profero, inc. | leaders in lean...
TRANSCRIPT
© Profero, Inc. 2008 1
Profero, Inc. | Leaders in Lean Enterprise
Profero, Inc.124 W. Polk StreetSuite 101Chicago, IL 60605-1770Tel: .312.294.9900Fax: 312.294.9911www.proferoinc.com
© Profero, Inc. 2008
Lean Building Block: 5SWorkplace Organization and Standardization
Wednesday, September 10, 2008
9:00 – 10:30 am
By
Anthony Manos
© Profero, Inc. 2008
Agenda
• Introduction to 5S– Sort
– Set-in-order
– Shine
– Standardize
– Sustain
• 5S and other Building Blocks of Lean
• A model for implementation
© Profero, Inc. 2008 2
Profero, Inc. | Leaders in Lean Enterprise
Profero, Inc.124 W. Polk StreetSuite 101Chicago, IL 60605-1770Tel: .312.294.9900Fax: 312.294.9911www.proferoinc.com
© Profero, Inc. 2008
5S
Introduction to 5S
© Profero, Inc. 2008
Building Blocks of Lean
Leadership
5SVisual
Standard Work
Batch Size Reduction Quick Changeover
Pull System & KanbanCellular & FlowTPM
VSM
Error-proofing
Teams
Problem Solving
Planning
Kaizen
POUS
Lean Enterprise
Layout
© Profero, Inc. 2008 3
© Profero, Inc. 2008
What is 5S?
• Five words that begin with the letter “S”
• Workplace organization and standardization
• Foundational building block of Lean
• Builds teamwork and discipline
• It’s NOT JUST CLEANING!
© Profero, Inc. 2008
Translation
Self-disciplineSustainDisciplineShitsuke
StandardizeStandardizeStandardizationSeiketsu
SweepingShineCleaningSeiso
Simplifying access
Set in orderNeatnessSeiton
SortingSortOrganizationSeiri
*OtherConversionTranslationJapanese
* there are several other conversions
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© Profero, Inc. 2008
Other Names
• 6S = 5S + safety
• 7S = 5S + safety + security
• 5Cs
1. Clear Out
2. Configure
3. Clean & Check
4. Conform
5. Custom & Practice
• Others
• 5S is the most common term
• Using other terms may confuse people if they see or read other information about 5S
• If done correctly safety is automatically part of 5S
© Profero, Inc. 2008
Garage Story
• 5S is like cleaning out your garage
• Clear everything out, make piles
• Organize the things that you are going to keep
• Clean top to bottom, fix or repair as needed
• What happens 6 months later?
© Profero, Inc. 2008 5
© Profero, Inc. 2008
Sort Set in Order Shine Standardize Sustain
5S Explanation
When in doubt, move it out –
Red Tag technique
A place for
everything and
everything in its place
Clean and inspector
Inspect through cleaning
Make up the rules, follow and enforce them
Part of daily work and it
becomes a habit
5S5S5S
© Profero, Inc. 2008
A 5S Model
5S5S5S
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© Profero, Inc. 2008
Benefits of 5S
• Teamwork and discipline
• Organized workplace
• Safer work environment
• Reduces stress
• Impresses customers
• Reduces waste
• Better handle on costs
• More pleasant place to work
• Supports other Building Blocks of Lean
© Profero, Inc. 2008
5S Philosophy
• 5S is not just about the cleaning
• 5S is not just the steps, it is how you go about your job – are you a Lean thinker?
• Think about the 5Ss as being attributes of the type of person you would want to hire
© Profero, Inc. 2008 7
Profero, Inc. | Leaders in Lean Enterprise
Profero, Inc.124 W. Polk StreetSuite 101Chicago, IL 60605-1770Tel: .312.294.9900Fax: 312.294.9911www.proferoinc.com
© Profero, Inc. 2008
5S Event
Roll up your sleeves and get to work!
© Profero, Inc. 2008
How to Start an Event?
1. Determine target area
2. Assemble team
3. Set goals and boundaries, get supplies
4. Use a “Train-do” approach
5. Perform a Workplace Scan
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© Profero, Inc. 2008
1. Determine the Target Area
Considerations:
• Biggest bang for the buck
• Quick victory
• How many people on the team
• How many days for the event
• Current level cleanliness and orderliness
• Don’t try to bite off more than you can chew –this is a very common mistake in the beginning
© Profero, Inc. 2008
2. Assemble the Team
• 5S Champion
• Project Leader
• Participants from the work area
• Others:
– Internal customers or suppliers
– Maintenance
– “Outsider”
• About 7-10 people
Project Leader5S Champion
Participants
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© Profero, Inc. 2008
3. Set Goals and Boundaries
• Before the actual event, meet with the team to set the goals of the event such as:– Reduce searching time
– Free up 50% of space
– Remove all unnecessary items
– Eliminate safety issues
• Set the boundaries of the event to prevent scope creep
© Profero, Inc. 2008
Get Supplies for Event
• Use a checklist
• Have an “Event Cart” with supplies on it to move from one target area to the next
• Have a “Shine Cart” with the cleaning supplies ready
• Have them stocked and ready to go before the event
5S Pre-Event Checklist
Area / � Item Quantity NotesTraining Room
� LCD Projector 1
� Screen 1
� Laptop 1
� Flipchart 1
� Markers 4 Black, blue, green, red
� Large Post-it notes 12 pk
� Medium size markers 12
� Masking tape 2 rolls
� Pens, pencils & erasers 12
� Clipboards 8
� Rulers 2
� Notepads 12
� Lunch menu 1
�
�
Scan
� Masking tape or chalk line 1 to mark off target area
� 5S Communication Board 1
� Area Information Sheet 1
� A or D size layout of area 4 for Spaghetti diagram
� 5S Audit forms 5
� Digital camera 1
� Photo Log Sheet 2
� Photo Display Board 1
�
Sort
� 5S Supply Cart
� Red Tags 150
� Yellow, white, blue, manila tags 25 ea
� String, masking tape, wire to attach tags
� Pens 12
� Boxes to hold loose items 4
� Red Tag Holding Area sign 1
� Red Tag area 1 Size accordingly (i.e., 10'x10')
� Pallets Move items to Red Tag Area
� Pallet jacks Move items to Red Tag Area
� Carts Move items to Red Tag Area
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© Profero, Inc. 2008
4. Train-do
• Train-do (a.k.a. Learn-do) is the best way to teach people about 5S
• Good for adult learners
• Allows actual project to be worked on so results are instantly seen
• Have training materials prepared and a room near the event that is conducive to learning
• Learn an “S” and then go perform it, repeat
© Profero, Inc. 2008
5. Workplace Scan
• The pre-”S” of 5S
• It’s the kick-off of project
• Allows the team to understand the current state situation of the area
• Provides facts vs. assumptions
• Allows team members to really see their workspace
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© Profero, Inc. 2008
Workplace Scan Steps
As a team:
1. Define the target area for the event
2. Draw a spaghetti diagram of the area
3. Perform an audit and score the area
4. Take before photos
5. Create the 5S/Lean Communication Board
© Profero, Inc. 2008
1. Define the Target Area
• Use masking tape, existing boundaries (walls, floors, etc.), chalk line, etc. to mark the official boundaries of the target area
• Make sure the target area is sized appropriately for the event
Use of physical
boundaries: walls, racks,
etc.
Use of masking tape on floor
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© Profero, Inc. 2008
2. Draw a Spaghetti Diagram
• Have a (scaled) drawing of the target area
• Draw the typical “flow”of people, materials and information
• This identifies motion and transportation waste
• May use to help re-layout area
© Profero, Inc. 2008
3. Audit and Score
• Use an audit checklist to set a baseline score
• Train the auditors
• Understand that the first score typically is not high at the baseline
• Numerical (vs. yes/no)
• Use of 5S “Levels”
• Standardize and customize your audit checklists
5S Levels
Facility/Area Auditor Date
Level Sort Set-in-order Shine Standardize Sustain
20 20 20 20 20 20
19 19 19 19 19 19
18 18 18 18 18 18
Level 5 Disciplined 5S
17
The Red Tag Area is routinely maintained
17
All tools, items, and paperwork are always where they are supposed to be and anyone knows what is going on by looking around
17
The frequency of equipment breakdowns has decreased because of Cleaning and Inspection and safety levels have improved
17
The 5S program is continually improved
17
5S is fully implemented and is self-sustaining
17
16 16 16 16 16 16
15 15 15 15 15 15
14 14 14 14 14 14
Level 4 Commitment to
5S 13
No unneeded items are in the workplace
13
All items can be found within 30 seconds and are properly returned to their assigned location
13
The area is always straightened up and does not have to be cleaned for special events and everyone understands that 5S is more than just cleaning
13
Audits are regularly performed and some improvements are made
13
Corrective actions and area improvements are evident
13
12 12 12 12 12 12
11 11 11 11 11 11
10 10 10 10 10 10
Level 3 Understanding
of 5S 9
Red Tag Stations are setup and used
9
All items are returned to their proper location by the end of the shift and it is obvious when items are out of place
9
The 5S Clean and Inspect schedule is followed and maintained by the team and the area is kept clean
9
One-point Lessons are posted, all required standards are created
9
All team members have 5S training and are participating in the 5S efforts
9
8 8 8 8 8 8
7 7 7 7 7 7
6 6 6 6 6 6
Level 2 Familiarity with
5S 5
Red Tagging is performed regularly
5
All items have a “home” and are marked or labeled
5
5S “One-point” Lessons are created for most major equipment and areas The equipment and area is cleaned to a “like new” condition
5
Most standards are created and audits are performed periodically
5
5S Sustain efforts are initiates (i.e., newsletter, training, meetings, communication, etc.)
5
4 4 4 4 4 4
3 3 3 3 3 3
2 2 2 2 2 2
Level 1 Initial 5S efforts
1
Red Tags are used periodically
1
Most items have a dedicated “home”
1
Initial cleaning of equipment and area
1
Some Standards are created for Sort, Set-in-Order, and Shine
1
5S is recognized as an improvement idea
1
0 0 0 0 0 0
Level 0 Without 5S
Unneeded items in area Red Tag technique not used
Items are not easy to find and put away, it takes longer than 30 seconds to find items, items are lost, damaged or missing, people hoard items
“just in case”
The area and equipment is dirty, cleaning supplies are not easily available and
people do not know their role in keeping the area clean
Standards do not exist or they are not followed
Minimal or no time is spent on 5S
© Profero, Inc. 2008 13
© Profero, Inc. 2008
4. Before Photos
A picture is worth one-thousand words
• Issues “pop” off the picture
• Take overall area shots
• Safety issues• Anything that would be a good Before and After photo
• Mark the locations on an area map or Photo Log to be able to take after photos
© Profero, Inc. 2008
5. Communication Board
• Use to keep everyone informed
• Audit Scores
• Before and After photos
• Spaghetti diagram
• 5S News
• Have short meetings by the board
• Put it in a convenient location
• Keep it current!
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© Profero, Inc. 2008
Scan Complete
• This was the official start of the 5S event
• Bring people from the work area not on the team up to the communication board and explain what’s going on
• Explain what their role will be and ask for input or ideas to make the workplace better
Profero, Inc. | Leaders in Lean Enterprise
Profero, Inc.124 W. Polk StreetSuite 101Chicago, IL 60605-1770Tel: .312.294.9900Fax: 312.294.9911www.proferoinc.com
© Profero, Inc. 2008
Sort
“When in doubt, move it out!”
© Profero, Inc. 2008 15
© Profero, Inc. 2008
Sort
• The first thing to do is to clear the clutter out of the area
• Perform as a team
• Use the “30 day” rule
• Use the Red Tag technique
• Break the “just in case” mentality
• “When in doubt, move it out!”
© Profero, Inc. 2008
Red Tag Technique
• Red Tags are visual signal that something may not belong in your target area
• Attach Red Tags to items that don’t belong in the immediate area
• Move the items to the Red Tag Holding Area
• Use simple Red Tags
• Have Red Tags easily available
© Profero, Inc. 2008 16
© Profero, Inc. 2008
Other Tag Issues
• Some companies use additional color tags for maintenance or safety issues
• Companies that use Red Tags for quality issues have to determine which color tag to use
• Make sure you have wire, string or tape to attach tags to the item
• Make sure everyone on the team has tags and a pen
© Profero, Inc. 2008
Red Tag Area
• The Red Tag Holding Area is a temporaryholding area – meaning things can’t stay in there forever
• If other people or groups need items, they are allowed to take things from the Red Tag Holding Area
• Dispose of items periodically (rules will be setup during Standardize)
© Profero, Inc. 2008 17
© Profero, Inc. 2008
Sort Stories
• Copiers
• Refrigerator
• Nails
Profero, Inc. | Leaders in Lean Enterprise
Profero, Inc.124 W. Polk StreetSuite 101Chicago, IL 60605-1770Tel: .312.294.9900Fax: 312.294.9911www.proferoinc.com
© Profero, Inc. 2008
Decision Point
Set-in-order or Shine?
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© Profero, Inc. 2008
Next Step?
• For some events the decision had to be made whether to perform Shine before Set-in-order
• If a place is so dirty that it doesn’t make sense to put the items back before you clean, then consider Shine before Set-in-order
• If an area is in decent shape stick with the original 5Ss
• Stick to the 5S order as a standard and only deviate when absolutely required
• “Kitchen” story – you don’t move all your items in your kitchen to your living room just to clean it
Profero, Inc. | Leaders in Lean Enterprise
Profero, Inc.124 W. Polk StreetSuite 101Chicago, IL 60605-1770Tel: .312.294.9900Fax: 312.294.9911www.proferoinc.com
© Profero, Inc. 2008
Set-in-order
“A place for everything and everything in its place!”
© Profero, Inc. 2008 19
© Profero, Inc. 2008
Power of Set-in-order
• Now that the area has been cleared out of unnecessary items, it is time to find a “home” for items that will remain
• This is where fantastic results occur
• Reduces:
– Search time
– Stress
– Inventory and supplies
© Profero, Inc. 2008
Everyday Examples
• Kitchen
• Parking lots
• Highways
• Shadow Boards
• Broom racks & Shine Carts
• _______________
• _______________
• _______________
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© Profero, Inc. 2008
Set-in-order
• Now that you have used Sort, decide where the items that you will keep belong
• Decide how many and how to replenish
• Make it visual and obvious if something is out of place
© Profero, Inc. 2008
Guidelines
• If it is used often, keep close at hand (POUS)
• Designated location & label• Use systems like the “2-label” system
• Shadows, lines, color-coding
• Easy to get & put away (ergonomic and safe)
• Get items off the floor & top shelves
Decide Where Things Belong
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© Profero, Inc. 2008
Other Set-in-order Issues
• Make it easy for everyone to find and use them – “30 second” rule
• Avoid Pack-rat mentality
• Use “recoil”, getting items back to where they belong
• Make it obvious when they are not in there correct place
© Profero, Inc. 2008
Visual Controls
Use visual controls to help Set-in-order
• Signs
• Lines
• Labels
• Color-coding
© Profero, Inc. 2008 22
Profero, Inc. | Leaders in Lean Enterprise
Profero, Inc.124 W. Polk StreetSuite 101Chicago, IL 60605-1770Tel: .312.294.9900Fax: 312.294.9911www.proferoinc.com
© Profero, Inc. 2008
Shine
“To clean and inspect”
© Profero, Inc. 2008
Shine
• Shine = clean + inspect
• Perform as a team
• Must plan Shine
• Have the necessary items easily available
• 5S is not just cleaning!
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© Profero, Inc. 2008
• Have to have a plan
• Start at the top and work down
• Clean and inspect major items first
• Be thorough, restore to “like new” condition
• Clean floors and aisle ways last
• Everyone has to participate
• Schedule it
• Take it Serious
Initial Cleaning & Inspection
© Profero, Inc. 2008
Planning Shine
Determine
• Task
• Location
• Who
• When
• Cleaning materials needed
allen wrenches, gloves, rags,
degreaser, chisel, hammer,
vacuum, scrapper
Greg, SteveFront pallet station
scrapper, degreaser, rags, ladders, gloves
Mario, PaulTop of machine
degreaser, gloves, rags, scrapper
Bill, JimChip conveyor
Supplies
NeededTeamTask/Area
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© Profero, Inc. 2008
Additional Ideas for Shine
• Prevent dirt in the first place or at least contain it
• Low cost solution versus breakdowns• Plan ahead• Have the right tools & supplies ready• Make sure supplies are easy to find and put away
Profero, Inc. | Leaders in Lean Enterprise
Profero, Inc.124 W. Polk StreetSuite 101Chicago, IL 60605-1770Tel: .312.294.9900Fax: 312.294.9911www.proferoinc.com
© Profero, Inc. 2008
Before & After
Real World Results
© Profero, Inc. 2008 25
© Profero, Inc. 2008
Before & After
Before
• Work area cluttered
• Safety issues
• Cramped
After
• Better flow
• More safe
• Freed up space
© Profero, Inc. 2008
Before & After
Before
• Too unused items in area
• Couldn’t find things
• Safety issues
After
• Clean, neat and organized
• Less items in area
• Safer
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© Profero, Inc. 2008
Before & After
Before
• Communication board hardly used, incorrect, old information
After
• Team developed new board
• Easy to share information between shifts
© Profero, Inc. 2008
Before & After
Before
• Shipping area
• Cluttered, hard to process items
After
• More stations setup
• Visual
• Ergonomic
• Computer stations
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© Profero, Inc. 2008
Before & After
Before
• Changeover tools in drawers
• Had to search for items
After
• Tools on portable cart
• Easy to get to, easy to put away
© Profero, Inc. 2008
Before & After
Before
• Chips on a magnetic plate
• Cause a short
• Cost $7,000
After
• Replaced cap and chain
• Created standard to remove chips more often
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© Profero, Inc. 2008
Before & After
Before
• Unneeded items
• Some items 6 months worth
• Had to search for items
• Too many or too few
After
• Removed doors
• Returned unneeded items to store room
• Less clutter
© Profero, Inc. 2008
Before & After
Before
• Chemical storage
• Unknown quantities
• Had to search for items
After
• Reduced the amount needed
• Color-coded bottles
• Conveniently located
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© Profero, Inc. 2008
Before & After
Before
• Stairs
After
• Yellow stripes on edge, improved safety
© Profero, Inc. 2008
Before & After
Before
• Safety issue
After
• Visual, yellow lines
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© Profero, Inc. 2008
Teamwork!
Profero, Inc. | Leaders in Lean Enterprise
Profero, Inc.124 W. Polk StreetSuite 101Chicago, IL 60605-1770Tel: .312.294.9900Fax: 312.294.9911www.proferoinc.com
© Profero, Inc. 2008
Standardize
“Make up the rules and follow them!”
© Profero, Inc. 2008 31
© Profero, Inc. 2008
Standardize
• Standardize means to set up the rules for Sort, Set-in-order and Shine
• Have the 5S teams and Design Teams set the standards
• Standards must be simple and easy to follow
• One-point Lessons
• Audits
© Profero, Inc. 2008
Standards for Sort
Red Tag Rules
• When to Red Tag
• How to Red Tag
• What’s go on the Red Tag
• more…
Rules for the Red Tag Holding Area
• When to clear out
• How to dispose of items
• more…
Description: How to fill-out a Red Tag
One-point Lesson
5S Red Tag
Name ______________ Date __________
Item ______________________________
__________________________________
Reason for Tagging __________________
__________________________________
Write in your name
1
Fill-in date tagged
2
Write in the name or
description of the item
3
Write in the reason for tagging(obsolete, needs repair, not
needed, scrap, use unkown, etc.)
4
Attach tag using
wire, tape, string, or other method
5
Move item to the Red Tag Holding Area6
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© Profero, Inc. 2008
Standards for Set-in-order
• Which items
• Where
• How many
• Who replenishes
• Return all items…
• What to do when items are missing
• Visual standards – signs, lines, labels and color coding
• more…
© Profero, Inc. 2008
Standards for Shine
• Clean and Inspect (C&I) Schedule, Lube schedule
• Show the task, person responsible, items needed, frequency, the time element and the desired state
• Where to keep cleaning supplies, how to replenish
• more…
© Profero, Inc. 2008 33
© Profero, Inc. 2008
Key for Standardize
• Make the rules, then follow and enforce them
• People usually think 5S fails at Sustain, but it typically fails at enforcing the rules
• Policies drive behaviors
• Make the rules simple and easy to follow
• Use immediate correction
• Lead by example
• Do not allow 5S to take a backseat to production
Profero, Inc. | Leaders in Lean Enterprise
Profero, Inc.124 W. Polk StreetSuite 101Chicago, IL 60605-1770Tel: .312.294.9900Fax: 312.294.9911www.proferoinc.com
© Profero, Inc. 2008
Sustain
“Make it part of everyday life.”
© Profero, Inc. 2008 34
© Profero, Inc. 2008
5S Discipline
• Management’s support – without this 5S will never work!
• 5S is not something extra, it’s part of everyday work
• Get everyone involved – teamwork
• Helps set the base for other Lean efforts
• On-going communication – newsletters, communication boards, short meetings
• Field trips, benchmarking
• Reward and recognition
© Profero, Inc. 2008
Additional Information for Success
• Everyone has to participate
• Promote participation
• Keep at it, even when it isn’t easy
• Make sure everyone understands what 5S is and why it’s needed
• Remember, 5S is a low cost solution
• 5S is essential for Lean
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© Profero, Inc. 2008
Overcoming Resistance to 5S
• It’s just going to get messy again anyway
• I wasn’t hired to clean, you can do it, I’m not going to
• I know where my things are
• We are clean and neat already
• We don’t have time to do 5S
• We already tried it and it didn’t work
• Don’t bother us with these little things, we’re here to work
• We have a cleaning crew
© Profero, Inc. 2008
Building Discipline
• Walk the talk everyday
• Lead by example
• Take it seriously
• Use immediate correction
• Enthusiasm
• Safety
• Address WIIFM?
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© Profero, Inc. 2008
Report Out
• At the end of the event have the team do a short (30 minute) report out with:– Management– Other people from the work area
– Other interested parties
– Design team members, Steering Committee members
• Document it for your newsletter
© Profero, Inc. 2008
Items to Mention
• Before & After
• Waste
• Attitude
• Communication
• Flow
• Orderliness
• Cleanliness
• Organization
• Teamwork
• Quality
• Ease of use
• Employee involvement
• Safety
• Inventory
• Management support
• Ah-has
• Lessons Learned
© Profero, Inc. 2008 37
Profero, Inc. | Leaders in Lean Enterprise
Profero, Inc.124 W. Polk StreetSuite 101Chicago, IL 60605-1770Tel: .312.294.9900Fax: 312.294.9911www.proferoinc.com
© Profero, Inc. 2008
5S and other Building Blocks of Lean
The power of 5S multiplied
© Profero, Inc. 2008
5S and Other Building Blocks of Lean
Leadership
5SVisual
Standard Work
Batch Size Reduction Quick Changeover
Pull System & KanbanCellular & FlowTPM
VSM
Error-proofing
Teams
Problem Solving
Planning
Kaizen
POUS
Lean Enterprise
Layout
© Profero, Inc. 2008 38
© Profero, Inc. 2008
Other Building Blocks
Primary
• Visual
• Point-of-use-storage
• Layout
• Teams
• Kaizen
• Problem Solving
• Standard Work
Additional
• Error-proofing
• Quick Changeover
• TPM
• Cellular & Flow
• Pull Systems & Kanban
© Profero, Inc. 2008
5S and Other Building Blocks of Lean
Leadership
5SVisual
Standard Work
Batch Size Reduction Quick Changeover
Pull System & KanbanCellular & FlowTPM
VSM
Error-proofing
Teams
Problem Solving
Planning
Kaizen
POUS
Lean Enterprise
Layout
© Profero, Inc. 2008 39
Profero, Inc. | Leaders in Lean Enterprise
Profero, Inc.124 W. Polk StreetSuite 101Chicago, IL 60605-1770Tel: .312.294.9900Fax: 312.294.9911www.proferoinc.com
© Profero, Inc. 2008
How to Implement 5S
5S throughout your facility
© Profero, Inc. 2008
How Setup the Lean 5S Team
• Steering Committee• Design Teams & Coordinators• Sponsors• Champions• Project Leaders• Project Participants
© Profero, Inc. 2008 40
© Profero, Inc. 2008
Champions
Champions
Champions
Lean SteeringCommittee
5S, Visual, POUSDesign Team
CellularDesign Team
Pull/Kanban
Design Team
HPT
Design Team
Design Team
Lean Team Roles & Responsibilities
© Profero, Inc. 2008
Event Chain
Lean SteeringCommittee
5S Design Team
Sponsor Coordinator
Project LeaderChampion
Participants• People from area• Customer/Suppliers• Experts• “Outsider”
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© Profero, Inc. 2008
Events - Coordinator
Lean SteeringCommittee
Design Team
Sponsor Coordinator
Project LeaderChampion
Project LeaderChampion
Project LeaderChampion
© Profero, Inc. 2008
Events - Sponsor
Lean SteeringCommittee
Design Team
Sponsor Coordinator
Project LeaderChampion
Project LeaderChampion
Project LeaderChampion
© Profero, Inc. 2008 42
© Profero, Inc. 2008
Events - Champions
Lean SteeringCommittee
Design Team
Sponsor Coordinator
Project LeaderChampion
Project LeaderChampion
Project LeaderChampion
© Profero, Inc. 2008
Events – Project Leader
Lean SteeringCommittee
Design Team
Sponsor Coordinator
Project LeaderChampion
Project LeaderChampion
Project LeaderChampion
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Steering Committee
Roles & Responsibilities
• Set the Lean policy
• Provide resources – time, people, budgets & remove barriers
• Develop and share the Lean Vision
• Develop the Communication Plan and then deploy it
• “Walk the talk” everyday and fully support the Lean initiatives
• Determine the Design Team make-up and members
• Review the work of the Design Teams
Lean SteeringCommittee
• Members usually from top management, but can include “Value Adders”
© Profero, Inc. 2008
Design Teams
Roles & Responsibilities
• Deploy the Lean policy
• Determine the resources required
– Time, people, budgets, etc
• Determine the best way to implement the Lean Building Blocks in your organization
• Report to the Steering Committee on progress
• Support your Lean Champions
• Members usually from management or “Value Adders”
• Group like Building Blocks together
Design Team
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Design Team Agenda
• Design Teams decide how Lean will be implemented at their facility
• Take into account:
– Organizational Culture
– Change management
– Resources
– Current skills & needed skills
– Size and timing of projects
– Metrics & Goals
• Design Teams may change over time– At first they oversee the implementation plan
– Then they support the sustaining efforts
– They may disband, be absorbed into another Design Team or morph into a new design Team
– Allows members to try different aspects of Lean
© Profero, Inc. 2008
Design Team Mission
• 5S Vision
• Goals and objectives
• Measures or metrics
• Choose the Champion
• Communication Plan
• Learning Plan
• Reward and Recognition Plan
• Deployment Plan or Action Items
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Vision, Goals and Objectives
Vision
• What does the Design Team envision your company to be in regards to 5S?
• Write it down and communication it
Goals & Objectives
• Short-term (1-2 years)
• Medium-term (2-5 years)
• Long-term (5+ years)
© Profero, Inc. 2008
Select Champions
• Use a Skills matrix (or something similar) to determine who are candidates to become Champions
• These are the people that will be your local experts and run events
• Remember that you will need other champions for other Building Blocks
Look for things like:
• Attitude
• Trainer
• Facilitator
• Project Management
• Communication Skills
• Willingness to learn
• Ability to commit time
• Flexibility
• Problem solving skills
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© Profero, Inc. 2008
Measures or Metrics
Target to Improve
Metric
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Function:
7
5
6
3
4
3
2
1
ToPeriod:
From
Base-
line
Metrics
No.Leader / Point
of ContactPeriod
© Profero, Inc. 2008
Communication Plan Example
Function: Date Reviewed Reviewed by
ID
Leader /
Team
Date(s)/Time
(daily, weekly,
monthly, etc.) Key Message
Target
Audience(s)
Method(s) of
Communication
Resources Required
(time, people, budgets) Desired Results
Percent
Complete
Effectiveness
Rating
1 George XX/XX/XX What is Lean?
Managers,
Supervisors, Hourly
Employees
Town Hall Meetings,
Department Meetings,
News letter, One-on-One
15 minute sessions each
week for 4 weeks
Everyone has a basic
understanding of Lean
and its purpose
50% "B"
2Timeline
accomplishments
3Design Team
Updates
Steering Committee,
Design Team
Leaders, Design
Teams
Notebooks with Meeting
Minutes, Bulletin Boards,
Breakroom Poster
Boards, Lab News
Letter, Spreadsheet on P
drive (use for
newsletter?), Team
Leader Meeting (30
minutes every month)4 Screen-savers
5Link on Desktop to Lean
Folder6 Randa Change monthly Lean Vision All Employees Screen Saver Scott, All computer screens
7 Aimee While supplies last Note PadsIn-house Document
Resources, Post-it Notes8 Randa One-time only Fotune Cookis9 Quarterly Picnic/Potluck10 Monthly Contests11 Annouoncements
12Pens, Buttons, Keychain
pull-cord
13Commercials/Advertisem
ents
Communication Lean Communication
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Learning Plan Example
Function: Date Reviewed 10/26/2006 Reviewed by Design Team
ID
Leader /
Team Dates
Learning
Objectives
Target Group/
Individuals
Method(s) of
Learning
Resources Required
(Time, Budget,
People) Tasks Desired Results
Effectiveness
Rating
1 Project
Management
5S Champions Video, workshop,
articles, books, 8-
Week Kaizen Cycle
Article
2 Problem solving -
"5 Whys" technique
5S Design Team,
5S Champions
3 Communication Alma Speech class
4 Alma Basic Excel 5S Champions Julie has a list of
available classes
5 Powerpoint
Navigation
5S Champions, 5S
Design Teams
Julie has a list of
available classes
6 Powerpoint Slide
Creation
5S Champions Julie has a list of
available classes
7 How to run a 5S
Event
5S Champions 8-Week Kaizen
Cycle article, T rain-
do, 3 Porjects,
T rain-the-trainer,
Lead 4th Project
8 How to run a 5S
Event
5S Design Team 8-Week Kaizen
Cycle, attend 1st
5S Event
Learning Plan 5S, Visual and POUS
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Reward & Recognition Plan Example
Function: Date Reviewed Reviewed by
ID
Leader /
Team
Frequency
Date(s)
What behavior /
action is being
rewarded
Target
(Person, Team
or Group
eligible)
Type of Reward
and Recognition or
Method(s) of
Recognition
Resources
Required (time,
people, tasks)
Recommendation
Method / Process Criteria
Cost
(Maximum
and
Estimate)
1 Steering
Committee
Per ocrrence,
Monthly
Announcement
Early Adoption of Lean
Principles and
techniques
Individual
Achievement
Announced during the All-
Staff Meeting
Nomination Form (10
Minutes), Acceptance
by Steering Committee
(5 minutes), Added to
All-Staff Meeting
Agenda (1 min),
Announcement and
Recognition (2 minutes)
Can be nominated by
peers, manager or
supervisor
Must provide
appropriate
reason(s)
$0
2 Design TeamsEach Kaizen
Event is Eligible
Outstanding Kaizen
EventTeam based
Lunch provided for team
by company
Lean Champions or
Project Leaders
nominate Kaizens (15
min), Design Teams
determine awardees
(15 min), Lunch (45
minutes)
Lean Champion
nominate outstanding
projects
Based on: results,
team work,
extraordinary
efforts, etc.
Est. $120 per
month, Max.
$250 per
month
3 Supervisors Quarterly Adherence Department
Mention in Lean
Newsletter, Posted on
Lean Communication
Board, Congratulations
Letter from President
Audits (30 minutes per
week), tabulating scores
(30 minutes per
quarter), addition to
newsletter (5 minutes)
The Department with the
highest adherence rating
(according to audits) and
the least amount of errors
95% or greater
adherence to
standards
$0
4
5
6
7
8
9
Recognition Plan 5S, Visual, POUS
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Deployment Plan - “Zoning”
• A common approach to determining the 5S Events is to create a zone map of the work areas
• This allows the Design Team to break down the 5S efforts in smaller more manageable events
21
3
4
5
2
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Deployment Plan
• Make sure the plan is flexible
• Follow the plan and update it
Sales Production Scheudling Purchasing Shipping/Receiving Fabrication Assembly
QC Maintenance Engineering
Week 1 - Lean
Overview training
Week 2- 5S, Visual
Controls & POUS
Week 1 - 5S, Visual
Controls & POUS
Week 2- Introduction
to Lean Training
Week 1- 5S, Visual
Controls & POUS
Week 2- 5S, Visual
Controls & POUS
Week 3 - Introduction
to Lean training
Week 4 Week 3 Week 4 Week 3 - QCO Week 4 - 5S, Visual
Controls & POUS
Week 1- 5S, Visual
Controls & POUS
Week 2 Week 1 Week 2 - QCO Week 1- 5S, Visual
Controls & POUS
Week 2 - QCO
Week 3 Week 4 Week 3- 5S, Visual
Controls & POUS
Week 4- Introduction
to Lean Training
Week 3 Week 4
Week 1 Week 2 Week 1- Supermarket
& Kanban system
Week 2- Introduction
to Lean Training
Week 1 Week 2
Week 3 Week 4 - QCO Week 3 Week 4 Week 3 Week 4
Week 1- Supermarket
& Kanban system
Week 2 Week 1 Week 2- Supermarket
& Kanban system
Week 1 Week 2
Week 3 Week 4 Week 3 Week 4 Week 3 Week 4
January February March
Comments - 2 sessions of Lean Over view
Training w ith 20 people each.
Comments Comments
Comments Comments Comments - No projects schedule w eeks 2-4
for holidays and vacations.
July August September
Comments - No projects schedule f irst tw o
w eeks because of vacations.
Comments Comments
Lean Projects Matrix - 2005
October November December
April May June
Comments Comments Comments
10 50% 50% 13
7 35% 35% 7
3 15% 15% 0
20 20
ID
Sta
tus
Cla
ssific
atio
n
Effo
rt
Impact
Pri
ori
ty
Description Start Date End Date Leader Team
Maintenance Items
1 C A L H Replace dirty filters on motors 5/11/2006 5/11/2006 Tee
2 C A L M Exposed stud on floor 5/11/2006 5/11/2006 Mario
3 N B H H Fix leaks by tool changer
4 I A L H Fix leaks by lube area 5/11/2006
5 N B M M Power cabinet door open
6 I B M H Fix air leaks 5/11/2006 Steve
7 I B M H Need an operator platform 5/11/2006 Paul
8 I B M H Clean/replace/repair windows 5/11/2006 Mario
9 N A L M Fix cords on floor (safety)
10 C A L L Fix door handle on panel side 5/11/2006 5/11/2006 Jack
11 I A M H Paint machine 5/11/2006 Paul
12 N B M HPower cord to chip conveyor needs to be
replaced (conduit) (safety)
13 I A L H Signs, lines, labels
14 I A M H Scissor jack
15 N A L H Mark gages with correct ranges
16 N A L M Order and install power strip on work bench Jim
17 N A L HOrder and install electrical cord floor safety
coverJim
18 N A L H Order and install wash dip tank Jim
19 N A M H Fix and install arm cover on tool changer
20 N B M H Fix oil leak on main way (z-axis)
C = Management Help NecessaryC = Complete
Total Action Items:
Classification
5S Kaizen 2200
N = Not Started
I = In-progress
5S Project:
Status
A = No Assistance Needed
B = Other Resources Needed
Percent Complete
50%
35%
15%
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Champions
Lean Champions
Roles & Responsibilities
• Deploy the Lean policy via training, implementation and Kaizen Blitz
• Feedback information to the Design Team on progress
• Be given the time to support the Lean efforts
• Make presentations and communicate the results of the Lean projects
• Members usually from management or “Value Adders”
• Motivated to learn, lead and improve their organization
© Profero, Inc. 2008
Champion’s Agenda
• Be ready to commit time to Lean projects
• Be willing to learn and continually improve
• Become a Lean content expert
• Have skills in training, public speaking, project management and be a team player
WIIFM
• Gain new skills
• Valued by the organization
• Exciting, new assignments
• Learn other aspects of Lean
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8-Week Kaizen Cycle
87654321
Project Closeout
Follow-up Week 3
Follow-up Week 2
Follow-up Week 1
Kaizen Event
Final preparation
Prepare for event
Initial team meeting
Item
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8-Week Cycle and Champions
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
2
3
4
5
6
7
8
2
3
4
5
6
7
8
2
3
4
5
6
7
8
2
3
4
5
6
7
8
2
3
4
5
6
7
8
2
3
4
5
6
7
8
2
3
4
5
6
7
8
2
3
4
5
6
7
8
2
3
4
5
6
7
8
2
3
4
5
6
7
8
2
3
4
5
6
7
8
2
3
4
5
6
7
8
2
3
4
5
6
7
8
2
3
4
5
6
7
8
2
3
4
5
6
7
8
2
3
4
5
6
7
8
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Project Leader
Roles & Responsibilities• Facilitate the Team’s activities
• Provide resources for training (room, computer, flip charts, camera, etc.)
• Responsible to follow-up and close-out of the project– 30-day “Action Item” list– Lessons Learned
• Communicates to management as necessary
• Usually the highest stakeholder in the Kaizen Event or Project
• Good facilitation skills, desire to complete projects
© Profero, Inc. 2008
Project Teams
Members
• Lean Champion
• Project Leader
• Cross-functional team
– Include someone from “outside” the process
LeanChampion
(Content Expert)
TeamMembers
ProjectLeader
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Deployment Example
• The Steering Committeesets the policy
• The Design Teamsdetermines how to deploy the policy
• The Lean Champions are the technical experts for Kaizen Blitz or projects
• The Project Leaders or Team Leaders are in charge of making sure everything gets done on time
SteeringCommittee
Design Team
ChampionsKaizen Events& Projects
© Profero, Inc. 2008
Momentum
• Have to build a “critical mass” of employees trained in Lean and apply principles
• Build “buy-in” and get people onboard
• “Bandwagon” affect
Organizational Alignment
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Q&A
• Questions
• Comments
© Profero, Inc. 2008
Resources
Resources:
• www.5Ssupply.com
• www.visual-work-place.com
• www.enna.com
• www.productivitypress.com
• www.lean.org
• www.sme.org
• www.ame.org
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© Profero, Inc. 2008
Developer
Anthony Manos• Tony Manos is a Catalyst with
expertise in Lean and quality. Trained and certified by the Department of Commerce, National Institute of Standards and Technology (NIST) in Lean principles and as a trainer in Lean courses. He is an international speaker on Quality and Lean Enterprise topics.
• Mr. Manos has helped over 100 companies with Lean from point-solutions to full implementations in diverse industries, applications and company size.
• Mr. Manos is a Senior Member of ASQ with several certifications. He was the co-founder of the Lean Enterprise Division of ASQ and past Chair. He is also a Shingo Prize Examiner and helped developed the AME/SME/Shingo Prize Lean Certification.
© Profero, Inc. 2008
Thank You
Feel free to contact me if you have any comments or questions
Tony ManosCatalystProfero, Inc.124 W. Polk Street, Suite 101Chicago, IL 60605-1770USAOffice: 312.294.9900Cell: 312.718.0078Fax: 312.294.9911Email: [email protected]: www.proferoinc.com