Description
japanese 5 S methodology(Sort, Straighten, Scrub, Systems, Sustain). It explains each S separately with the logic behind it.
5 S Methodology
“ The Way you Do Things”
The 5 S
Japanese methodology for organizing and managing workplace and workflows with the intent to improve process efficiency. "A Place for Everything and Everything in its Place“
• Sort
• Straighten • Scrub • Systems • Sustain
Sort
What is needed should be kept What is not needed should be removed
"If in doubt move it out" Clutter: Items either no longer required, have never been required, or are broken or borrowed and never returned or simply in the wrong place. Result: Taking up lots of space which in turn makes it harder to find the items that are actually needed leading to „waste? of holding excess inventories of items. Facts: It is estimated that on average each person wastes about 1 hour each day just searching for items. Improvement Methodology: Attach conspicuous red tag labels, with criteria to objects that seem out of order. Involve everyone. Make provision for storing in red tag area. Deicide on re-organizing, selling, repairing or disposing off items. Conclusion: Identifying and Removing clutter by “Red Tagging” to improve management of inventories at workspace.
Straighten
· There must be a location for all needed things
There must be a limit to how much of each item can be stored Make the items easy for anyone to find, use and return
“Everything has its Place“ A Surgeon?s Operating Theatre or the pit area of a Formula 1 Racing Team are organized for everything to have its place. Result: Eliminate searching time, frequently used maintaining orderliness and creating visual controls. Improvement Methodology:
• Create a Set in order / set in process plan:
– – – Type of Physical Storage Quantity of items to be stored Item Placement / Location
items
kept
first,
–
Item Label / Identification Code
• Use FIFO (First In First Out). • Put things where they are needed. • Make the workplace visual. • Fixed point photography - “How things should be”.
Conclusion:
Organizing items to be placed in their own territory, making them easier to find.
Scrub
Creating a clean work environment Free from clutter and contamination
“If it doesn’t get dirty, it doesn’t need to be cleaned“ Create an environment that is receptive to using a Total Productive maintenance system which is another building block of creating a Lean Culture. Result: Early detection of sources of contamination and faults, easily placed counter measures. Improvement Methodology:
• Identify daily cleaning activities and routine maintenance. • Document daily cleaning activities and specific times. • Use visual boards. • Focus on shared areas of the workplace and make someone responsible. • Create standards for maintaining personal workspace. • Identify and resolve areas of chronic contamination. • Set up a system of daily walk arounds.
Conclusion: Detecting potential problems through a maintenance system, before they become a major issue.
Systems
Regularly reviewing the environment
“Review the first 3s regularly to catch chronic failures“ Regularly reviewing the first 3S's to identify sources of abnormality and make further improvements to the office.
Sort:
Use a few red tags every day in the workplace to avoid clutter building up. Straighten: Continually think of ways to make it impossible to put things in the wrong place. Scrub: Find the sources of dirt and clutter and develop counter measures.
Result: Organized items, Lack of clutter and Easy searching.
Improvement Methodology:
• Maintaining a review system – Make someone responsible. • Standard Operating Procedure for reviewing the first 3S at set intervals, applying 5 Why technique and then taking counter measures. • Improvements to be implemented professionally and well documented.
• All staff are trained in the new way of working, everyone exactly knows his or her responsibilities.
• Consistency when implementing the fourth S, process to be seen as „fair? by the workforce in-order for the process to succeed.
Conclusion: identifying further improvement opportunities and sustaining the gains already made.
Sustain
Adopt the 5S as a way of life at work Continually think of ways to make things even better
“Maintain the gains you have made“ Maintain discipline at the new fantastic workplace. The involvement of management at all levels of the organization is vitally important and critical to the success of the programme, to be able to provide resources and time for daily activities. Result: Organized workplace and workflows, with easier management. Improvement Methodology:
• Stick to the rules and procedure. • Audit the workplace regularly and Share results of the audits. • Create improvement actions based on audits and follow through on all actions with the people responsible. • Train all new employees, along with refresher courses on the 5S, with visual story boards. • Make 5S a habit for all staff and encourage correct behaviours. • Use check lists and visually display the results. • Use point photographs to maintain standards.
• Raise performance expectations around 5S with staff and constantly re-enforce good habits.
Conclusion: Maintaining workplace as a productive, enjoyable environment that staff take pride in, through sustaining of standards and improvement actions.
Conclusion
5S is a methodology for creating a high performance workplace that is free of clutter.
• Senior Management Sponsorship and Involvement:
long term success of 5S methodology Important for the
• Each success as a Building Block: • Plan your Programme:
Use the successful areas as models, for the next area to implement 5S, to demonstrate the principles to others. Involve all parts of the business. Small credible team to help implement 5S,
• Forming an Implementation Team:
mostly of people working in that area.
• Branding: promote all across the organization. • Coordination: Project story boards, standard cleaning sheets and audits , Point photos
with dates and comment , Measures of success , Follow-up action activities , Co-ordination of improvement plans.
• Best Practice: Reward and celebrate best practice in the organization. • Keep it Going: Successful implementation takes a lot to persistence and dedication.
Final Word: ‘Waste is everywhere and 5S will help you not only find it, but eliminate it’
doc_911754848.ppt
japanese 5 S methodology(Sort, Straighten, Scrub, Systems, Sustain). It explains each S separately with the logic behind it.
5 S Methodology
“ The Way you Do Things”
The 5 S
Japanese methodology for organizing and managing workplace and workflows with the intent to improve process efficiency. "A Place for Everything and Everything in its Place“
• Sort
• Straighten • Scrub • Systems • Sustain
Sort
What is needed should be kept What is not needed should be removed
"If in doubt move it out" Clutter: Items either no longer required, have never been required, or are broken or borrowed and never returned or simply in the wrong place. Result: Taking up lots of space which in turn makes it harder to find the items that are actually needed leading to „waste? of holding excess inventories of items. Facts: It is estimated that on average each person wastes about 1 hour each day just searching for items. Improvement Methodology: Attach conspicuous red tag labels, with criteria to objects that seem out of order. Involve everyone. Make provision for storing in red tag area. Deicide on re-organizing, selling, repairing or disposing off items. Conclusion: Identifying and Removing clutter by “Red Tagging” to improve management of inventories at workspace.
Straighten
· There must be a location for all needed things
There must be a limit to how much of each item can be stored Make the items easy for anyone to find, use and return
“Everything has its Place“ A Surgeon?s Operating Theatre or the pit area of a Formula 1 Racing Team are organized for everything to have its place. Result: Eliminate searching time, frequently used maintaining orderliness and creating visual controls. Improvement Methodology:
• Create a Set in order / set in process plan:
– – – Type of Physical Storage Quantity of items to be stored Item Placement / Location
items
kept
first,
–
Item Label / Identification Code
• Use FIFO (First In First Out). • Put things where they are needed. • Make the workplace visual. • Fixed point photography - “How things should be”.
Conclusion:
Organizing items to be placed in their own territory, making them easier to find.
Scrub
Creating a clean work environment Free from clutter and contamination
“If it doesn’t get dirty, it doesn’t need to be cleaned“ Create an environment that is receptive to using a Total Productive maintenance system which is another building block of creating a Lean Culture. Result: Early detection of sources of contamination and faults, easily placed counter measures. Improvement Methodology:
• Identify daily cleaning activities and routine maintenance. • Document daily cleaning activities and specific times. • Use visual boards. • Focus on shared areas of the workplace and make someone responsible. • Create standards for maintaining personal workspace. • Identify and resolve areas of chronic contamination. • Set up a system of daily walk arounds.
Conclusion: Detecting potential problems through a maintenance system, before they become a major issue.
Systems
Regularly reviewing the environment
“Review the first 3s regularly to catch chronic failures“ Regularly reviewing the first 3S's to identify sources of abnormality and make further improvements to the office.
Sort:
Use a few red tags every day in the workplace to avoid clutter building up. Straighten: Continually think of ways to make it impossible to put things in the wrong place. Scrub: Find the sources of dirt and clutter and develop counter measures.
Result: Organized items, Lack of clutter and Easy searching.
Improvement Methodology:
• Maintaining a review system – Make someone responsible. • Standard Operating Procedure for reviewing the first 3S at set intervals, applying 5 Why technique and then taking counter measures. • Improvements to be implemented professionally and well documented.
• All staff are trained in the new way of working, everyone exactly knows his or her responsibilities.
• Consistency when implementing the fourth S, process to be seen as „fair? by the workforce in-order for the process to succeed.
Conclusion: identifying further improvement opportunities and sustaining the gains already made.
Sustain
Adopt the 5S as a way of life at work Continually think of ways to make things even better
“Maintain the gains you have made“ Maintain discipline at the new fantastic workplace. The involvement of management at all levels of the organization is vitally important and critical to the success of the programme, to be able to provide resources and time for daily activities. Result: Organized workplace and workflows, with easier management. Improvement Methodology:
• Stick to the rules and procedure. • Audit the workplace regularly and Share results of the audits. • Create improvement actions based on audits and follow through on all actions with the people responsible. • Train all new employees, along with refresher courses on the 5S, with visual story boards. • Make 5S a habit for all staff and encourage correct behaviours. • Use check lists and visually display the results. • Use point photographs to maintain standards.
• Raise performance expectations around 5S with staff and constantly re-enforce good habits.
Conclusion: Maintaining workplace as a productive, enjoyable environment that staff take pride in, through sustaining of standards and improvement actions.
Conclusion
5S is a methodology for creating a high performance workplace that is free of clutter.
• Senior Management Sponsorship and Involvement:
long term success of 5S methodology Important for the
• Each success as a Building Block: • Plan your Programme:
Use the successful areas as models, for the next area to implement 5S, to demonstrate the principles to others. Involve all parts of the business. Small credible team to help implement 5S,
• Forming an Implementation Team:
mostly of people working in that area.
• Branding: promote all across the organization. • Coordination: Project story boards, standard cleaning sheets and audits , Point photos
with dates and comment , Measures of success , Follow-up action activities , Co-ordination of improvement plans.
• Best Practice: Reward and celebrate best practice in the organization. • Keep it Going: Successful implementation takes a lot to persistence and dedication.
Final Word: ‘Waste is everywhere and 5S will help you not only find it, but eliminate it’
doc_911754848.ppt