5s (Workplace Organization)

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5s (Workplace Organization)
Implementation
CONFIDENTIAL AND PROPRIETARY – © 2008 KELLOGG NA COMPANY
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Understanding the Kellogg
approach to LEAN manufacturing &
how it effect you.
One does not do 5-S or
LEAN, one must live it every
day; day in and day out!
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Agenda
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What is 5_S?
5_S History & Background.
Why 5_S at Kellogg?
How it effects our Workplace
5-S Process
Examples at Kellogg
Review
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What is 5 S?
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Sort, Set, Shine, Standardize, &
Sustain
 It is a concept born from LEAN
manufacturing
 It is a new developing culter at
Kellogg
 GMPs are its foundation.
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History
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Henry Ford first perfected flow production in
the early part of the 20th Century.
Toyota improved Ford’s design in the 30s and
40s developing its LEAN production system to
be more adaptive to needs and changes.
It is based on “order & structure”
It was required to ensure the sustainability of
the “Visual Factory” concept.
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Benefits
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It supports Kellogg SAFETY initiatives.
People feel better about their work area
and take pride and ownership in the
results. (Looks better, feels better)
Individuals have more control over their
workspace through identifying what,
where, and how much they need as well
as maintaining it in a visual atmosphere.
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5 S Kellogg Benefits
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Supports Kellogg SAFETY initiatives.
Promotes & supports discipline in the
work place.
Supports & enhances GMPs.
Provides visual organization.
Sets the foundation for consistent &
sustainable processes.
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5 S Kellogg Benefits cont.
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Eliminates the waste resulting from
disorganization.
Helps to eliminate duplication of
unwanted/un-needed materials.
Kellogg sees this as a catalyst for
Continuous Improvement.
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5S Workplace Organization
Key Items for Implementation & Success
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Identify a Plant Resource to become the
subject matter expert.
Identify a Pilot Area, and educate everyone
working in that area on 5S. Take “before”
pictures. (Recommend only 1 area at a time.)
5S initiative must support existing Safety,
Quality, Ergonomics and Company
Objectives.
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5S Workplace Organization
Key Items for Implementation & Success
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People must “let go” of personal preferences.
Make the facility “VISUAL”.
Make the workplace “Easy to Use”.
Think of new methods to make work easy
(don’t criticize methods that fail).
Think outside the box & don’t accept excuses
for “why it has to be that way”.
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5S Workplace Organization
Key Items for Implementation & Success
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Continually improve – it won’t be perfect in
an instant.
Everyone owns an area (even common areas).
Correct mistakes immediately – never ignore
out of standard.
Ask Why? Five times to find the root cause.
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5S Workplace Organization
Key Items for Implementation & Success
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To change the current state you must change
the culture.
Everyone must “buy-in”.
Live 5S on a daily basis.
Lead by example not by exception.
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The 5 S Process
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SORT
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Definition: Involves the sorting of the
contents in an area and removing
unnecessary items.
Why: Problems are reduced & it
improves work flow & communication.
Problems avoided: Clutter in the
workplace. (i.e. Time wasted searching
for tools and/or parts. Un-needed
inventory such as parts and/or
material.)
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SET IN ORDER
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Definition: Involves the arrangement
of the necessary items for easy and
efficient access and keeping them in
that order.
Why: Eliminates many kinds of waste.
(i.e. Scrap, time, lost opportunity.)
Problems avoided: Waste in motion,
searching, human energy, excess
inventory, & defective products.
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SHINE
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Definition: Involves the cleaning of
everything in the work area and keeping
it clean.
Why: Use cleaning as a way to ensure
that the area & equipment are
maintained as they should be “ in like
new condition”.
Problems avoided: Low moral, safety
issues, & hidden defects.
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STANDARDIZE
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Definition: Involves creating or
updating SOPS (KSAT – Level of Detail)
for keeping the area organized, orderly,
clean and make the workplace more
visual and obvious.
Why: Integrates first 3 Ss into a unified
structure.
Problems avoided: helps to prevent
regression.
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SUSTAIN
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Definition: Involves education,
communication, and supervisory and
management engagement to ensure
that everyone adheres to the standards
developed for workplace organization.
Why: Benefits of doing it exceed the
excuses of not doing it.
Problems avoided: Clutter, chaos, &
bad communications.
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The 1st “S” Sort
UN-NEEDED
NEEDED
(Red Tag) means:
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Unsafe/ Defective
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Obsolete
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Hoarded junk
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Too many
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Rarely used parts &
equipment
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Unknown
(Green Tag) means:
 Used for daily work
 Used periodically
(changeovers)
 Used by someone in the
area
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The 1st “S” Sort
Basic Rules for Red Tagging
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Any item w/ a fixed asset number must go
through a special disposition process.
Any parts such as motors, gearboxes,
bearings, belts, etc. will be referred to
Maintenance & Stores for final disposition.
Chemicals will be referred to Safety Mgr. &
Quality Mgr. for disposition directions.
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The 1st “S” Sort
Basic Rules for Red Tagging
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Team will establish a deadline for initial
disposition. (Usually 24-48 hrs.)
Team to define a “Red Tag Area” to hold
items awaiting disposition.
Raw materials are reviewed from a “visual
inventory” standpoint.
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The 1st “S” Sort
Basic Rules for Red Tagging
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Disposition for all items should be recorded
listing the item description, picture if
applicable, & final disposition i.e. scrap,
return to stores, etc.
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The 2nd “S” Set In Order
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Analyze the situation for the designated area.
Target issues & areas to improve.
Decide where things belong, how they should be
kept and agree upon the best location and method
to address these concerns.
Make it obvious - “Visual Controls”.
Labels & color coding (shows ownership, optimal
set-points). Signboards (metrics, component
names, etc).
Make certain there is adherence to GMPs!
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The 3rd “S” Shine
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Inspect the work area and equipment, with an
emphasis on health and safety.
Begin eliminating obvious defects on the shop floor
and on equipment.
Identify areas needing attention such oil leaks,
frayed belts, excess grease, peeling paint.
Itemize required materials such as cleaners,
degreasers, paint, etc. All material must be
approved for use in a food facility.
Itemize work required & develop schedule.
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The 4th “S” Standardize
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Review & incorporate GMPs as required.
Establish operations SOPs & maintenance work
instructions for the visual workplace. (KSAT-SAP)
Create schedules and checklists that define
required activities and responsibilities. (SAP)
Establish “visual controls” (sign-boarding).
Establish procedures for maintaining & sustaining
3rd S –Shine.
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The 5th “S” Sustain
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Establish & promote routine audits to sustain
GMPs.
Managers, Supervisors, and Team Leads must be
committed to establishing & maintaining the 5 Ss
Adhere to first 4 S categories.
Set practical goals and giving adequate feedback to
all.
Implement a discipline for culture change to
maintain the 5 S concepts.
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Examples of 5_S
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Silverware organizers
Library/Bookstores
Traffic Signs & Maps
Parking Lots
Department, Building Supply, & Grocery
Stores
Airports
Fire Stations & Engines
Fast food restaurants
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Areas In Need Of 5 S
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5 S in Action
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5-S Work Floors
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5-S Work Floors
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Organized Work Areas
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Review
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5-S is a systematic organizational approach
to manufacturing
Developed in its current form by Toyota
Sort, Set, Shine, Standardize, & Sustain
A new culture developing at Kellogg
A method we live EVERY day – NOT a one
time occurance
5-S is here to stay – let’s all get on board!
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