sheets in a clearly marked area

• Find a place for EVERYTHING; mark its perimeter and identify it

• Maintain the 5S bulletin board

• Evidence “clean-as-you-go” throughout the day

• Assess the area monthly; discuss and act on results

• Post results in 5S display area

• Hang posters, signs, etc. to sustain 5S

Let’s Go !

Lean in Action5S System: Techniques for Efficient Workplace

Organization

Management MeetingMonth X, 20XX