Lean in Action 5S System: Techniques for Efficient Workplace Organization Management Meeting Month X, 20XX What is 5S? • A visual method of workplace organization • 5S helps to: - Have needed material, tools, supplies, and documentation at hand, organized, and identified - Maintain a clean work area with tools and equipment in top condition - Standardize workplace organization - Maintain a occupationally-safe, ESD-safe, FOD-free workplace 2 Why employ 5S? • An organized, clean workplace: - Shortens Span Times - Reduces the non-value added work of searching for materials, tools, equipment and paperwork - Reduces Floor Space requirements - Prevents and detects errors and defects - Raises team pride and job satisfaction - Makes work easier to accomplish • In short, an organized workspace - enhances safety - improves quality - and reduces cost and cycle time 3 Elements of a 5S Program 1.Sort 2.Set in Order 3.Shine 4.Standardize 5.Sustain 4 5S - Down to Basics SORT SET IN ORDER SHINE STANDARDIZE SUSTAIN Remove all non-essential items from around the work area. Any essential items that do not fit or work, or are broken, are tagged for action. A place for everything and everything in its place. Arrange items so they can be found, retrieved and returned easily. Remove dust, dirt & debris. Cleaning will also highlight any previously unforeseen problems. Prioritize safety, quality and reliability issues. Spread through the work place. Checklists are made showing exactly where and when regular maintenance should take place. Everyone who uses the work area is encouraged to adopt the new system. Eventually the new arrangements will become the culture. For 5S to be effective, everyone must take full responsibility for their own area of work, while supporting 5S throughout the shared workplace 5 Elements of a 5S Program 1.Sort - Eliminate the clutter “When in Doubt, Throw It Out!” - Create a place for everything and put everything in its place Arrange needed items so that they are easy to use and label them so that “anyone” can find them and put them away Use Visual Aids to aid understanding and minimize complexity Shadow Boards Labels (“Return addresses”) Clearly marked places for items that are movable Area Identification signs Lines on the floor 2.Set in Order 3.Shine 4.Standardize 5.Sustain 6 Sort: Workstations What work is being Performed? 7 Sort: Workstations Before After 8 Sort: 5S Holding Area • If unsure whether or not to discard an item, a 5S Holding Area should be established • Items should remain in the area for a short period of time, reassessed, and either discarded or (if needed) placed back into the work area • All items should have a 5S Holding Tag for identification (next slide) • Items will be logged in a database and tracked 9 Sort: 5S Holding Tag (example) • Tag is used for Date placed in tracking and Holding Area maintaining items that are in the 5S Holding Individual that tagged the item area that are to be item came from (stock, reevaluated for either Area assembly, Test area etc.) disposal or for Short description (include P/Ns if necessary) placement back into appropriate area Reason why in Holding Area (obsolete, not needed, broken, etc.) • 5S Holding Tag should be filled out completely and logged into database Proposed next steps to take 5S Holding Tag Date: Tagged By: Location: Item Description: Why in Holding Area: ACTION 1. Discard 2. Return to 3. Move to Common Holding Area 4. Other CATEGORY Used to track all items 1. Equipment 2. Tools 3. Flight Hardware 4. GSE 5. Supplies 6. Other example 10 Elements of a 5S Program 1.Sort 2.Set in Order - Organize and label, set boundaries and limits “A Place for Everything and Everything in its Place” • • 11 Why: Makes things easy to locate, easy to put away, readily apparent if missing Results: No wasted time looking for tools or documents; they are identified and on hand when needed - One-Step Rule: - 45 Degree Rule: - Strike Zone Rule: - Higher the Pounds - Closer to Knuckles: Nothing that is used daily is stored more than a step away. Improve economy of motion, save valuable seconds, and make the job less frustrating. Arrange the immediate work area layout to minimize twisting, especially applicable for bench work. If something weighs more than a few pounds, make sure it is beyond immediate reach so the lifter must reposition the body properly for lifting. Store things above the knees and below the chest. This will help to reduce the chance of back strain. Locate heavy items to eliminate bending, stooping or unnecessary arm movements during lifting. Set In Order: Tool Crib Before Organization 12 Set In Order: Tool Crib After Organization 13 Set In Order: Unorganized Toolbox 14 Set In Order: Organized Toolbox 15 Elements of a 5S Program 1.Sort 2.Set in Order 3.Shine Clean everything, inside and out “Inspection Through Cleaning” • • Why: Nobody works well around a mess; FOD can ruin or delay a mission; a clean workplace promotes pride and demonstrates an interest in quality; cleaning allows us to find problems with equipment and tools in time to prevent delays Results: A bright, clean, organized, work area that promotes confidence, quality, and on time delivery 4.Standardize 5.Sustain 16 Shine: Before Cleaning 17 Shine: After Cleaning Recognize and Reward the Team !! 18 Elements of a 5S Program 1.Sort 2.Set in Order 3.Shine 4.Standardize Document the standard method for workplace organization so we always do things in the same way “Everything in a State of Readiness” • • 5.Sustain 19 Why: Standardizing the way we maintain a work area and perform our work promotes consistency in how work is approached and accomplished, and allows easier cross training and movement of personnel Results: Standardized presentation of work areas, material and tools for work Standardize: Best Practices for Organization Old way New Standard 20 Standardize: Best Practices for Organization Old way New Standard 21 Standardize: Shadow Part Kits 22 Elements of a 5S Program 1.Sort 2.Set in Order 3.Shine 4.Standardize 5.Sustain - Maintain discipline through systems and a supportive culture “Launching quality with persistence.” • Why: Without sustaining the first 4 Ss, they will die; promotes a continuous improvement environment • Results: Ever improving quality, cycle times, on time commitments; high motivation, recognition for excellence 23 Sustain: Teams set Standards to meet Customer Demand • Communications Board in the area shows the Continuous Improvement List, Current Schedules and Metrics • White board is for anyone to post any issue to be put on the Continuous Improvement List 24 Sustain: Teams set Standards to meet Customer Demand – Show progress Publicity ! 25 Sustain: Standard Assessment Score (spider web chart) (Assessed Work Area) 1S (Sort) 20 Current Assessment 15 Previous Score 12 10 5S (Sustain) 2S (Set in Order) 5 8 11 0 8 11 4S (Standardize) 26 3S (Sweep) Getting Started • Form 5S Teams: - All players who regularly work in the work are/ center - If you use tools, hook up & use test equipment, handle parts, or regularly handle travelers, drawings or Work Procedures in the area, we want you on the team • Conduct 5S Kaizen event: - Learn what a 5S workplace looks like - Only needed things present - Clean; dustless - All things organized, arranged and identified - Visuals help tell at-a-glance the state of the workplace (signs, posters, arrows, charts, schedules, etc.) 27 Getting Started • Plan for Success: - Set team 5S goals - Appoint 5S champion(s) • First Steps: - Post 5S team roster with leader, champions, and backups for - calibration, shelf life, job supplies Create a 5S holding area Sort unneeded items and move them to the 5S holding area - Conduct monthly 5S Assessments Using Standard 5S Assessment 28 Monthly 5S Scoring Area Ma y Jun e July Aug ust Septe mber Octob er Nove mber 100k Ante Room 72 68 50 54 60 64 64 100k Clean Room 66 50 42 48 54 60 60 Component Test Lab #1 60 60 76 78 78 90 90 Component Test Lab #2 60 60 60 60 64 64 64 Electronic Work Center 72 78 78 84 80 90 90 Expansion Bay 60 50 50 56 60 88 88 Harness Work Center 44 42 58 64 64 64 64 Large Vibe 50 44 56 58 58 58 58 Mechanical Work Center 80 86 86 86 94 94 94 Receiving Inspection 76 72 74 78 82 78 78 RF Range 48 60 60 62 66 64 64 June Shipping & Receiving 70 66 80 82 82 82 82 July Small Vibe 50 48 72 82 82 86 86 Stockroom 82 90 96 100 96 92 92 October Thermal 66 74 70 70 66 72 72 November TVAC 60 52 52 58 64 64 64 Propulsion Test 56 71 71 74 82 78 78 -- example only -SSG 5S Score May -November 2007 Propulsion Test 100k Ante Room 100 TVAC 80 100k Clean Room Component Test Lab #1 60 Thermal 40 Component Test Lab #2 20 Stockroom Electronic Work Center 0 Small Vibe Expansion Bay Shipping & Receiving RF Range Receiving Inspection Harness Work Center May Large Vibe Mechanical Work Center August September Levels of Achievement SORT SET IN ORDER SHINE STANDARDIZE SUSTAIN What Level is Your Work Area? LEVEL 1 Just Beginning Necessary and unnecessary items are mixed together in the work area. Tools, supplies and materials are randomly located. LEVEL 2 Focus on Basics Necessary and unnecessary items are separated. Work/break areas and Designated location machinery are cleaned on established for all items a regularly scheduled as needed. basis. Key items identified. LEVEL 3 Make It Visual LEVEL 4 Focus On Consistency LEVEL 5 Focus on Prevention 30 Work/break areas and machinery are dirty and disorganized. Work place methods are not consistently followed and are not documented. Work place checks are randomly performed and there is no visual measurement of 5S performance. A recognizable effort has Methods are being improved, been made to improve the but changes have not been condition of the documented. workplace. Working environment changes Designated locations are Visual Controls are in are documented and 5S schedules and safety All unnecessary items marked to make place for labeling and performed the same by all practices have been have been removed organization more visible quantity levels. Machines employees. Visual Controls are developed and are from the work area. (color, outlines, labels, are cleaned daily. in place for labeling and utilized. numbers, etc). quantity levels. A dependable, Documented method of 5S techniques are documented method visual sweep to identify Substantial process understood and practiced has been established to items out of place or documentation is available and continually. 5S schedules keep the work area free exceeding quantity followed. are posted and followed. of unnecessary items. limits. Follow through with 5S schedules and safety practices is evident. Waste is immediately There is a general Dependable, documented Everyone is continually seeking visible and triggers a Defined process to appearance of a confident method of preventative the elimination of waste with planned response with evaluate and improve understanding of, and cleaning and changes documented and root cause analysis and movement and motion. adherence to, the 5S maintenance. information shared. corrective action. principles. Let’s Go ! • • • • Designate and identify location(s) for cleaning gear Tape aisle ways and perimeter of work areas Shadow box all needed tools; hang large tools on outline boards Sweep/ shine floors; post a cleaning schedule w/ names & assignments • Clean in corners, around I-beams & columns; wipe off wire molds, vents, equipment, cabinets so that there is no dirt, dust, paper clips, loose pens, loose papers, sticky notes, throw away or put away ANYTHING laying around • Remove things from the top of cabinets, consoles, tables, chairs, etc. 31 Let’s Go ! • ANYTHING that HAS to be stacked is stacked neatly (90°) in a designated location • Implement visual helps to indicate where things go, including cleaning and safety gear • Conscientiously conduct FOD and ESD surveillance • Perform TPM on equipment • Keep aisles clear; limit extension cords; no tripping or tipping hazards; call attention to safety equipment locations • Visually highlight equipment safety features (emergency stops, stay out areas, etc.) 32 Let’s Go ! • • • • • • • • • • 33 Post evacuation routes near exits ID chemical storage cabinet locations and check frequently ID and Wear protective equipment Have MSDS sheets in a clearly marked area Find a place for EVERYTHING; mark its perimeter and identify it Maintain the 5S bulletin board Evidence “clean-as-you-go” throughout the day Assess the area monthly; discuss and act on results Post results in 5S display area Hang posters, signs, etc. to sustain 5S Lean in Action 5S System: Techniques for Efficient Workplace Organization Management Meeting Month X, 20XX