logging in or signing up 5Sfinal1 zainiya Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINTLite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 933 Category: Entertainment License: All Rights Reserved Like it (3) Dislike it (0) Added: June 22, 2009 This Presentation is Public Favorites: 1 Presentation Description No description available. Comments Posting comment... By: johnfelix (9 month(s) ago) It's nice I've learned a lot :-) Saving..... Post Reply Close Saving..... Edit Comment Close By: razamughal (12 month(s) ago) very good work...... i need it plz mail me Saving..... Post Reply Close Saving..... Edit Comment Close By: razamughal (12 month(s) ago) very good work...... i need it plz mail me Saving..... Post Reply Close Saving..... Edit Comment Close By: sutharshan (18 month(s) ago) i need diz ppt can u send it????????? Saving..... Post Reply Close Saving..... Edit Comment Close By: meeraj (18 month(s) ago) An excellence presentation Saving..... Post Reply Close Saving..... Edit Comment Close loading.... See all Premium member Presentation Transcript Slide 1: 1 Achieving Quality With 5 S 5s Presented By: Harpreet Singh (18) Shweta Singh (28) A Place For Everything & Everything In Its Place What is 5S ? : What is 5S ? An essential step required for Waste Elimination An integral step in Kaizen A required element to achieve Lean-site Manufacturing. Sorting Out “Seiri” Orderliness “Seiton” Shine “Seiso” Cleanup “Seiketsu” Standardize “Seiketsu” Sustain/Perseverance “Shitsuke” Slide 3: Five S Seiri Seiton Seiketsu Shitsuke Seiso Sorting Out Systematic Arrangement Standardise Self Discipline Spic-n-Span S - 2 S - 4 S - 5 S - 3 S - 1 Drive Quality : 5s Drive Quality Slide 5: The first S focuses on eliminating unnecessary items from the workplace. Sort – (Seiri) MUDA ELIMINATION : MUDA ELIMINATION WASTE ELIMINATION LEADS TO COST OPTIMIZATION & MANAGEMENT EXCELLENCE Slide 7: An effective visual method to identify these unneeded items is called red tagging. A red tag is placed on all items not required to complete your job. These items are then moved to a central holding area. This process is for evaluation of the red tag items. Occasionally used items are moved to a more organized storage location outside of the work area while unneeded items are discarded. Sort – (Seiri) Slide 8: Sort – (Seiri) Slide 9: Sorting frees up valuable floor space and eliminates such things as broken tools, obsolete jigs and fixtures, scrap and excess raw material. The Sort process also helps prevent the ‘hoarder’ job mentality (“I might need it”). Sort – (Seiri) Slide 10: Set in Order – (Seiton) What do I need to do my job? Where should I locate this item? How many do I need? The second S focuses on efficient and effective storage methods. You must ask yourself these questions: Slide 11: Strategies for effective Set In Order are: Set in Order – (Seiton) Painting floors Outlining work areas and locations Shadow boards Modular shelving and cabinets “A PLACE FOR EVERYTHING AND EVERTHING IN ITS PLACE” Slide 12: Once the clutter and junk that has been clogging work areas have been eliminated and the necessary items have been identified and located, the next step is to thoroughly clean the work area. Daily follow-up cleaning is necessary in order to sustain this improvement. Workers take pride in a clean and clutter-free work area and the Shine step will help create ownership in the equipment and facility. Shine – (Seiso) Slide 13: Workers will also begin to notice changes in equipment and facility location such as air, oil and coolant leaks, repeat contamination and vibration, broken, fatigue, breakage, and misalignment. These changes, if left unattended, could lead to equipment failure and loss of production. Both add up to impact your company’s bottom line. Shine – (Seiso) Slide 14: Once the first three of the 5S’s have been implemented, emphasis should be on standardizing best practice in work area. Employees must be allowed to participate in the development and documentation of such standards. They are a valuable but often overlooked source of information regarding their work. Standardize – (Seiketsu) Slide 15: Standardize – (Seiketsu) Workplace Layout and Design Materials Handling Analysis Clear and Concise Work Instructions Well Defined Work Methods Safe (Ergonomic) Working Practices Cycle Time Reduction Training Documentation Standardize means establishing “Best Manufacturing Practices, including: Slide 16: This is by far the most difficult S to implement and achieve. Human nature is to resist change and more than a few organizations have found themselves with a dirty cluttered shop a few months following their attempt to implement 5S. The tendency is to return to the status quo and the comfort zone of the "old way" of doing things. Sustain focuses on defining a new status quo and standard of work place organization. Sustain – (Seiketsu) The “5S” Philosophy : The “5S” Philosophy Once fully implemented, the 5S process can increase moral, create positive impressions on customers, and increase efficiency and organization. Not only will employees feel better about where they work, the effect on continuous improvement can lead to less waste, better quality and shorter lead times. Any of which will make your organization more profitable and competitive in the market place 5S Performance Excellence Model : 5S Performance Excellence Model Orderliness (Seiton) Shine (Seiso) Self-Discipline (Seiketsu) Customer Expectations Sorting Out (Seiri) Standardize (Shitsuke) Improved Quality Improved Safety Reduced costs Consistent Deliveries Improved Product/ Service Options THE NEED FOR A "5S" STRATEGY : PRICE FLEXIBILITY QUALITY DELIVERY SERVICE THE NEED FOR A "5S" STRATEGY Resistance to Implementing 5S : Resistance to Implementing 5S What are the reasons for resisting 5s implementation? What’s so great about sort and set in order? It will take too much time. Why clean when it just gets dirty again? Are sort, set in order, and shine really going to boost productivity? Why bother? We already implemented sort and set in order. We’re too busy for 5s. We did 5s years ago. Potential benefits of 5S : Potential benefits of 5S What are some benefits of implementing 5s? Workers have an opportunity to provide creative ideas about how the workplace should be organized. Higher job satisfaction. Clear expectations. Reduced delays mean timely delivery of product. Reduced changeover time = higher productivity. Elimination of cost causing waste. Reduced defects and higher quality. Safer environment. Maintained machinery and equipment means reduced downtime. Win customer confidence and trust. Growth. Potential benefits of 5S : Potential benefits of 5S The potential benefits of 5S can be summarized by five English S or PQCDS. Five English S: Sales - Increase sales (market share). Savings - Save costs. Safety - Provide a safety working environment. Standardization - Standardize the operating procedure. Satisfaction - Employees and customers satisfaction Contd… : Contd… PQCDS: P - Increase productivity. Q - Improve product quality. C - Reduce manufacturing costs. D - Ensure on-time delivery. S - Provide a safety working environment Implementation Procedure of 5S : Implementation Procedure of 5S Organize the program committee. (PLAN) Develop a plan for each S. (PLAN) Publicly announcement the start of the program. (DO) Provide training and education to employees. (DO) Select a day and everybody cleanups his/her own working area. (DO) Select a day and everybody organizes his/her own workplace. (DO) Evaluate the results of 5S. (CHECK) Self-Examination and Take corrected actions. (ACTION) Case Studies : Case Studies A Case of Timack Mfg. Ltd. : A Case of Timack Mfg. Ltd. A plywood and wooden frames Mfg. firm. Sales has reduced from £1.85m to £1.65m in two year. Management took help of a Manufacturing Institute from East Lancashire Business Link. They identified some key issues. The issues were : The issues were The business is approximately at break even point – there is a need to reduce cost and improve productivity, in order to start making a margin. The manufacturing lead time is excessive, compared with the value added process time. Stock levels are high. There is a seasonal trend in the business, with the busy period being March and April. The business is organized functionally, with separately managed areas. There is no measure of machine effectiveness. Production of samples for new products can be problematic. Recommendation : Recommendation Use value stream mapping to identify “waste” within the operation. This will enable a plan to be produced to reduce stock and lead time. Consider the need for annualised hours to cope with the seasonal variances in demand. (This may not be necessary if the lead time can be reduced). Consider a “value stream management” organisational structure. Consider the introduction of Overall Equipment Effectiveness (OEE). Consider the creation of new product samples as a separate “value stream”, Contd… : Contd… A project team was formed, consisting of the two directors, the machine shop manager and assembly supervisor. Implementation of improvement took place over next four month. 5S was implemented. Slide 30: The photographs below show the improved workplace Organisation, as a result of the 5S activity Before After Results : Results 10% improvement in productivity (£40.9k benefit) 5% improvement in delivery performance 33% reduction in stock (£54.5k benefit) 33% reduction in lead time (3 weeks to 2 weeks) 2 jobs safeguarded £75k sales safeguarded £23k of value added safeguarded 10% reduction in sub standard supplies (£1.2k benefit) 10% reduction in travel distances Case Study Of Leisureline : Case Study Of Leisureline Established in 1998 Leisureline (Pvt) Ltd, Sri Lanka is a small company situated in the Free Trade Zone in Katunayaka, Specialises in sportswear and lingerie catering to international fashion labels like Victoria's Secret, Gap, Vanity Fair, Triumph, Hanro, Marks & Spencer, Bhs, C&A, Evans, Express and Learner. Challenges : Challenges The workforce had been de-motivated and used on an ad hoc basis. Implementation Of 5S : Implementation Of 5S The last five minutes of every working day are spent on arranging the workplace while a special 5S song is played. Twice a year, on July 31st and December 31st, all employees including the management get special time to clean their respective work areas. A number of teams have been appointed to look into matters like food and parking. Every new employee recruited by the company is first introduced to the 5S concept because Specific Objectives : Specific Objectives Divide areas into zones Define responsibilities for cleaning Tools and equipment must be owned by an individual Focus on removing the need to clean PLAN SHOWING HOW AUDITING AGAINST 5S BECOMES A WAY OF LIFE : PLAN SHOWING HOW AUDITING AGAINST 5S BECOMES A WAY OF LIFE Slide 39: The Nine Wastes Percentage of Waste Slide 40: Workplace Scan Score Card : Workplace Scan Score Card Slide 42: Uncleaned Mixed Unordered Unarranged Untidy Ugly Clean Sorted Ordered Arranged Neat Good Looking RESULT Slide 43: Before 5S After 5S How Does 5S Pay Off? : How Does 5S Pay Off? BENEFITS : BENEFITS Leisureline (Pvt) Ltd bagged the National Productivity Award 2001 Earlier Leisureline used to take as much as 6-8 weeks to complete an order,After implying 5S it takes only 21 days after confirmation of the order and despatches the products to the buyer without delay Improvements in:- Workforce morale Company image Health and Safety Machine maintenance Quality Productivity References : References http://www.kdr-associates.com [Assessed on 07 Apr’09] http://www.envision-hc.com [Assesed on 07 Apr’09] http://www.nasfm.org [Assessed on 09 Apr’09 ] http://www.cbi.nl [Assessed on 09 Apr’09] Ho S.K.M. [1995-9], TQM: An IntegratedApproach — Implementing TQ through Japanese 5-S and ISO 9000, Kogan Page,UK (95 & 97 Ed.), HK Baptist Uni. (99 Ed.). Management & Marketing (2008) Vol. 3, No. 4, pp. 115-120. Hirano, Hiroyuki and Dr. J.T. Black. 1988. JIT Factory Revolution. Cambridge. Productivity Press http://www.businessknowledgesource.com/manufacturing/the_5_s_approach_to_lean_manufacturing_extended_entry_026157.html [Assesed on 20 Apr’09] You do not have the permission to view this presentation. In order to view it, please contact the author of the presentation.
5Sfinal1 zainiya Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINTLite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 933 Category: Entertainment License: All Rights Reserved Like it (3) Dislike it (0) Added: June 22, 2009 This Presentation is Public Favorites: 1 Presentation Description No description available. Comments Posting comment... By: johnfelix (9 month(s) ago) It's nice I've learned a lot :-) Saving..... Post Reply Close Saving..... Edit Comment Close By: razamughal (12 month(s) ago) very good work...... i need it plz mail me Saving..... Post Reply Close Saving..... Edit Comment Close By: razamughal (12 month(s) ago) very good work...... i need it plz mail me Saving..... Post Reply Close Saving..... Edit Comment Close By: sutharshan (18 month(s) ago) i need diz ppt can u send it????????? Saving..... Post Reply Close Saving..... Edit Comment Close By: meeraj (18 month(s) ago) An excellence presentation Saving..... Post Reply Close Saving..... Edit Comment Close loading.... See all Premium member Presentation Transcript Slide 1: 1 Achieving Quality With 5 S 5s Presented By: Harpreet Singh (18) Shweta Singh (28) A Place For Everything & Everything In Its Place What is 5S ? : What is 5S ? An essential step required for Waste Elimination An integral step in Kaizen A required element to achieve Lean-site Manufacturing. Sorting Out “Seiri” Orderliness “Seiton” Shine “Seiso” Cleanup “Seiketsu” Standardize “Seiketsu” Sustain/Perseverance “Shitsuke” Slide 3: Five S Seiri Seiton Seiketsu Shitsuke Seiso Sorting Out Systematic Arrangement Standardise Self Discipline Spic-n-Span S - 2 S - 4 S - 5 S - 3 S - 1 Drive Quality : 5s Drive Quality Slide 5: The first S focuses on eliminating unnecessary items from the workplace. Sort – (Seiri) MUDA ELIMINATION : MUDA ELIMINATION WASTE ELIMINATION LEADS TO COST OPTIMIZATION & MANAGEMENT EXCELLENCE Slide 7: An effective visual method to identify these unneeded items is called red tagging. A red tag is placed on all items not required to complete your job. These items are then moved to a central holding area. This process is for evaluation of the red tag items. Occasionally used items are moved to a more organized storage location outside of the work area while unneeded items are discarded. Sort – (Seiri) Slide 8: Sort – (Seiri) Slide 9: Sorting frees up valuable floor space and eliminates such things as broken tools, obsolete jigs and fixtures, scrap and excess raw material. The Sort process also helps prevent the ‘hoarder’ job mentality (“I might need it”). Sort – (Seiri) Slide 10: Set in Order – (Seiton) What do I need to do my job? Where should I locate this item? How many do I need? The second S focuses on efficient and effective storage methods. You must ask yourself these questions: Slide 11: Strategies for effective Set In Order are: Set in Order – (Seiton) Painting floors Outlining work areas and locations Shadow boards Modular shelving and cabinets “A PLACE FOR EVERYTHING AND EVERTHING IN ITS PLACE” Slide 12: Once the clutter and junk that has been clogging work areas have been eliminated and the necessary items have been identified and located, the next step is to thoroughly clean the work area. Daily follow-up cleaning is necessary in order to sustain this improvement. Workers take pride in a clean and clutter-free work area and the Shine step will help create ownership in the equipment and facility. Shine – (Seiso) Slide 13: Workers will also begin to notice changes in equipment and facility location such as air, oil and coolant leaks, repeat contamination and vibration, broken, fatigue, breakage, and misalignment. These changes, if left unattended, could lead to equipment failure and loss of production. Both add up to impact your company’s bottom line. Shine – (Seiso) Slide 14: Once the first three of the 5S’s have been implemented, emphasis should be on standardizing best practice in work area. Employees must be allowed to participate in the development and documentation of such standards. They are a valuable but often overlooked source of information regarding their work. Standardize – (Seiketsu) Slide 15: Standardize – (Seiketsu) Workplace Layout and Design Materials Handling Analysis Clear and Concise Work Instructions Well Defined Work Methods Safe (Ergonomic) Working Practices Cycle Time Reduction Training Documentation Standardize means establishing “Best Manufacturing Practices, including: Slide 16: This is by far the most difficult S to implement and achieve. Human nature is to resist change and more than a few organizations have found themselves with a dirty cluttered shop a few months following their attempt to implement 5S. The tendency is to return to the status quo and the comfort zone of the "old way" of doing things. Sustain focuses on defining a new status quo and standard of work place organization. Sustain – (Seiketsu) The “5S” Philosophy : The “5S” Philosophy Once fully implemented, the 5S process can increase moral, create positive impressions on customers, and increase efficiency and organization. Not only will employees feel better about where they work, the effect on continuous improvement can lead to less waste, better quality and shorter lead times. Any of which will make your organization more profitable and competitive in the market place 5S Performance Excellence Model : 5S Performance Excellence Model Orderliness (Seiton) Shine (Seiso) Self-Discipline (Seiketsu) Customer Expectations Sorting Out (Seiri) Standardize (Shitsuke) Improved Quality Improved Safety Reduced costs Consistent Deliveries Improved Product/ Service Options THE NEED FOR A "5S" STRATEGY : PRICE FLEXIBILITY QUALITY DELIVERY SERVICE THE NEED FOR A "5S" STRATEGY Resistance to Implementing 5S : Resistance to Implementing 5S What are the reasons for resisting 5s implementation? What’s so great about sort and set in order? It will take too much time. Why clean when it just gets dirty again? Are sort, set in order, and shine really going to boost productivity? Why bother? We already implemented sort and set in order. We’re too busy for 5s. We did 5s years ago. Potential benefits of 5S : Potential benefits of 5S What are some benefits of implementing 5s? Workers have an opportunity to provide creative ideas about how the workplace should be organized. Higher job satisfaction. Clear expectations. Reduced delays mean timely delivery of product. Reduced changeover time = higher productivity. Elimination of cost causing waste. Reduced defects and higher quality. Safer environment. Maintained machinery and equipment means reduced downtime. Win customer confidence and trust. Growth. Potential benefits of 5S : Potential benefits of 5S The potential benefits of 5S can be summarized by five English S or PQCDS. Five English S: Sales - Increase sales (market share). Savings - Save costs. Safety - Provide a safety working environment. Standardization - Standardize the operating procedure. Satisfaction - Employees and customers satisfaction Contd… : Contd… PQCDS: P - Increase productivity. Q - Improve product quality. C - Reduce manufacturing costs. D - Ensure on-time delivery. S - Provide a safety working environment Implementation Procedure of 5S : Implementation Procedure of 5S Organize the program committee. (PLAN) Develop a plan for each S. (PLAN) Publicly announcement the start of the program. (DO) Provide training and education to employees. (DO) Select a day and everybody cleanups his/her own working area. (DO) Select a day and everybody organizes his/her own workplace. (DO) Evaluate the results of 5S. (CHECK) Self-Examination and Take corrected actions. (ACTION) Case Studies : Case Studies A Case of Timack Mfg. Ltd. : A Case of Timack Mfg. Ltd. A plywood and wooden frames Mfg. firm. Sales has reduced from £1.85m to £1.65m in two year. Management took help of a Manufacturing Institute from East Lancashire Business Link. They identified some key issues. The issues were : The issues were The business is approximately at break even point – there is a need to reduce cost and improve productivity, in order to start making a margin. The manufacturing lead time is excessive, compared with the value added process time. Stock levels are high. There is a seasonal trend in the business, with the busy period being March and April. The business is organized functionally, with separately managed areas. There is no measure of machine effectiveness. Production of samples for new products can be problematic. Recommendation : Recommendation Use value stream mapping to identify “waste” within the operation. This will enable a plan to be produced to reduce stock and lead time. Consider the need for annualised hours to cope with the seasonal variances in demand. (This may not be necessary if the lead time can be reduced). Consider a “value stream management” organisational structure. Consider the introduction of Overall Equipment Effectiveness (OEE). Consider the creation of new product samples as a separate “value stream”, Contd… : Contd… A project team was formed, consisting of the two directors, the machine shop manager and assembly supervisor. Implementation of improvement took place over next four month. 5S was implemented. Slide 30: The photographs below show the improved workplace Organisation, as a result of the 5S activity Before After Results : Results 10% improvement in productivity (£40.9k benefit) 5% improvement in delivery performance 33% reduction in stock (£54.5k benefit) 33% reduction in lead time (3 weeks to 2 weeks) 2 jobs safeguarded £75k sales safeguarded £23k of value added safeguarded 10% reduction in sub standard supplies (£1.2k benefit) 10% reduction in travel distances Case Study Of Leisureline : Case Study Of Leisureline Established in 1998 Leisureline (Pvt) Ltd, Sri Lanka is a small company situated in the Free Trade Zone in Katunayaka, Specialises in sportswear and lingerie catering to international fashion labels like Victoria's Secret, Gap, Vanity Fair, Triumph, Hanro, Marks & Spencer, Bhs, C&A, Evans, Express and Learner. Challenges : Challenges The workforce had been de-motivated and used on an ad hoc basis. Implementation Of 5S : Implementation Of 5S The last five minutes of every working day are spent on arranging the workplace while a special 5S song is played. Twice a year, on July 31st and December 31st, all employees including the management get special time to clean their respective work areas. A number of teams have been appointed to look into matters like food and parking. Every new employee recruited by the company is first introduced to the 5S concept because Specific Objectives : Specific Objectives Divide areas into zones Define responsibilities for cleaning Tools and equipment must be owned by an individual Focus on removing the need to clean PLAN SHOWING HOW AUDITING AGAINST 5S BECOMES A WAY OF LIFE : PLAN SHOWING HOW AUDITING AGAINST 5S BECOMES A WAY OF LIFE Slide 39: The Nine Wastes Percentage of Waste Slide 40: Workplace Scan Score Card : Workplace Scan Score Card Slide 42: Uncleaned Mixed Unordered Unarranged Untidy Ugly Clean Sorted Ordered Arranged Neat Good Looking RESULT Slide 43: Before 5S After 5S How Does 5S Pay Off? : How Does 5S Pay Off? BENEFITS : BENEFITS Leisureline (Pvt) Ltd bagged the National Productivity Award 2001 Earlier Leisureline used to take as much as 6-8 weeks to complete an order,After implying 5S it takes only 21 days after confirmation of the order and despatches the products to the buyer without delay Improvements in:- Workforce morale Company image Health and Safety Machine maintenance Quality Productivity References : References http://www.kdr-associates.com [Assessed on 07 Apr’09] http://www.envision-hc.com [Assesed on 07 Apr’09] http://www.nasfm.org [Assessed on 09 Apr’09 ] http://www.cbi.nl [Assessed on 09 Apr’09] Ho S.K.M. [1995-9], TQM: An IntegratedApproach — Implementing TQ through Japanese 5-S and ISO 9000, Kogan Page,UK (95 & 97 Ed.), HK Baptist Uni. (99 Ed.). Management & Marketing (2008) Vol. 3, No. 4, pp. 115-120. Hirano, Hiroyuki and Dr. J.T. Black. 1988. JIT Factory Revolution. Cambridge. Productivity Press http://www.businessknowledgesource.com/manufacturing/the_5_s_approach_to_lean_manufacturing_extended_entry_026157.html [Assesed on 20 Apr’09]