5s

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TRAINING 5S

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Slide 1:

Spreading Worldwide A Nation Grows with Improved Productivity SUPER5S IS FOR EVERYONE

Slide 2:

Kaizen versus Innovation

Slide 3:

Productivity Improvement is for Everyone There are two contrasting approaches to improving productivity in companies: 1. the gradualist approach - Kaizen 2. the great-leap approach - Innovation Kaizen means improvement. Moreover, it means continuing improvement in one’s personal life, home life and working life. When applied to the workplace, Kaizen means continuing improvement that involves everyone - managers and workers alike. Japanese companies generally favor the gradualist approach and Western companies the great-leap approach. Innovation is dramatic, a real attention-getter. Kaizen, on the other hand, is often undramatic and incremental. In fact, every Japanese company concentrates on Kaizen or an employee involvement program, because it is within the control of every manager and supervisor. It is less expensive than capital investment (innovation). It enhances the quality of work life; it recognizes participative management; it improves quality of products and services; it reduces costs of operation, etc.

Slide 4:

Features of Kaizen and Innovation Effect Long-term but undramatic Short-term but dramatic Pace Small steps Big steps Timeframe Continuous and incremental Intermittent Change Gradual and constant Abrupt and volatile Approach Group efforts Individual ideas and efforts Involvement Everybody Selected few Mode Maintenance and improvement Scrap and build Know-how Conventional know-how Technological breakthrough Requirement Little investment Large investment Orientation People Technology Evaluation Process and efforts Results for profits

Slide 5:

KAIZEN INCREMENTAL BUT CONTINUOUS PROGRESS

Slide 6:

INNOVATION DRAMATIC BUT INTERMITTENT PROGRESS HIGHER STANDARD ACHIEVED THROUGH INNOVATION IS SUBJECT TO DETERIORATION UNLESS CONTINUING EFFORTS ARE MADE FIRST TO MAINTAIN IT AND THEN TO IMPROVE IT

Slide 7:

KAIZEN PLUS INNOVATION DESIRABLE PROGRESS BY COMBINATION OF TWO OPPOSING APPROACHES

Slide 8:

Various Kaizen Programs Integrated into the Workplace Seiri, Seiton, Seiso, Seiketsu, Shitsuke Kaizen Suggestion System QC Circle Total Quality Control Total Productive Maintenance Just-In-Time Production

Slide 9:

Overlapping Areas between Kaizen Programs

Slide 10:

A Suggested Sequence of Implementing Kaizen Programs Start Here

Slide 11:

What is 5S? 5S is the beginning of a healthy, comfortable and productive life for everyone at work. This is fundamental to productivity improvement. When implemented successfully in a company, 5S will bring about amazing changes. For example, all unnecessary items are removed from the workplace, only necessary items are conveniently located near users, and machines and equipment become clean and shiny. 5S is an acronym for five Japanese words that are Seiri, Seiton, Seiso, Seiketsu and Shitsuke. The driving force for a 5S program comes from people. In this respect, Shitsuke is critical to its success. Shitsuke is to train people accordingly so that they will follow good habit. After the spirit and practice of a good 5S is installed as a platform, a company can then develop and implement a Super 5S program which requires a higher level of creativeness and Kaizen approaches. Super 5S is for Everyone presents the know-how of 5S techniques plus useful Kaizen illustrations. Therefore, I believe this textbook will serve as a good manual for managers and Kaizen Engineers.

Slide 12:

Transferability of 5S to Companies Outside of Japan It was in 1986 when I first introduced 5S to companies in Singapore. Since then, increasing number of companies there are implementing 5S activities successfully. In recent years, I did the same in many other countries including Malaysia, Thailand, Korea, China, India, Sri Lanka, Russia, Hungary, Poland, Bulgaria, Columbia, Uruguay, Brazil, Costa Rica, and Mexico. Responses in those countries are very positive, and many other companies would like to implement 5S. 5S is a very popular productivity improvement program in Japan today, and is becoming popular in many other countries for the following solid reasons: The workplace becomes clean and better organized. Results are visible to everyone - insiders and outsiders. Visible results enhance the generation of more, and new ideas. People are naturally disciplined. Operations on the shop-floor and office become easier and safer. People become proud of their clean and organized workplace. As a result the company’s good image generates more business.

Slide 14:

Super 5S is a Company-wide Participation Program for Kaizen Super 5S is a company-wide participation program involving everyone in the organization. It is a very effective approach for motivating people, and improving productivity and the work environment .

Slide 15:

Super 5S Contributes to Each Element of PQCDSM A company that is implementing Super 5S successfully is always: high in Productivity consistent in Quality Cost-effective accurate in Delivery Safe for people to work in high in Morale

Slide 16:

Four Major Objectives of a Super 5S Program Developing Kaizen-minded people at workplace. Building good teamwork through participation. Developing managers and supervisors for practical leadership. Improving infrastructures for introduction of advanced Kaizen technologies.

Slide 17:

Super 5S is Becoming Popular for Seven Solid Reasons The workplace gets cleaned up and better organized. Shopfloor and office operations become easier and safer. Results are visible to everyone - insiders and outsiders. Visible results enhance the generation of more and new ideas. People are naturally disciplined. People take pride in their clean and organized workplace As a result the company’s good image generates more business.

Slide 18:

Super 5S Can Expect Participation from More People for Four Reasons It is within the reach of companies of any size; small, medium, and large. It can be practiced by companies in any business; manufacturing, commerce, and service. Its philosophy is easy for everyone to understand; it does not require one to understand difficult terminology. Everyone loves a clean, comfortable, and organized workplace.

Slide 19:

The Origin of The Term 5S 5S is a set of five Japanese words. Each word starts with a sound of “se” or “shi”. They are Se-i-ri, Se-i-to-n, Se-i-so, Se-i-ke-tsu, and Shi-tsu-ke.

Slide 20:

Seiri is the sorting out and discarding of unnecessary items in the workplace.

Slide 21:

Seiton is the arrangement of necessary items into good order so that they can be easily selected for use.

Slide 22:

Seiso is cleaning up one’s workplace completely so that there is no dust on floors, machines or equipment.

Slide 23:

Seiketsu is maintaining one’s workplace so that it is productive and comfortable by repeating Seiri-Seiton-Seiso.

Slide 24:

Shitsuke is training people to follow good work habits and the strict observation of workplace rules.

Slide 25:

The Three Different Types of Workplace A 3rd class workplace: has people who make a mess and no one cleans up. A 2nd class workplace: has people who make a mess and another group of people clean up. A 1st class workplace: has people who don’t make a mess and yet everyone cleans up.

Slide 26:

REPEATING THE 5S CYCLE

Slide 27:

Four Key Factors for Successful Super 5S Continued commitment and support by top management Super 5S starts with education and training There are no observers in Super 5S, everyone participates Repeat the 5S cycle in order to achieve a higher standard

A Clean and Organized Workplace is High in Productivity and Safe for People to Work :

A Clean and Organized Workplace is High in Productivity and Safe for People to Work

Slide 29:

Step by Step Implementation of a SUPER5S Program

Slide 30:

A Six-step Super 5S Two-year Master Implementation Plan Step 1: Preparations Step 2: The CEO’s Official Announcement Step 3: Big Cleaning by All Colleagues Step 4: Initial Seiri Step 5: Daily Seiri, Seiton and Seiso Step 6: Periodic 5S Audits

Slide 31:

PHASE PREPARATION PENETRATION AND ADVANCEMENT STEP SUPER 5S PROGRESS CHART FOR TWO-YEAR MASTER IMPLEMENTATION PLAN MONTH MAINTENANCE AND UPGRADING Preparations * Understanding philosophy and benefits of Super 5S by CEO * CEO’s visit to Super 5S model companies * CEO’s commitment to Super 5S implementation * Organize Super 5S Working Committee * Appoint Super 5S facilitators * Train Super 5S facilitators and practitioners CEO’s Official Announcement * CEO officially announces implementation of Super 5S for 2 years * CEO explains objectives of Super 5S program to all colleagues * Publicize Super 5S organization and assignments by area * Promote Super 5S with banners, posters and newsletters * Organize basic Super 5S training programs for all colleagues Big Cleaning by All Colleagues * Organize a full-day of ‘Big Cleaning Day’ twice a year * Organize small groups who are responsible for assignments in divided areas of the company’s premises. * Provide enough cleaning tools and materials * Implement a company-wide big cleaning for one day * Big cleaning includes the elimination of unnecessary items and wastes Initial Seiri * Establish a Disposal Standard for unnecessary items * Organize a full-day of Seiri activity twice a year * Everyone concentrates to identify and stratify unnecessary items for elimination * Unnecessary items that cost a lot should be evaluated so as to prevent the occurrence of such waste Daily Seiri, Seiton and Seiso * Seiri: Throw away things that are not needed and not being used * Seiton: Improve locations and methods for storing things so that searching time is minimized * Seiso: Set up a daily cleaning schedule for the creation of a healthy and comfortable workplace * Motivate colleagues to come up with creative improvements Periodic Audits on Super 5S * Establish a Super 5S evaluation and incentive plan * Conduct a Super 5S audit regularly by auditors * Organize a Super 5S inter-departmental competition for upgrading * Award groups and individuals for their contributions * Organize study tours to other companies doing Super 5S * Organize Super 5S inter-company competition to sustain the program SUPER ５S PROGRAMS 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 FROM 1 / 1 / 1996 TO 31 / 12 / 1997

Slide 32:

The CEO should understand the philosophy and benefits of Super 5S. The CEO’s visit to Super 5S model companies. The CEO’s commitment to Super 5S implementation. Organize a Super 5S Working Committee. Appoint Super 5S facilitators. Train Super 5S facilitators and practitioners.

Slide 33:

The CEO officially announces the implementation of a Super 5S program for two years. The CEO explains the objectives of Super 5S program to all colleagues. Publicize the Super 5S organization chart and layout diagram showing areas divided by borders for the assignment of responsibilities to small groups of people. Work out various promotional tools including banners, posters, pamphlets and newsletters. Organize off- and on-the-job training programs on the basics of Super 5S to all colleagues.

Slide 34:

Organizing to Implement Super 5S

A People-Centered Clean and Organized Workplace (Target Vision) 1F :

A People-Centered Clean and Organized Workplace (Target Vision) 1F

Slide 36:

Groups Responsible for Implementing 5S by Area 1F

Slide 39:

Organize “A Big Cleaning Day” immediately after the 5S implementation announcement by the CEO. Divide the company premises into small areas and assign small groups of people to be responsible for each area. Provide enough cleaning tools and materials. Implement a company-wide full day’s big cleaning by all colleagues. This big cleaning also includes Seiri of wastes and items identified as being unnecessary. A Big Cleaning Day should be organized twice a year on a continuing basis.

Slide 40:

Establish Disposal Standards for unnecessary items. Initial Seiri is an activity practiced by everyone to get rid of all unnecessary items after a big cleaning day. Every one concentrates to identify and stratify unnecessary items for elimination. Unnecessary items that cost a lot should be evaluated so as to avoid future purchase of unneeded items. A company-wide, full-day of concentrated Seiri activity should be organized twice a year on a continuing basis.

Slide 41:

How to SEIRI Your Workplace

Slide 42:

Why Do Unnecessary Items Accumulate? Change in sales-production plan The excessive ordering The incorrect ordering The lack of quality control The lack of quantity control Improper storage locations and or poor storage methods A poor receiving and issuing system Duplicated ordering or delivering Aged or obsolete machines and equipment Damage by improper handling The duplicated production and storage of paper work Others

Slide 43:

When, Who and Where to Seiri Unnecessary Items? On big cleaning days, everyone tries to eliminate unnecessary items. Twice a year, organize “A Big Seiri Day” and everyone concentrates on the elimination of unnecessary items. During daily Seiri, Seiton and Seiso activities, everyone tries to eliminate unnecessary items and tries to prevent the accumulation of wastes. Mangers and 5S auditors walk around workplaces and advise people in charge about the elimination of unnecessary items.

Slide 44:

Seiri: Throw away things that are not needed and not being used. Use space more economically (space is money). Seiton: Improve locations and methods of storing things so that searching and retrieval time is minimized (time is money). Seiso: Continue daily cleaning schedule for the creation of a healthy and comfortable workplace. Motivate colleagues to come up with creative improvements for the workplace.

Slide 45:

How to SEITON Your Workplace

Slide 46:

Seven Seiton Principles Follow the first-in-first-out (FIFO) method for storing items. Assign each item a dedicated location. All items and their locations should be indicated by systematic labeling. Place items so that they are visible to minimize search time. Place items so they can be reached or handled easily. Separate exclusive tools from common ones. Place frequently used tools near the user.

Slide 48:

FIFO - Push out Store according to product lines Sliding transport Before 5S activity SUPERSEITON

Slide 56:

Matching labels Open/Close separation SUPERSEITON

Slide 63:

Hanging hoses on hooks Color identification Clear ground surfaces SUPERSEITON

Slide 64:

Some Good Seiso Practices Practice 5-10 minutes of Seiso daily. Assign an owner to each machine. Combine cleaning (Seiso) with inspection. Repeat sweep-wipe-polish-check-fix. Organize a Big Cleaning Day once or twice a year.

Slide 66:

Slide 67:

Maintaining and Upgrading an Attained Level of Seiketsu When you repeat Seiri-Seiton-Seiso activities correctly, your workplace will become clean and organized. We call this state of being Seiketsu. To maintain and upgrade the already attained level of 5S, the following approaches are effective: (1) A 5S audit by top management (2) An inter-departmental 5S competition (3) An inter-company 5S competition

Slide 68:

Some Suggested Good Shitsuke Practices Contact people with a big smile. Be a good listener. Be devoted and kaizen-oriented. Demonstrate team spirit. Conduct yourself as the member of a reputable organization. Be punctual. Always keep your workplace clean and tidy. Observe safety rules strictly.

Slide 69:

5S IMPROVEMENT RECORDS RECORD IMPROVEMENTS WITH PHOTOGRAPHS SPARE PARTS STORAGE 88 01/04/95 10/04/95 Very messy. Needs Seiri, Seiton and Seiso Much improved, but... needs further study STEP 1 STEP 2

Slide 71:

Establish 5S evaluations and incentive plans. Conduct 5S audits regularly by auditors. Organize 5S inter-departmental competitions to sustain activities. Periodically award groups and individuals implementing good 5S practices in appreciation for participation. Organize study tours to other companies practicing 5S so that the mutual exchange of ideas will help to bring about improvements. Organize 5S inter-company competition to prevent backsliding and for further upgrading.

Slide 72:

How to Audit and Guide SUPER5S Activities

Slide 73:

Twelve Focal Points Super 5S Auditors Should Examine Do the CEO and managers support Super 5S program? Are people proud of their workplaces? Are workplaces clean and organized? Are workplaces safe for people to work in? Are machines and equipment clean and well maintained? Are items easy to retrieve? Are machines and tools conveniently located? Are inventories stored for FIFO retrieval? Are products free from dust? Do people clean daily without prompting? Are the uniforms worn by people clean and tidy? Is a good image of the enterprise reflected in its people?

Slide 74:

Rules for Participating in Super 5S Inter-Departmental Competitions - 1 1. Objectives Proposed competitions are aimed at improving the organization’s total productivity through everyone’s participation in the Super 5S program. Qualification for Participation Any department which is implementing 5S on a certain level is eligible for participation. 3. Competition Period Each competition will be organized for a period of 6 months, two times a year on a continuing basis. 4. Auditing Team An auditing team appointed by the Super 5S Steering Committee will visit each competing department and evaluate its Super 5S activities at the end of each competition period. 5. Super 5S Evaluation Forms One of the following Super 5S Evaluation Forms will be used by the auditors according to the function of the participating departments:

Slide 75:

Rules for Participating in Super 5S Inter-Departmental Competitions - 2 (a) Super 5S Evaluation Form - Factory / Operation Site (b) Super 5S Evaluation Form - Office 6. Evaluation 1) Two Aspects of the Evaluation Evaluation scores will be recorded by each auditor in two aspects of Super 5S activities for each participating department: (a) Scores on the 5S Level Achieved (b) Scores on the Super 5S Practice Identified 2) Evaluation on the 5S Level Achieved Each auditor is expected to mark his score on each itemized question listed on the form and enter the added total score in the space TOTAL SCORE (a). ADJUSTED SCORE (maximum 100) will be obtained by the the following formula: ADJUSTED SCORE = TOTAL SCORE (a) / NO. OF ITEMS EVALUATED (b) x 10

Slide 76:

Rules for Participating in Super 5S Inter-Departmental Competitions - 3 3) Evaluation of the Super 5S Practice Identified Each auditor is also expected to look for Super 5S practice(s) implemented in each department, and give an additional score to such good practice(s) according to it(s) value(s) in the space BONUS SCORE FOR SUPER 5S PRACTICE(S) provided on the form (maximum 20). 4) Final Score The ADJUSTED SCORE (for 5S level achieved) and the BONUS SCORE FOR SUPER 5S PRACTICE(S) are totaled and become the FINAL SCORE (maximum 120). 5) Auditor’s Explanation on Super 5S Practice(s) Identified Each auditor should explain his reason(s) for awarding a BONUS SCORE in the space SUPER 5S PRACTICE(S) IDENTIFIED. 6) Auditor’s Comments for Future Improvement Each auditor is advised to state his comments for future improvement suggested in the space COMMENTS FOR IMPROVEMENT.

Slide 77:

Rules for Participating in Super 5S Inter-Departmental Competitions - 4 7. Awarding With better results and psychological effects in mind, the implementing organization should work out an awarding method that can encourage, but not discourage, the participating colleagues and departments toward intended objectives.

SUPER 5S EVALUATION FORM - FACTORY / OPERATION SITE DEPARTMENT: :

materials / parts work-in-process finished products defective / rejects machines / equipment wiring / piping dies / tools / jigs spare parts / lubricants containers / pallets racks / shelves / cabinets carts / wagons / forklifts lifts / conveyers / cranes desks / tables / chairs forms / files / records floors / passages / stairways walls / windows / ceiling lighting / ventilation working wears / shoes safety devices fire extinguishers / fire exits cleaning tools / waste baskets canteens / toilets / lockers external areas / gardens security guards / car parks are they conveniently located and labeled for easy retrieval? are they conveniently located for easy handling? are they conveniently located and labeled for easy retrieval? are they clearly labeled for separation from good items? are they clean, safe, well-maintained and convenient to operate? are they laid out in a tidy, safe and convenient manner? are they conveniently labeled and placed at designated locations? are they conveniently labeled and placed at designated locations? are they clean and conveniently placed at designated locations? are they dust-free, tidy and conveniently labeled for items stored? are they well-maintained and placed at designated locations? are they clean, tidy, safe and well-maintained? are they clean and organized inside and outside? are they up-to-date, easy to retrieve and at convenient locations? are they dust-free, tidy, safe and well-maintained? are they dust-free, tidy, safe and well-maintained? are they adequate for efficient operation? are they clean and do they present a good image? are they conveniently located for use and well-maintained? are they adequate and cleaned regularly? are they clean, tidy and well-maintained? are they clean, tidy and well-maintained? are they clean, tidy, safe and do they present a good image? are they clean, tidy, safe and do they present a good image? TOTAL SCORE (a) ADJUSTED SCORE = (a) / (b) x 10 BONUS SCORE FOR SUPER 5S PRACTICE FINAL SCORE NO. OF ITEMS EVALUATED (b): AUDITOR: DATE: COMMENTS FOR IMPROVEMENT: ITEM FOCUS SCORE SUPER 5S PRACTICE IDENTIFIED: SUPER 5S EVALUATION FORM - FACTORY / OPERATION SITE DEPARTMENT: 20 15 10 5 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2

SUPER 5S EVALUATION FORM - OFFICE DEPARTMENT: :

20 15 10 5 0 TOTAL SCORE (a) ADJUSTED SCORE = (a) / (b) x 10 BONUS SCORE FOR SUPER 5S PRACTICE FINAL SCORE NO. OF ITEMS EVALUATED (b): AUDITOR: DATE: COMMENTS FOR IMPROVEMENT: SUPER 5S PRACTICE IDENTIFIED: desks / tables / chairs cabinets / shelves documents / files forms / office supplies telephones facsimiles typewriters / word-processors computers / monitors printers copying machines electric wiring lighting / ventilation floors / walls / windows / ceiling fire extinguishers emergency exits safety devices working clothes / shoes waste baskets are they tidy and conveniently organized? are they clean and labeled for the easy retrieval of things needed? are they clean and systematically organized? are they tidy and conveniently stored for retrieval? are they clean and well-maintained? are they clean and well-maintained? are they clean and well-maintained? are they clean and well-maintained? are they clean and well-maintained? are they clean and well-maintained? Is it tidy, safe and conveniently laid out for operation? are they adequate for efficient operation? are they dust-free and well-maintained? are they adequate and well-maintained? are they adequate and clear of obstacles in case of emergencies? are they adequate and well-maintained? are they clean and do they present a good image? are clean and well-maintained? ITEM FOCUS SCORE SUPER 5S EVALUATION FORM - OFFICE DEPARTMENT: 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 10 8 6 4 2 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24

SUPER 5S EVALUATION SUMMARY ORGANIZATION: DATE: :

SUPER 5S EVALUATION SUMMARY ORGANIZATION: DATE:

Slide 83:

Ten Useful Hints for Winning Super 5S Competitions Two heads are better than one - try brainstorming. Look for inconvenient areas to improve. Look for disorganized areas to improve. Look for unsafe areas to improve. Look for dirty or untidy areas to improve. Look for seven categories of waste to eliminate. Clean the surface of machines extensively. Pay more attention to common areas including canteens, toilets, gardens, external passages and car parks. Show evidence that more colleagues are involved in Super 5S activities. Make your Super 5S practices more visible.