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5 s-a-program-to-improve-project-ppt-compatibility-mode

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Bathuka Chuka

Here are three examples of areas that could benefit from systematic arrangement: 1. Tool storage areas - Arranging tools in an organized way based on type and frequency of use can help tradespeople like carpenters or mechanics find what they need quickly. 2. Office supply storage - Having a defined place for items like paper, pens, binders etc. and labeling storage areas clearly can help staff be more efficient. 3. Kitchen pantry - Organizing canned and boxed foods by category (veggies, soups etc) and using accessible containers makes it easier to find ingredients when cooking. Slide 31 isc4 Here are some potential areas that could benefit from systematic arrangement based on the presentation:

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5S – A Program to Improve Project Performance 3 Venue: Project Site Office – LSI 3 Project Date : October 10, 2006 Quality Assurance
Objectives Improve housekeeping 1 Make every individual 2 3 responsible for housekeeping Productivity improvement by saving time, reduced waste, space etc. 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 2
COMMON MIND SETS… Its an additional burden. Too busy to do 1 5S activities. Why clean it? It will get dirty again 2 We cannot change the existing setup. 3 4 More work pressure – No time for these things 5 Expensive – Why to waste money? We are comfortable – Why to change? It will take time Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 3
So, What’s good in 1 it? 2 3 Before we answer . . . 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 4
Why 5S? Look Familiar? 1 2 3 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 5
So, what’s good in it again? The winning companies 1 says… 2 Work efficiency enhanced due to organized work place 3 Achieve remarkable cost reduction in construction process and improved productivity by 20% Waste elimination, Cycle time reduction, Space generation, Inventory reduction and improved work ethics 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 6
Remove waste 1 Implement so that ‘waste becomes 2 visible to facilitate waste removal’ 3 Waste = Current work – money generating work From current work remove work that does not generate money 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 7
1 2 3 A program to help us improve project performance 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 8
3 Let’s begin…. 3 Quality Assurance
Definition of 5S (1) SEIRI (Sort) Distinguishing between necessary and unnecessary things, and getting rid 1 of what you do not need (2) SEITON (Set in Order) 2 The practice of orderly storage so the right item can be picked efficiently (without waste) at the right time 3 4 (3) SEISOU(Shine) Create a clean worksite without garbage and dust 5 (4) SEIKETSU(Standardization) Standardization of best practices (5) SHITSUKE (Sustain) The practice of developing customs so that the workplace regulations and rules are correctly practiced Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 10
Promotion of 5S (1) (2) (3) (4) 1 SEIRI (Sort) SEITON (set in SEISOU SEIKETSU (Standard) 2 3 Dispose what order) (Shine) Standardized is not needed the solution Can retrieve Make the workplace 4 when required clean 5 (5) SHITSUKE (Discipline) Develop customs that allow practice of regulations and rules Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 11
First Module 1 SEIRI 2 3 (Sort) 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 12
SEIRI (Sort) refers to: Distinguishing between necessary 1 things and unnecessary things and getting rid of what you do not need 2 3 Steps Stratify Dispose Assign fixed place 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 13
‘Stratification’ refers to: Assorting things around oneself into those 1 that are required and those that are not 2 required 3 • Other than things used daily are non-required things • Quantity in excess of what is used daily is non-required • ‘Leave only this, just in case’ is strictly prohibited 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 14
Standards Action Frequency of Usage Dispose 1 Things used approximately once in 1 to 6 months Place in a warehouse faraway 2 Things used once a week Gather together in the store in 3 4 vicinity of work 5 Place so that they are easy to pick. Things used daily Make it easy to return. Identifiable Place within arm’s length where Things used every hour they can be easily reached Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 15
1 2 3 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 16
Assigning fixed places refers to: 1 Preparing rules and making visible ‘where’ 2 3 and in ‘what quantity’’ the required things are to be placed • Decide locations for things that will remain • Make rules for locations • Making visible refers to visual management 4 5 • Start with what can be done Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 17
Location of things that will remain 1 should consider : 2 (1) Where it will be used 3 (2) Where it will be placed (3) How much it will be placed (4) How it will be placed 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 18
Seiri = Sorting Improvement methods 1.Flow Process Chart (Procedural 1 Analysis) 2 3 Drawing a process flow chart for the system Ex. How to make and use category wise grouping 2.Operational Analysis Preparing the sequence of operations for system Ex. How to perform Seiri (sorting) 3.Check List A check sheet is used to decide what sort of main system and sub system are necessary. 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 19
SEIRI = Sorting Meaning Distinguish between necessary and unnecessary 1 items and eliminate the unnecessary items 2 Activity 3 Establish a criteria for eliminating unwanted items Success Eliminate unwanted items either by disposing them or by relocating them. Area saved or percentage of space available 4 5 Indicator Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 20
isc1 INTERACTIVE BIT 1 Give me three examples 2 of areas that could benefit 3 4 from sorting By: Sid Calayag QAQC Manager LSI-3 Project Version 1: Rev. 0 Date: September 25, 2006 5 Quality Assurance page 21
Slide 21 isc1 ntil here, we can conclude the first ,module of the presentation. Sid Calayag, 10/9/2006
Second Module 1 2 SEITON 3 (Set in order) 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 22
SEITON (Set in order) refers to : Implementing functional storage by deciding 1 correct placement method and layout so that 2 3 the required objects can be quickly used what it is required Steps Assign fixed places and fixed quantity Make it compact 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 23
Assigning fixed places and fixed quantity : 1 Refers to facilitating picking and placing and ensuring zero shortages 2 • Give priority to use frequency and decide fixed place 3 • Consider also safety (mainly weight) • Place heavy objects at a height where they are easy to pick from • Eliminate labor required for searching and returning • Decide placing volume bused on usage volume (1 time, 1 day) 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 24
Decision standards for fixed positions 1 (1) Where it will be used Clarification of usage objective and place Near where it will be used so that work can be done (2) Where it will be placed 2 while walking. Stand-up operations (3) How much will be placed Maximum, Minimum, Order point (4) How will it be placed Easy to place, Easy to remove (one-touch operation) 3 4 (5) Indication of placing location Coloring, boundaries 5 Illustrative indication, component name indication, (6) Recognize visually Quantity indication First in- First out, Recognize by observing (7) Stagnating time is visible placement date (8) Decide person in-charge of supervision Indicate person responsible Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 25
Seiton = Systematic Arrangement How to achieve Systematic 1 Arrangement ? 2 • Decide where things belong 3 • • Decide how things should be put away Obey the Put away rules 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 26
Seiton = Systematic Arrangement How to achieve Systematic Arrangement ? 1 • Decide where things belong • Standardize Nomenclature 2 3 • Determine an analytical method of storage • 4 Decide how things should be put away • Name & locations to everything. Label both item and 5 location • Store material functionally • Prevent mistakes with coding by shapes & color contd.. Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 27
Seiton = Systematic Arrangement How to achieve Systematic Arrangement ? 1 2 3 • Decide how things should be put away • Follow first in first out rule 4 • If two identical items are to be located, then store them separately, color code them. • Obey the rules • Put the things back to their location after their use By: Sid Calayag QAQC Manager LSI-3 Project Version 1: Rev. 0 Date: September 25, 2006 5 Quality Assurance page 28
Examples of tools arrangement (Seiton) 1 2 3 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 29
SEITON = Systematic Arrangement 1 The main target areas for Seri-Seiton improvement are : 2 3 Tool-setting and preparation operations, line balancing and process planning, peak time problems etc. Improvement Methods Kit Method / Assembly box method / Outside tool setting Cassettisation / Parallel operations / Changes in assignment method 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 30
SEITON = Systematic Arrangement 1 Meaning To determine type of storage and layout that will ensure easy accessibility for everyone . 2 Activity - Functional storage 3 - Creating place for everything and putting everything in its place Success - Time saved in searching Indicator - Time saved in material handling 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 31
isc4 INTERACTIVE BIT 1 Give me three examples 2 of areas that could benefit 3 4 from systematic arrangement/ By: Sid Calayag QAQC Manager LSI-3 Project Version 1: Rev. 0 Date: September 25, 2006 5 Quality Assurance page 32
Slide 32 isc4 This wiull conclude the second module of the presentation. Sid Calayag, 10/9/2006
Third Module 1 2 SEISO 3 (Shine-Clean) 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 33
SEISO (Shine, cleaning) refers to : Removal of dirt and by investigating source 1 of dirt preparing countermeasures 2 3 Steps Identify source of occurrence Take action to prevent dirtiness and its occurrence 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 34
Actions to prevent dirtiness and its occurrence refers to: 1 countermeasures against source of occurrence include countermeasures (challenge towards 2 common sense) for process methods (defects in processing conditions etc.) 3 • The basic point is sweeping, cleaning and inspecting • It is also important to take immediate actions such as placing a cover etc. • Accumulation of small points will lead to a situation where 4 5 sweeping is not required Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 35
SEISO – SHINE - CLEANING Meaning Cleaning trash, filth, dust and other foreign 1 matter. Cleaning as a form of Inspection. 2 Activity - Keep workplace spotlessly clean 3 4 - Inspection while cleaning - Finding minor problems with cleaning 5 inspection Success - Reduction in machine down time Indicator - Reduction in no. of accidents Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 36
isc5 INTERACTIVE BIT 1 Give me three examples 2 of areas that could benefit 3 4 from cleaning. By: Sid Calayag QAQC Manager LSI-3 Project Version 1: Rev. 0 Date: September 25, 2006 5 Quality Assurance page 37
Slide 37 isc5 ntil here, we can conclude the first ,module of the presentation. Sid Calayag, 10/9/2006
SEIKETSU (Standardization ) refers to: 1 Standardization of 5S through ‘visual 2 3 management’ Steps Grasp vital points for management Make abnormalities visible in management points 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 38
Standardization of 5S Clarification of vital points for management (1) - What are the minute defects - Basic conditions: Cleanliness, refueling, replace tightly bind 1 2 fast, dirt, looseness - Operating conditions: lighting, temperature, time, weight, 3 Equipment, jigs and tools, sub-materials Prepare standards for the conditions 4 - Objectivity of judgment standards for normal versus (2) abnormal 5 - Judgment without using measurement, knowledge, intuition and knack Judgment standards for abnormalities (3) - Inspection methods that can be used by anybody - Methods for actions against abnormalities Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 39
Points for Visual Management (1) Recognize well even from a distance 1 (2) There are indicators on items to be managed 2 (3) Whether good or bad is clear, and anybody can point out 3 (4) (5) (6) Anybody can use, and convenient if used Anybody can follow and repair quickly Use of tools leads to neatness 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 40
SEIKETSU - STANDARDIZING Regularizing 5S activities by putting 1 systems in place – Everyone does things the same way 2 Make it easy for everyone to identify the state of normal or abnormal condition. 3 For maintaining previous 3S, use visual management 5S IS EASY TO DO ONCE – CONSISTENCY IS DIFFICULT 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 41
SEIKETSU - STANDARDIZING Meaning Setting up standards / Norms for a neat, clean,1 workplace and details of how to maintain the 2 3 norm (Procedure) Activity - Innovative visual management Success - Color coding 4 5 - Early detection of problem and early action - Increase in 5S indicator Indicator Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 42
INTERACTIVE BIT 1 2 3 Give example of how to make the practice become standard. 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 43
SHITSUKE (Sustain ) refers to: Preparation of workplace atmosphere 1 where visual management is properly 2 observed 3 Steps Check state of observance of standardization of 5S Innovate to ensure observance 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 44
SHITSUKE – SUSTAIN – SELF DISCIPLINE & TRAINING 1 Make ‘5S’ is a HABIT 2 Without this, the time involved in 3 all the other S will be in vain. 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 45
Shitsuke = Self Discipline We need everyone to maintain 1 5S guidelines. 2 To maintain DISCIPLINE, we 3 need to practice and repeat until it becomes a way of life. 4 5 Discipline is the Core of 5S Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 46
SHITSUKE – SUSTAIN – SELF DISCIPLINE & TRAINING 1 2 3 Commitment + Everyone’s Involvement = Success to 5S 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 47
SHITSUKE - SUSTAIN Meaning Every one sticks to the rule and 1 makes it a habit 2 Activity - Participation of everyone in developing good 3 4 habits - Regular audits and aiming for higher level Success Indicator By: Sid Calayag QAQC Manager LSI-3 Project - High employee morale - Involvement of all people Version 1: Rev. 0 Date: September 25, 2006 5 Quality Assurance page 48
The rules… Remove fixed ideas. 1 Think of ways to make it possible. 2 3 No excuses needed. Go for the simple solution, not the perfect one. Correct mistakes right away. Repeat ‘Why’ 5 times. Ask ideas from many people. There is no end to improvement. 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 49
The benefits . . . Reduced set-up times 1 Reduce searching time 2 3 Increased floor space Lower safety incident/accident rate 4 Less wasted labor 5 Higher Quality Lower cost Reliable Delivery Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 50
Elimination of Waste 5 S Element Waste/ Improvement Item Deliverable 1 2 Sorting-Visual Elimination of finding. Reduced Costs Elimination of nonconformances. Increased Safety Placement Elimination of motion. Improved Quality Reduction of part selection errors. Increased Product Options. Systematic Elimination of finding. Reduction of part selection errors. Reduced Costs Improved Quality 3 4 Organization Increased Product Options 5 Scrubbing Clean Increased safety. Increased Safety Preventive maintenance. Improved Quality Increased equipment knowledge. Standardization Increased equipment life. Improved Quality Higher morale. Consistent Delivery Control Clean environment. Improved Safety Increased visibility of nonconformances. Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 51
5S Implementation Plan Step 1 Establish 5 S Implementation Team Step 2 Develop Specific Implementation Plan Step 3 Develop Communication Plan Step 4 Develop 5 S Training Plan Step 5 Implement 5 S 1 2 Systematic Progressive 3 4 Organization Standardization Enhancement s 5 Cleanliness Visual Placement Step 6 Verification of Effectiveness Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 52
5S Audit 1 2 Conduct an audit 3 4 to measure 5 improvement Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 53
Roles and Responsibility Leaders must set the tone and lead by 1 example. 2 3 We should commit to the initiative, Provide time to the workforce to develop and implement 5S changes. Any implementation should have a drive. Conduct short, focused and frequent communication sessions. Share the successes 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 54
Expanding the Strategy Performance Excellence 1 6 Sigma • Disciplined Methodology Kaizen • Philosophical Approach 2 3 • Technical Approach • Common Sense Approach (Quantitative) (Qualitative) • Data Driven - Statistical • Data Driven - Observation • Customer Focus • Reduce Variation • Focus on Large Impact • Larger/Longer Projects Complimentary Tools Driving Continuous Improvement • Operational Focus • Waste Elimination 5S • Incremental Change 4 5 • Smaller/Shorter Projects Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 55
Comparative Analysis 6σ Improvement Methodologies Kaizen/Lean Measure • Similar in Structure 1 Evaluate - Data Collection - Determine Process Potential / Goals • Improvements measured against - Baseline Process Performance established process - Establish Target Evaluate • Team oriented Decide - Root Cause / Vital Few 2 -Compare solutions - Statistical Analysis - Choose Improve & Verify • Similar improvement tools • Measure effectiveness of improvements Act - Implement Improvement 3 -Communicate - Validate Improvement • Maintain new performance level - Implement improvement • Standardize & Proceduralize - Control Standardize - Standardize / Leverage Measure - SPC 4 Results - Validate improvement - Update Procedures - Standardize • More Efficient Processes - Update Procedures Focus 5 - Reduce Process Variation Focus - Eliminate Waste 5S - Identify Critical Cause and Focus Comparison Resources for Maximum Impact - Seek Incremental Process Changes • Both are Effective Improvement Mechanisms Summary Summary - Technical Approach based on Statistical • CPI/6s best applied to large complex - Common Sense Approach based on problems Observation Analysis - Applicable to all types of processes - Requires Significant Data Collection • Kaizen/Lean best applied to achieve - Defined improvement strategy - Best applied to Manufacturing Processes incremental changes and eliminate wastes. - Typical Projects 1 week - Typical Projects 1-3 Months Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 56
Countdown begins now…. 3 3 Quality Assurance

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5 s-a-program-to-improve-project-ppt-compatibility-mode

  • 1. 5S – A Program to Improve Project Performance 3 Venue: Project Site Office – LSI 3 Project Date : October 10, 2006 Quality Assurance
  • 2. Objectives Improve housekeeping 1 Make every individual 2 3 responsible for housekeeping Productivity improvement by saving time, reduced waste, space etc. 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 2
  • 3. COMMON MIND SETS… Its an additional burden. Too busy to do 1 5S activities. Why clean it? It will get dirty again 2 We cannot change the existing setup. 3 4 More work pressure – No time for these things 5 Expensive – Why to waste money? We are comfortable – Why to change? It will take time Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 3
  • 4. So, What’s good in 1 it? 2 3 Before we answer . . . 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 4
  • 5. Why 5S? Look Familiar? 1 2 3 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 5
  • 6. So, what’s good in it again? The winning companies 1 says… 2 Work efficiency enhanced due to organized work place 3 Achieve remarkable cost reduction in construction process and improved productivity by 20% Waste elimination, Cycle time reduction, Space generation, Inventory reduction and improved work ethics 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 6
  • 7. Remove waste 1 Implement so that ‘waste becomes 2 visible to facilitate waste removal’ 3 Waste = Current work – money generating work From current work remove work that does not generate money 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 7
  • 8. 1 2 3 A program to help us improve project performance 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 8
  • 9. 3 Let’s begin…. 3 Quality Assurance
  • 10. Definition of 5S (1) SEIRI (Sort) Distinguishing between necessary and unnecessary things, and getting rid 1 of what you do not need (2) SEITON (Set in Order) 2 The practice of orderly storage so the right item can be picked efficiently (without waste) at the right time 3 4 (3) SEISOU(Shine) Create a clean worksite without garbage and dust 5 (4) SEIKETSU(Standardization) Standardization of best practices (5) SHITSUKE (Sustain) The practice of developing customs so that the workplace regulations and rules are correctly practiced Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 10
  • 11. Promotion of 5S (1) (2) (3) (4) 1 SEIRI (Sort) SEITON (set in SEISOU SEIKETSU (Standard) 2 3 Dispose what order) (Shine) Standardized is not needed the solution Can retrieve Make the workplace 4 when required clean 5 (5) SHITSUKE (Discipline) Develop customs that allow practice of regulations and rules Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 11
  • 12. First Module 1 SEIRI 2 3 (Sort) 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 12
  • 13. SEIRI (Sort) refers to: Distinguishing between necessary 1 things and unnecessary things and getting rid of what you do not need 2 3 Steps Stratify Dispose Assign fixed place 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 13
  • 14. ‘Stratification’ refers to: Assorting things around oneself into those 1 that are required and those that are not 2 required 3 • Other than things used daily are non-required things • Quantity in excess of what is used daily is non-required • ‘Leave only this, just in case’ is strictly prohibited 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 14
  • 15. Standards Action Frequency of Usage Dispose 1 Things used approximately once in 1 to 6 months Place in a warehouse faraway 2 Things used once a week Gather together in the store in 3 4 vicinity of work 5 Place so that they are easy to pick. Things used daily Make it easy to return. Identifiable Place within arm’s length where Things used every hour they can be easily reached Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 15
  • 16. 1 2 3 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 16
  • 17. Assigning fixed places refers to: 1 Preparing rules and making visible ‘where’ 2 3 and in ‘what quantity’’ the required things are to be placed • Decide locations for things that will remain • Make rules for locations • Making visible refers to visual management 4 5 • Start with what can be done Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 17
  • 18. Location of things that will remain 1 should consider : 2 (1) Where it will be used 3 (2) Where it will be placed (3) How much it will be placed (4) How it will be placed 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 18
  • 19. Seiri = Sorting Improvement methods 1.Flow Process Chart (Procedural 1 Analysis) 2 3 Drawing a process flow chart for the system Ex. How to make and use category wise grouping 2.Operational Analysis Preparing the sequence of operations for system Ex. How to perform Seiri (sorting) 3.Check List A check sheet is used to decide what sort of main system and sub system are necessary. 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 19
  • 20. SEIRI = Sorting Meaning Distinguish between necessary and unnecessary 1 items and eliminate the unnecessary items 2 Activity 3 Establish a criteria for eliminating unwanted items Success Eliminate unwanted items either by disposing them or by relocating them. Area saved or percentage of space available 4 5 Indicator Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 20
  • 21. isc1 INTERACTIVE BIT 1 Give me three examples 2 of areas that could benefit 3 4 from sorting By: Sid Calayag QAQC Manager LSI-3 Project Version 1: Rev. 0 Date: September 25, 2006 5 Quality Assurance page 21
  • 22. Slide 21 isc1 ntil here, we can conclude the first ,module of the presentation. Sid Calayag, 10/9/2006
  • 23. Second Module 1 2 SEITON 3 (Set in order) 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 22
  • 24. SEITON (Set in order) refers to : Implementing functional storage by deciding 1 correct placement method and layout so that 2 3 the required objects can be quickly used what it is required Steps Assign fixed places and fixed quantity Make it compact 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 23
  • 25. Assigning fixed places and fixed quantity : 1 Refers to facilitating picking and placing and ensuring zero shortages 2 • Give priority to use frequency and decide fixed place 3 • Consider also safety (mainly weight) • Place heavy objects at a height where they are easy to pick from • Eliminate labor required for searching and returning • Decide placing volume bused on usage volume (1 time, 1 day) 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 24
  • 26. Decision standards for fixed positions 1 (1) Where it will be used Clarification of usage objective and place Near where it will be used so that work can be done (2) Where it will be placed 2 while walking. Stand-up operations (3) How much will be placed Maximum, Minimum, Order point (4) How will it be placed Easy to place, Easy to remove (one-touch operation) 3 4 (5) Indication of placing location Coloring, boundaries 5 Illustrative indication, component name indication, (6) Recognize visually Quantity indication First in- First out, Recognize by observing (7) Stagnating time is visible placement date (8) Decide person in-charge of supervision Indicate person responsible Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 25
  • 27. Seiton = Systematic Arrangement How to achieve Systematic 1 Arrangement ? 2 • Decide where things belong 3 • • Decide how things should be put away Obey the Put away rules 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 26
  • 28. Seiton = Systematic Arrangement How to achieve Systematic Arrangement ? 1 • Decide where things belong • Standardize Nomenclature 2 3 • Determine an analytical method of storage • 4 Decide how things should be put away • Name & locations to everything. Label both item and 5 location • Store material functionally • Prevent mistakes with coding by shapes & color contd.. Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 27
  • 29. Seiton = Systematic Arrangement How to achieve Systematic Arrangement ? 1 2 3 • Decide how things should be put away • Follow first in first out rule 4 • If two identical items are to be located, then store them separately, color code them. • Obey the rules • Put the things back to their location after their use By: Sid Calayag QAQC Manager LSI-3 Project Version 1: Rev. 0 Date: September 25, 2006 5 Quality Assurance page 28
  • 30. Examples of tools arrangement (Seiton) 1 2 3 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 29
  • 31. SEITON = Systematic Arrangement 1 The main target areas for Seri-Seiton improvement are : 2 3 Tool-setting and preparation operations, line balancing and process planning, peak time problems etc. Improvement Methods Kit Method / Assembly box method / Outside tool setting Cassettisation / Parallel operations / Changes in assignment method 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 30
  • 32. SEITON = Systematic Arrangement 1 Meaning To determine type of storage and layout that will ensure easy accessibility for everyone . 2 Activity - Functional storage 3 - Creating place for everything and putting everything in its place Success - Time saved in searching Indicator - Time saved in material handling 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 31
  • 33. isc4 INTERACTIVE BIT 1 Give me three examples 2 of areas that could benefit 3 4 from systematic arrangement/ By: Sid Calayag QAQC Manager LSI-3 Project Version 1: Rev. 0 Date: September 25, 2006 5 Quality Assurance page 32
  • 34. Slide 32 isc4 This wiull conclude the second module of the presentation. Sid Calayag, 10/9/2006
  • 35. Third Module 1 2 SEISO 3 (Shine-Clean) 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 33
  • 36. SEISO (Shine, cleaning) refers to : Removal of dirt and by investigating source 1 of dirt preparing countermeasures 2 3 Steps Identify source of occurrence Take action to prevent dirtiness and its occurrence 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 34
  • 37. Actions to prevent dirtiness and its occurrence refers to: 1 countermeasures against source of occurrence include countermeasures (challenge towards 2 common sense) for process methods (defects in processing conditions etc.) 3 • The basic point is sweeping, cleaning and inspecting • It is also important to take immediate actions such as placing a cover etc. • Accumulation of small points will lead to a situation where 4 5 sweeping is not required Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 35
  • 38. SEISO – SHINE - CLEANING Meaning Cleaning trash, filth, dust and other foreign 1 matter. Cleaning as a form of Inspection. 2 Activity - Keep workplace spotlessly clean 3 4 - Inspection while cleaning - Finding minor problems with cleaning 5 inspection Success - Reduction in machine down time Indicator - Reduction in no. of accidents Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 36
  • 39. isc5 INTERACTIVE BIT 1 Give me three examples 2 of areas that could benefit 3 4 from cleaning. By: Sid Calayag QAQC Manager LSI-3 Project Version 1: Rev. 0 Date: September 25, 2006 5 Quality Assurance page 37
  • 40. Slide 37 isc5 ntil here, we can conclude the first ,module of the presentation. Sid Calayag, 10/9/2006
  • 41. SEIKETSU (Standardization ) refers to: 1 Standardization of 5S through ‘visual 2 3 management’ Steps Grasp vital points for management Make abnormalities visible in management points 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 38
  • 42. Standardization of 5S Clarification of vital points for management (1) - What are the minute defects - Basic conditions: Cleanliness, refueling, replace tightly bind 1 2 fast, dirt, looseness - Operating conditions: lighting, temperature, time, weight, 3 Equipment, jigs and tools, sub-materials Prepare standards for the conditions 4 - Objectivity of judgment standards for normal versus (2) abnormal 5 - Judgment without using measurement, knowledge, intuition and knack Judgment standards for abnormalities (3) - Inspection methods that can be used by anybody - Methods for actions against abnormalities Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 39
  • 43. Points for Visual Management (1) Recognize well even from a distance 1 (2) There are indicators on items to be managed 2 (3) Whether good or bad is clear, and anybody can point out 3 (4) (5) (6) Anybody can use, and convenient if used Anybody can follow and repair quickly Use of tools leads to neatness 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 40
  • 44. SEIKETSU - STANDARDIZING Regularizing 5S activities by putting 1 systems in place – Everyone does things the same way 2 Make it easy for everyone to identify the state of normal or abnormal condition. 3 For maintaining previous 3S, use visual management 5S IS EASY TO DO ONCE – CONSISTENCY IS DIFFICULT 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 41
  • 45. SEIKETSU - STANDARDIZING Meaning Setting up standards / Norms for a neat, clean,1 workplace and details of how to maintain the 2 3 norm (Procedure) Activity - Innovative visual management Success - Color coding 4 5 - Early detection of problem and early action - Increase in 5S indicator Indicator Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 42
  • 46. INTERACTIVE BIT 1 2 3 Give example of how to make the practice become standard. 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 43
  • 47. SHITSUKE (Sustain ) refers to: Preparation of workplace atmosphere 1 where visual management is properly 2 observed 3 Steps Check state of observance of standardization of 5S Innovate to ensure observance 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 44
  • 48. SHITSUKE – SUSTAIN – SELF DISCIPLINE & TRAINING 1 Make ‘5S’ is a HABIT 2 Without this, the time involved in 3 all the other S will be in vain. 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 45
  • 49. Shitsuke = Self Discipline We need everyone to maintain 1 5S guidelines. 2 To maintain DISCIPLINE, we 3 need to practice and repeat until it becomes a way of life. 4 5 Discipline is the Core of 5S Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 46
  • 50. SHITSUKE – SUSTAIN – SELF DISCIPLINE & TRAINING 1 2 3 Commitment + Everyone’s Involvement = Success to 5S 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 47
  • 51. SHITSUKE - SUSTAIN Meaning Every one sticks to the rule and 1 makes it a habit 2 Activity - Participation of everyone in developing good 3 4 habits - Regular audits and aiming for higher level Success Indicator By: Sid Calayag QAQC Manager LSI-3 Project - High employee morale - Involvement of all people Version 1: Rev. 0 Date: September 25, 2006 5 Quality Assurance page 48
  • 52. The rules… Remove fixed ideas. 1 Think of ways to make it possible. 2 3 No excuses needed. Go for the simple solution, not the perfect one. Correct mistakes right away. Repeat ‘Why’ 5 times. Ask ideas from many people. There is no end to improvement. 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 49
  • 53. The benefits . . . Reduced set-up times 1 Reduce searching time 2 3 Increased floor space Lower safety incident/accident rate 4 Less wasted labor 5 Higher Quality Lower cost Reliable Delivery Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 50
  • 54. Elimination of Waste 5 S Element Waste/ Improvement Item Deliverable 1 2 Sorting-Visual Elimination of finding. Reduced Costs Elimination of nonconformances. Increased Safety Placement Elimination of motion. Improved Quality Reduction of part selection errors. Increased Product Options. Systematic Elimination of finding. Reduction of part selection errors. Reduced Costs Improved Quality 3 4 Organization Increased Product Options 5 Scrubbing Clean Increased safety. Increased Safety Preventive maintenance. Improved Quality Increased equipment knowledge. Standardization Increased equipment life. Improved Quality Higher morale. Consistent Delivery Control Clean environment. Improved Safety Increased visibility of nonconformances. Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 51
  • 55. 5S Implementation Plan Step 1 Establish 5 S Implementation Team Step 2 Develop Specific Implementation Plan Step 3 Develop Communication Plan Step 4 Develop 5 S Training Plan Step 5 Implement 5 S 1 2 Systematic Progressive 3 4 Organization Standardization Enhancement s 5 Cleanliness Visual Placement Step 6 Verification of Effectiveness Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 52
  • 56. 5S Audit 1 2 Conduct an audit 3 4 to measure 5 improvement Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 53
  • 57. Roles and Responsibility Leaders must set the tone and lead by 1 example. 2 3 We should commit to the initiative, Provide time to the workforce to develop and implement 5S changes. Any implementation should have a drive. Conduct short, focused and frequent communication sessions. Share the successes 4 5 Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 54
  • 58. Expanding the Strategy Performance Excellence 1 6 Sigma • Disciplined Methodology Kaizen • Philosophical Approach 2 3 • Technical Approach • Common Sense Approach (Quantitative) (Qualitative) • Data Driven - Statistical • Data Driven - Observation • Customer Focus • Reduce Variation • Focus on Large Impact • Larger/Longer Projects Complimentary Tools Driving Continuous Improvement • Operational Focus • Waste Elimination 5S • Incremental Change 4 5 • Smaller/Shorter Projects Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 55
  • 59. Comparative Analysis 6σ Improvement Methodologies Kaizen/Lean Measure • Similar in Structure 1 Evaluate - Data Collection - Determine Process Potential / Goals • Improvements measured against - Baseline Process Performance established process - Establish Target Evaluate • Team oriented Decide - Root Cause / Vital Few 2 -Compare solutions - Statistical Analysis - Choose Improve & Verify • Similar improvement tools • Measure effectiveness of improvements Act - Implement Improvement 3 -Communicate - Validate Improvement • Maintain new performance level - Implement improvement • Standardize & Proceduralize - Control Standardize - Standardize / Leverage Measure - SPC 4 Results - Validate improvement - Update Procedures - Standardize • More Efficient Processes - Update Procedures Focus 5 - Reduce Process Variation Focus - Eliminate Waste 5S - Identify Critical Cause and Focus Comparison Resources for Maximum Impact - Seek Incremental Process Changes • Both are Effective Improvement Mechanisms Summary Summary - Technical Approach based on Statistical • CPI/6s best applied to large complex - Common Sense Approach based on problems Observation Analysis - Applicable to all types of processes - Requires Significant Data Collection • Kaizen/Lean best applied to achieve - Defined improvement strategy - Best applied to Manufacturing Processes incremental changes and eliminate wastes. - Typical Projects 1 week - Typical Projects 1-3 Months Quality Assurance By: Sid Calayag Version 1: Rev. 0 QAQC Manager LSI-3 Project Date: September 25, 2006 page 56
  • 60. Countdown begins now…. 3 3 Quality Assurance