Final Delivered 11-03-09

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From Microscope to Telescope MFP (PLANT 8) / MCI WED - 11/03/2009 MHP TRAINING ROOM PRESENTERS: OMER BICER- GEORGE KHURSHID

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THIS PRESENTATION INCLUDES: OBJECTIVES OF MANUFACTURING OBJECTIVES – MANUFACTURING ORGANIZATION OBJECTIVES – CUSTOMER ACHIEVING OBJECTIVES -> ORGANIZATION + CUSTOMER VALUE ADDITION vs NON-VALUE ADDITION 7 WASTES LEAN MANUFACTURING PRESENT SITUATION OF MCI LEAN TOOLS OVERVIEW BASIC TOOLS ACTION PLAN : IMPLEMENT 5S’ IMPROVEMENT ACTIVITIES INTRODUCTION / DEFINITION SIGNIFICANCE of “5S” OBJECTIVES (& example) ACHIEVEMENTS SUMMARY DOs’ & DONTs’ of “5S” KEY IMPLEMENTATION FACTORS ENGLISH EQUIVALENTS of “5S” “5S” DETAILED

OBJECTIVESMANUFACTURING ORGANISATION : 

OBJECTIVESMANUFACTURING ORGANISATION Create Stakeholder Value: Return on Investment (ROI) Profit How: By meeting: CUSTOMER EXPECTATIONS! Thereby, ENSURING CUSTOMER SATISFACTION! 1A

OBJECTIVESCUSTOMERS : 

OBJECTIVESCUSTOMERS 1B Why Are We Here? Customer Demands Quicker response time More product options Shorter product life cycles Cancellations/revisions Price pressures/cost reductions Quality requirements

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Trade Offs’? 1B OBJECTIVESCUSTOMERS ARE THESE REALLY Trade Offs’? ALL ABOVE REQUIRED TO BE MET AT ALL TIMES!

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Key to PROFITABILITY Is based on: LOWERING of COSTS 1C ACHIEVING OBJECTIVESORGANIZATION + CUSTOMERS THEREFORE: MANUFACTURING

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ONE way to minimise COST is to minimize activities that do not add value 1C ACHIEVING OBJECTIVESORGANIZATION + CUSTOMERS WHAT IS: VALUE ADDED? & NON-VALUE ADDED? QUESTION???

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VALUE ADDED (VA) [absolutely necessary] transforms raw material and information into parts or products NON VALUE ADDED (NVA) = WASTE [not absolutely necessary] consumes resources but does not contribute directly to the production of materials or product 1D CUT WASTE --> CUT COST --> PROFITABLE MAKE RIGHT THING IN RIGHT QUANTITY AT RIGHT TIME (NVA) - WASTE

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Product encounters 3 activities IT GETS: MOVED PROCESSED WAITED MOSTLY, WAITING / MOVING = 95% of time PROCESSING = 5% of time 1D “VALUE ADDED” VS “NON-VALUE ADDED” (VA) (NVA) - WASTE RATIO

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THEREFORE, FOCUS will be on REDUCTION of WASTE 1C ACHIEVING OBJECTIVESORGANIZATION + CUSTOMERS NON VALUE ADDED (NVA) [not absolutely necessary] CUT WASTE --> CUT COST --> PROFITABLE MAKE RIGHT THING IN RIGHT QUANTITY AT RIGHT TIME

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TOTAL TIME (ORDER to DELIVERY) 1C ACHIEVING OBJECTIVESORGANIZATION + CUSTOMERS TOTAL TIME (ORDER to DELIVERY) PAST: PRESENT:

7 WASTES : 

Rejects/Reworks/Defects Defective units producing or reworking scrap. Eg salvaging of components Reasons: Unclear instructions Lack of standard process 1E 7 WASTES

7 WASTES : 

2. Waiting Waiting hanging around, idle time (time when no value is added to the product) Reasons: parts to arrive machine to cycle 1E 7 WASTES

7 WASTES : 

7 WASTES 3. Over-production Producing over customer orders, producing unordered materials / goods. Reasons Long set-ups Ignoring customer demands 1E

7 WASTES : 

7 WASTES 4. Excess Transportation Handling, unnecessary moving or handling. Double Handling. Reasons High WIP High finished goods stock Inappropriate layout 1E

7 WASTES : 

7 WASTES 5. Excess Inventory Unnecessary raw materials in stores, WIP, finished stocks. Reasons Long set-up times Out of balance capacities 1E

7 WASTES : 

7 WASTES 6. Over-Processing Unnecessary processing or procedures (work carried out on the product which adds no value). Reasons Long cycle times Inappropriate machines 1E

7 WASTES : 

7 WASTES 7. Excess Motion Movement of equipment or people that add no value to the product. Reasons Incorrect layouts Equipment excessively spaced 1E

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ALL 7 WASTES CONTRIBUTE to HIGH INVENTORY BUILD UPs! 1E 7 WASTES

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What wastes are there? 1E 7 WASTES MFP PLANT 8

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SECTION: INJECTION MOLDING PART NO.: JM2H / 3H ACTION: IDENTIFICATION of WASTES 1E Mold Press Insertion Press Pre Assy Pin Assy Paint Comp & Rubber Store Adhesion Process Testing Warehouse 7 WASTES EXAMPLE

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EVIDENT WASTES ARE: Inventory (WIP) Transportation, Motion (Manual and double handling) Rework (Rejects) Waiting (Tool set-up, waiting for parts) Other issues: Flow parts crossing paths backward flow 1E 7 WASTES EXAMPLE CONTD…

2. LEAN MANUFACTURING : 

2. LEAN MANUFACTURING 2 HISTORY of LEAN DEFINITION of LEAN REASONS for LEAN ULTIMATE (LEAN) FACTORY COMPARISON of TRADITIONAL vs LEAN manufacturing PREVENTION of FAILURE in LEAN BEST MANUFACTURING APPROACH “LEAN”

LEAN MANUFACTURING : 

Lean was Born in the U.S.A. Time & Motion Studies (1900s) Ford production system established (1913) Lean was first practiced in Japan Dr. Deming’s management system is studied (1950s) Toyota Production System (revealed in 1973) LEAN MANUFACTURING 2A HISTORY of LEAN

LEAN MANUFACTURING : 

LEAN MANUFACTURING System of identifying and eliminating 7 wastes through continuous improvement methodologies. Enables Inventory (stock/components/WIP/product) to be subsequently reduced. 2B DEFINITION of LEAN

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TRADITIONAL APPROACH MANUFACTURING DILEMMA LEAN APPROACH INVENTORY 7 WASTES REDUCED, CAPABLE PROCESSES, STANDARD PRACTICES INVENTORY LEAN MANUFACTURING 2C PROBLEMS HIDDEN HIGH COST CONSUMPTION INVENTORY PROBLEMS to be ATTACKED FIRST RESULT: REASONS for LEAN

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LEAN MANUFACTURING NO 7 WASTES EXISTS! 2D

Where Some Companies Fail : 

Where Some Companies Fail CHANGE things not behavior Mile wide/inch deep Fail to reduce setup times Fail to sustain the gains Fail to think OUTSIDE the BOX Fail to train teams “Order” change, ignore support 2F LEAN MANUFACTURING BE CAREFUL in LEAN!

3. PRESENT SITUATION OF MCI : 

3. PRESENT SITUATION OF MCI Tangible and Intangible Items 3

PRESENT SITUATION OF MCI : 

PRESENT SITUATION OF MCI INTANGIBLE ITEMS House Keeping – Better 5S Minimizes non-value added elements Easier to schedule-level workload Improved customer service Promotes team work-empowers employees Improved utilization of resources Easier to manage-visual control WIP TANGIBLE ITEMS $ Value – Return on Investment Fill Rate Quality 3

PRESENT SITUATION OF MCI : 

PRESENT SITUATION OF MCI All 7 WASTES are causing high inventory – one way or another! 3 CONCLUSION! So a reduction in inventory levels (depicted as High Inventory Turnover) should be our focus for evaluating our manufacturing improvements. PRESENT NEED!

4. LEAN TOOLS : 

BASIC TOOLS 7 WASTES CURRENT STATE MAPPING STANDARD WORK 5 S METRICS 4. LEAN TOOLS OVERVIEW 4A 1 2 3 PRE-REQUISITE for LEAN MANUFACTURING JOURNEY! BASIC TOOLS

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LEAN TOOLS PRODUCTION PROCESS - SPLITTED into AMOUNTS of WORK ELEMENTS of WORK - EASILY UNDERSTOOD STANDARDISATION ALLOWS SUBSEQUENT WORKS ARE: ALWAYS PERFORMED – in the SAME WAY ENSURES SAFE, QUALITY, PRODUCTIVE ENVIRONMENT OUTPUT is closely CONTROLLED FLEXIBILITY is RETAINED WITHOUT REPEATABILITY -> QUALITY CANNOT BE CONSISTENT ALL ACTIONS NEEDS to take place in the SAME SEQUENCE AIMS: BALANCE OUR OPERATIONS to MATCH CUSTOMER DEMAND ALLOWS US to: 4B

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LEAN TOOLS EXAMPLE - IDENTICAL PROCESSES - DIFFERENT METHODS WHICH IS BEST? TAKING BEST ELEMENT of each COMBINE into NEW METHOD EVERYONE to FOLLOW NEW! BEFORE STANDARDIZATION AFTER STANDARDIZATION 4B

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LEAN TOOLS An essential step required for Waste Elimination An integral step in IMPROVEMENTS! A required element to achieve Lean Manufacturing. SORT STORE SHINE STANDARDISE SUSTAIN 5s 5S – WORKPLACE ORGANIZATION 4B

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LEAN TOOLS “If it doesn’t add value it’s waste.” Henry Ford ,1926 4B

LEAN TOOLS : 

LEAN TOOLS BASIC TOOLS Identify 7 wastes Map Current State Standardise Work IMPLEMENT 5S’ 4B Metrics

LEAN TOOLS : 

4B HOW OTHERS SHOW 5S’ LEAN TOOLS

LEAN TOOLS : 

UNDERSTANDING of STEPS TO DEVELOP an ENVIRONMENT WHICH: is Organized is Safe is Productive is capable of smooth work flow puts the operator in control 5S’ – NOT JUST HOUSEKEEPING LEAN TOOLS 4C

LEAN TOOLS : 

LEAN TOOLS 4C ACTION PLAN : IMPLEMENT 5S’ Work Instruction Sheets Standardisation of set-ups Standards of load/unload Layout of tooling Housekeeping TO INCLUDE REVIEW & UPDATE OF:

5. IMPROVEMENT ACTIVITIES : 

5. IMPROVEMENT ACTIVITIES INTRODUCTION / DEFINITION SIGNIFICANCE of “5S” OBJECTIVES (& example) ACHIEVEMENTS SUMMARY DOs’ & DONTs’ of “5S” KEY IMPLEMENTATION FACTORS ENGLISH EQUIVALENTS of “5S” “5S” DETAILED ACTION PLAN : IMPLEMENT 5S’ 5

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5A DEFINITION of “5S” IMPROVEMENT ACTIVITIES 5 STEPS METHOD of ORGANIZING a: WORKPLACE / HOME / ANY AREA PHILOSOPHY FOCUSES on: EFFECTIVE WORK PLACE ORGANIZATION STANDARD WORK PROCEDURES

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SORT REMOVAL of UN-NECESSARY STUFF STORE PLACE for EVERYTHING & EVERYTHING in PLACE SHINE REGULAR CLEANING / REMOVAL REASONS for CONTAMINATION STANDARDIZE VISUAL STANDARDS at WORKPLACE SUSTAIN PRACTICING MAINTAINANCE of DISCIPLINE 5S’ – NOT JUST HOUSEKEEPING 5A DEFINITION of “5S” IMPROVEMENT ACTIVITIES

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5B SIGNIFICANCE of “5S” (i) IMPROVEMENT ACTIVITIES A 3rd class workplace: Has people who make a mess & no one cleans up A 2nd class workplace: Has people who make a mess & another group of people cleans up A 1st class workplace: Has people who don’t make a mess & yet everyone cleans up! THREE TYPES of WORKPLACE WHO WE ARE:

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5B IMPROVEMENT ACTIVITIES “Where there is NO STANDARD, there can be NO IMPROVEMENT.” If we do not do 5S, we can’t do any other work efficiently. They are features which are common to all places and are the indicators of how well an organization is functioning. SIGNIFICANCE of “5S” (ii)

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REDUCING: WASTED EFFORT TIME ACCIDENTS STRESS THEREFORE, IMPROVING WORKPLACE AND CUSTOMER SERVICE 5C OBJECTIVES of “5S” IMPROVEMENT ACTIVITIES WASTE IDENTIFICATION & ELIMINATION TOOL 5s

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AFTER “5S” BEFORE “5S” 5C EXAMPLE of “5S” IMPROVEMENT ACTIVITIES

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High in PRODUCTIVITY Consistent in QUALITY COST-EFFECTIVE Accurate in DELIVERY SAFE for people to work High in MORALE 5D ACHIEVEMENTS of “5S” IMPROVEMENT ACTIVITIES “5S” – CONTRIBUTES to ALL: PQCDSM

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FOUNDATION of continuous IMPROVEMENT First step – IDENTIFICATION & ELIMINATION of 7 WASTES 5E SUMMARY of “5S” IMPROVEMENT ACTIVITIES Removes unnecessary objects from the workplace Develops a habit: PLACE for EVERYTHING & EVERYTHING in its PLACE Avoids time-wasting through repeat searching, stock-taking etc. Enables effective equipment maintenance through regular checking and cleaning IF IMPLEMENTED SUCCESSFULLY, IT:

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Keep an open mind Maintain a positive attitude Create a safe environment Practice mutual respect Treat others as you’d like to be treated There is no such thing as a dumb question Understand the process Just do it! Never leave in silent disagreement One person, one voice–no position or rank 5F DOs’ & DONTs’ of “5S” IMPROVEMENT ACTIVITIES

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CONTINUED COMMITMENT & SUPPORT by TOP MANAGEMENT 5S STARTS with EDUCATION & TRAINING NO OBSERVORS in 5S EVERYONE PARTICIPATES REPEATABLE 5S CYCLE ALWAYS LOOKING for HIGHER STANDARD 5F KEY IMPLEMENTATION FACTORS of “5S” IMPROVEMENT ACTIVITIES

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1st “5S” = SORT 5H IMPROVEMENT ACTIVITIES Distinguish between necessary and unnecessary Items. Eliminate the unnecessary items DEFINITION Establish a criteria for eliminating unwanted items either by disposing them or by relocating them. ACTIVITY Area saved or percentage of space available SUCCESS INDICATOR DETAILED “5S”

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Red tag process Key idea: “When in doubt, move it out” Prepare tags Attach red tags to unneeded items Remove red tagged items Evaluate (disposition) red-tagged items 1st “5S” = SORT 5H IMPROVEMENT ACTIVITIES

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Which ??? For STORE Classification Required Action Look for a buyer who offers the best price Work out a less costly and safe way for disposal Throw away immediately Can be placed farther away Must be placed near the point of use Must be stored separately with clear identification 1st “5S” = SORT 5H IMPROVEMENT ACTIVITIES

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Search Floors Aisles Operation areas Work Stations Corners, under equipment Small rooms Offices Loading docks Inside cabinets Look for unneeded equipment Machines, small tools Dies, jigs, bits Conveyance equipment Plumbing, electrical parts Look for unneeded furniture Cabinets Benches, tables Chairs Carts Search these storage places Shelves Racks Closets Sheds Search the walls Items hung up Old bulletin boards Signs Other _________ Look for unneeded materials Raw material Supplies Parts Work-in-process Finished goods Shipping materials Look for other unneeded items Work clothes Helmets Work shoes Trash cans Other AREAS to SEARCH 1st “5S” = SORT 5H IMPROVEMENT ACTIVITIES

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2ND “5S” = STORE 5H IMPROVEMENT ACTIVITIES To determine type of storage and layout that will ensure easy accessibility for everyone DEFINITION Functional storage PLACE for EVERYTHING EVERYTHING in its PLACE ACTIVITY Time saved in searching Time saved in material handling SUCCESS INDICATOR P.E.E.P.

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How to achieve Systematic Arrangement ? Decide where things belong Decide how things should be put away Obey the Put away rules 2ND “5S” = STORE 5H IMPROVEMENT ACTIVITIES

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How to achieve Systematic Arrangement ? Decide where things belong - Standardize Names - Determine an appropriate method of storage Decide how things should be put away - Name & locations to everything. Label both item and location - Store material functionally - Prevent mistakes by coding with shapes & colour contd.. 2ND “5S” = STORE 5H IMPROVEMENT ACTIVITIES

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How 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 2ND “5S” = STORE 5H IMPROVEMENT ACTIVITIES

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SORT STORE Classification Required Action Must be stored separately with clear identification Can be placed farther away Must be placed near the point of use 2ND “5S” = STORE 5H IMPROVEMENT ACTIVITIES

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USE : 1 ) Signboards 2) Color codes 3) Outline markings 4) Labels 2ND “5S” = STORE 5H IMPROVEMENT ACTIVITIES

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3RD “5S” = SHINE 5H IMPROVEMENT ACTIVITIES SHINE / CLEANING: TRASH, FILTH, DUST DEFINITION Keep workplace spotlessly clean Inspection while cleaning Finding minor problems - cleaning inspection ACTIVITY MACHINE DOWNTIME - REDUCED ACCIDENTS - REDUCED SUCCESS INDICATOR

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CLEANING means: MORE than just keeping THINGS CLEAN CLEANING should be viewed as: FORM of VISUAL Inspection PREVENTIVE measures should be taken: to tackle problems (dust, grim, burrs, leakage etc.) 3rd “5S” = SHINE 5H IMPROVEMENT ACTIVITIES ROOT CAUSE SHOULD BE ADDRESSED & ELIMINATED!

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Various Minor Defects = Trash = Dirt =Knocking = Loose parts = Leaks =Scattering =Skips =Curvature =Abrasion =Rust =Scratches =Eccentricity =Lurching =Abnormal =Vibration Movements =Abnormal =Heat =Abnormal Sounds smells =Faded colour =Hisses 3rd “5S” = SHINE 5H IMPROVEMENT ACTIVITIES

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Minutes Every day for cleaning Devote time everyday for cleaning your work area Participation of everyone is required Attack hard to clean places regularly 3rd “5S” = SHINE 5H IMPROVEMENT ACTIVITIES

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Cleaning-Inspection points for most equipment Cleaning Grime, clogging, dust balls, rust, leakage etc. Oils No oil, Low oil, leakage, filter clogging, dirty oil, dirty or bent oil lines, clogged drainage, oil spillage, worn& torn ports etc. 3rd “5S” = SHINE 5H IMPROVEMENT ACTIVITIES

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4TH “5S” = STANDARDISATION 5H IMPROVEMENT ACTIVITIES STANDARDS & NORMS For a neat & clean workplace PROCEDURES for WORKS DEFINITION Innovative visual management Color coding Early detection of problem & early action ACTIVITY Success in SORT, STORE, SHINE SUCCESS INDICATOR

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MOST IMPORTANT: VISUAL MANAGEMENT 5S CAN APPLY ONCE but for KEEP GOING: VISUAL MANAGEMENT is REQUIRED!!! 4th “5S” = STANDARDIZATION 5H IMPROVEMENT ACTIVITIES REGULARIZING “3S” ACTIVITIES ABNORMALITIES REVEALED EVERYONE IDENTIFIES – THINGS NORMAL? INPUTS: OUTPUTS:

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Some methods for visual communication Color coding Use of Labels Danger alerts Indication where things should be put Directional arrows/ marks Transparent covers Performance indicators 4th “5S” = STANDARDIZATION 5H IMPROVEMENT ACTIVITIES

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1. Make them easy to see from distance 2. Put the display on the things 3. Everyone can tell what is right and what is wrong 4. Anybody can follow them and make necessary corrections easily 5. Work place should look brighter & orderly 4th “5S” = STANDARDIZATION 5H IMPROVEMENT ACTIVITIES IMPORTANT POINTS in making VISUAL CONTROLS

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Traffic signal Zebra crossing In car - Petrol indicator - Speed indicator Direction arrows Electric danger sign 4th “5S” = STANDARDIZATION 5H IMPROVEMENT ACTIVITIES SOME EVERYDAY VISUAL SIGNS (example)

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5TH “5S” = SUSTAIN 5H IMPROVEMENT ACTIVITIES STICK to the RULE + MAKE this HABIT!!! DEFINITION Participation of everyone in developing good habits Regular audits and aiming for higher level ACTIVITY High employee morale Involvement of all people SUCCESS INDICATOR EVERYONE

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Determine the methods your team will use to maintain adherence to the standards 5-S concept training 5-S communication board Before and after photos One point lesson Visual standards and procedures EG.Daily 5-minute 5-S activities EG.Weekly 5-S application 5th “5S” = SUSTAIN 5H IMPROVEMENT ACTIVITIES

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We need everyone to maintain 5S guidelines. To maintain 5S DISCIPLINE, we need to practice and repeat until it becomes a WAY OF LIFE. Discipline is the Core of 5S 5th “5S” = SUSTAIN 5H IMPROVEMENT ACTIVITIES

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Discipline means HABIT of MAINTAINING PROCEDURE IF no DISCIPLINE – ALL EFFORTS ARE UNSUCCESSFUL THEREFORE, ALWAYS: PLACE for EVERYTHING EVERYTHING in PLACE UNWANTED??? DISCARD!!! WORK AREA ??? ALWAYS NEAT n CLEAN!!! WE NEED EVERYONE to MAINTAIN HOUSE KEEPING PRACTICE & REPEAT UNTIL It becomes WAY of LIFE!!! Discipline is the Core of 5S 5th “5S” = SUSTAIN 5H IMPROVEMENT ACTIVITIES

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AIM It should be our constant effort to maintain our workplace in good order by: Assigning a Place for Everything & Everything in its Place (PEEP) Sorting out unwanted material periodically & discarding them Keeping my work area neat & clean everyday 5th “5S” = SUSTAIN 5H IMPROVEMENT ACTIVITIES

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EXAMPLE: STANDRADIZED & CLEAN WORKPLACE 5I IMPROVEMENT ACTIVITIES

Heat Treatment Area in Japan : 

Heat Treatment Area in Japan EXAMPLE: STANDRADIZED & CLEAN WORKPLACE 5I IMPROVEMENT ACTIVITIES

Heat Treatment Area in Japan : 

Heat Treatment Area in Japan EXAMPLE: STANDRADIZED & CLEAN WORKPLACE 5I IMPROVEMENT ACTIVITIES

Heat Treatment Area in Japan : 

Heat Treatment Area in Japan EXAMPLE: STANDRADIZED & CLEAN WORKPLACE 5I IMPROVEMENT ACTIVITIES

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Promotion Tools Implementation Tools Evaluation Tools Congratulations! 5S Checklists CEO’s Inspection Tours 5S Guidance Stickers 5S Days (once a month) 5S Study Tours 5S Newsletters 5S Posters 5S Banners 5S Badges 5S Inter-Department Competition Photographing for Improvement 5F START UP on “5S” IMPROVEMENT ACTIVITIES

THANK YOU : 

THANK YOU ANY QUESTIONS?

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What is 5S? Sort and discard unnecessary items in the workplace. Arrange necessary items so that they can easily be selected for use. Clean your workplace completely so that there is no dust on the floors, machines or equipment. Keep one’s workplace productive and comfortable by repeating Seiri-Seiton-Seiso. Train people to follow good work habits. SORT: STORE: SHINE: 5S Contributes to PQCDSM Productivity - increased competitiveness Quality - no defects Cost - no waste Delivery - no delays Safety - no accidents Morale - good teamwork STEP 1 Sort 1 Store 1 Shine 1 Standardize1 Sustain 1 Keep only necessary items Assign items a place . In each section clean one machine well Create a clean workplace STEP 2 Sort 2 Store 2 Shine 2 Standardize2 Sustain 2 Do not put anything on the floor Make needed items accessible Increase the number of clean machines Create a comfortable workplace STEP 3 Sort 3 Store 3 Shine 3 Standardize3 Sustain3 Separate work areas from passageways Reduce searching time Increase the number of clean machines Create a healthy and safe workplace STEP 4 Sort 4 Store 4 Shine 4 Standardize4 Sustain 4 Create more space for effective use Reduce walking distances Keep all the machines clean and shiny Create a highly productive workplace Discard unnecessary items more often Arrange items by type and size - Select a machine and clean it completely Clean one’s workplace daily Use wagons to transport items - Remove obstacles around needed items Use more convenient cleaning tools Set up a cleaning schedule Draw lines to separate passageways for people Use labels to simplify retrieval - Prevent machines from getting dirty Eliminate hazards Reduce excess inventory - Place frequently used items close by Combine cleaning with inspection Introduce creative thinking TARGETS ACTIONS STANDARDIZE: SUSTAIN: How to do 5S Step by Step PASSPORT TO SUCCESSFUL 5S 5S is fundamental to productivity improvement

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What is 5S? Sort and discard unnecessary items in the workplace. Arrange necessary items so that they can easily be selected for use. Clean your workplace completely so that there is no dust on the floors, machines or equipment. Keep one’s workplace productive and comfortable by repeating 3 S. Train people to follow good work habits. SORT: STORE: SHINE: STANDARDIZE: SUSTAIN: PASSPORT TO SUCCESSFUL 5S 5S is fundamental to productivity improvement