5 S Presentation Basic Training

Editor's Notes

• #2: Title Page. CLICK
• #3: (Slide will cycle down for three second each line to expose each waste) (Presenter may voice-over the animation of the slide) COMMWIPT is a silly acronym for a very serious issue. It will be a memory aid to direct opportunities for continuous improvement. C orrection-make the produce correct the first time with out additional resources. O ver production--making too many to compensate for unreliable processes. M otion-excessive operator movement to transport the product or perform the operation M aterial movement-excessive transporting the product about the plant due to plant layout W aiting--either machine or operator time lost due to insufficient product when the process must be performed I nventory--create excessive product to cover unreliable process or volatile customer order requirements P rocessing--additional resources applied to the process that do not increase the value perceived by the customer T alent--when untapped potential of all employees to continuously improve the process CLICK
• #4: (slide will cycle for four seconds through department reporting and control room) (Presenter may voice-over the animation of the slide) The are three information centers or boards. These are located within the department. Information collected by the operators at the process details the actions and achievements from their daily production activity. This information is gathered to examine trends and develop plans for continuous improvement. Also, it percolates up to comprise the plant scorecard metrics. The information is aggregated for the entire plant and is presented in the Control Room CLICK
• #7: The true goal of 5S activities is to realize expose the problems that prevent us from being successful.
• #8: Make everyone happy 1) Form a comfortable workshop 2) Be aware that 5S benefits the worker, and that is its purpose 3) Involve all members Do not rush when performing 5S Take the initiative, do not wait for the next person to start Provide learning opportunities 1) Let everyone participate in problem identification and brainstorming countermeasures. 2) Allow the participants to observe other work areas and spread the ideas to their areas.
• #9: 5S is important in several ways. A clean, organized workplace will produce a better quality part. Employees are happier in a clean, organized workplace. The customer will have a better impression of your facility and it’s capabilities.
• #10: A dirty plant can lead to accidents, downtime, quality problems, and cause poor morale. It is also an indication of much deeper problems.
• #11: Read slide.
• #18: Review the 5S’s. 5S consists of the following: Separate/Scrap: Segregate what is needed and what is not needed, discard what is not needed. Straighten: Clearly mark and arrange everything neatly so what is needed can be found. Scrub: Clean up personal and working environment so there are no areas untidy with dirt, oil, and other clutter. Standardize/Spread: Maintain the conditions of the first 3. Systemize: Adhere faithfully to the decisions that have been made.
• #21: Segregate what is needed and what is not needed, discard what is not needed. Step 1: Clarify what is needed Step 2: Dispose of things that are not needed. Step 3: With items that are needed, segregate into layers, according to frequency of use.
• #22: Using flipchart have participants list areas to apply First S. Jig Shelves Outdoor Spaces Jigs that are not used or that cannot be used Materials that have not been working Miscellaneous items other than jigs for several years Items needed less, place on top or bottom shelves Unprocessed, neglected items on Tool boxes, drawers, lockers carts, pallets, and containers Tools such as hammers, spanners, knives Piles of scrapped material Measuring instruments such as micrometers and calipers Obsolete dies and jigs Magazines, comic books, and other such material Test items, samples, and other such Floor surface matter Facilities, large jigs, carts that are not or cannot be used Questionable or scrapped materials that have accumulated Work-in-process placed under conveyors, near windows, at the base of pillars, that is questionable whether defective or acceptable Cans of fluids that are not allowed Parts shelves, material warehouse Material and parts that have not been used in years
• #23: Use flip chart Have participants list unnecessary items in their work area.
• #24: As soon as an unnecessary item is identified, it is marked with a red tag so that anybody can see clearly what needs to be eliminated or moved. Clarify standards for unnecessary items: “ NO TAG” for items to be used within the next month; “ TAG ON” for items not to be used within the next month.
• #25: Review all areas of tag. Procedures for Implementing the Red Tag Tactic: Fill out all portions of the tag Participants – Salary and Hourly Period – 1 Day to 1 Month Stock – Raw Materials – Parts - Products Facilities – Machines – Equipment – Jigs and Tools – Molds – Carts – Desks etc. Spaces – Floor – Shelves – Storage
• #26: Don’t let people directly concerned attach them! Listen to no excuses! Be strict about it! Attach tags to any doubtful item! The number of tags indicates checking efficiency not failure
• #27: CHECKPOINTS Person responsible…….. Managers or members of staff not directly responsible for that particular machine or work station. Attachment period……. 1 day, or 2 days if necessary. Attitude………………… Look at situation with a very critical attitude! Be a red tag demon!
• #28: Attaching Red Tags: Attaching tags requires a second person’s viewpoint. That means that someone other than the operator should attach the tags. Use flip chart to draw if necessary Put red tags on any doubtful item! Retain any items to be used within the NEXT WEEK, according to the production schedule. Tag everything else. NOW 1 WEEK 1 MONTH Needed Not needed = red tags Tag any items which have not been used in the PAST MONTH, according to production schedule. They are not needed 1 MONTH Not needed = red tags
• #30: Clearly mark and arrange everything neatly so what is needed can be easily found
• #31: Steps Toward 2S Step 1: Decide place for storage Step 2: Set up markings for storage location Step 3: Mark items to be placed for storage Step 4: Ingenuity to make maintenance easy
• #32: Storage space marking Location markings: 1) Shelf numbers or numbers for floor storage spaces 2) Numbers for hospital rooms, car parking spaces, and coin-operated lockers 3) Necessary for knowing where the storage space for a given object is located Methods for numbering are: 1) Numbers to be easily remembered by everyone 2) An example on rows of shelves, number in the order of 1, 2, 3 Beginning left to right and A, B, C from top to bottom Item Classification Markings: 1) Names or symbols of items that have a designated shelf or floor space are to be marked 2) An example, the full name of a hospital room patient is posted on the Door, the name or license number of the lessor of a contracted parking space, etc, Marking by item classification is necessary because: 1) Veteran operators will be able to recognize items on the shelf merely by looking at the shape of the article 2) It is absolutely necessary to return articles that have been used to their designated storage spaces
• #33: Points to remember when marking Marking of objects: 1)Mark the name of items for which the jig is to be used, on the jig 2)Use name tags for people and license plates for cars Method of marking: 1)Marking should be placed on the front surface so that those who are less familiar with a process can easily identify the items 2) Use a numbering or identification system that is easy to understand and recognize The need for marking: 1)It helps to keep order by having a place for each item 2)It helps those less familiar with an item to find the item How the different marking methods can be combined: 1)It is sometimes desirable to sue the different colors to further simplify the storage area
• #34: Knowing where everything is stored will allow faster response time to customers (both internal and external). Never allow defective items, on-hold items, and test products to become mixed with regular production items (this could result in defective items) 1) Defects or rejects should be placed in RED colored containers 2) Items to be stored can be placed in a container other than red 3) Test products should have control tags to avoid mixing (trial period, responsible person, etc.)
• #35: Specific examples of 2S Floor Surface 1)Make a clear boundary between work area, aisle, and parts storage 2)Mark off “Danger Zones” and “Off Limits” areas 3)Generally, there should be a 10cm space between the working table and the machine 4)Boundary lines should be parallel and/or at right angles 5)The farther down the aisle you can see, the better Parts and plastic boxes 1)Parts delivery, empty container, parts storage, and storage of work-in-process should all have a designated location 2)Cart locations should be marked with tape on the floor 3)Long objects should be placed all facing the same direction 4)Pallets and chutes should be placed in designated positions 5)Part tags should include part number, part name, package size, delivery times, and other necessary information
• #36: Use of visual controls to enable immediate recognition of abnormalities 1) Shadow diagrams can be seen in many storage areas, but if neglected, they will not serve their intended purpose (use of labels in conjunction with the shadow diagram will alleviate this problem) 2) Place location codes on tools so they can be traced when loaned to other areas Plan storage areas f or ease in returning items to their designated positions 1) A rough estimate of the item’s position should be on line with the hand movement upon concluding use of the item 2) Suspended type returns return the tool to the proper location when the hand releases it 3) Replacing the tool should not take an exact placement, a rough placement should suffice -contact serves as the guide 4) Provide sufficient leeway dimensions and target dimension 5) Provide short gripping distances 6) Provide short insertion distances 7) Provide a mechanism that fails to start a machine unless it is returned to the designated position
• #37: Ask participants which bench they would rather work off of. Ask participants which bench they think their workers would rather work off of.
• #38: Start with before picture. Ask for suggestions to improve. Click for After picture. Compare pictures.
• #39: Start with before picture. Ask for suggestions to improve. Click for After picture. Compare pictures.
• #40: Start with before picture. Ask for suggestions to improve. Click for After picture. Compare pictures.
• #41: Start with before picture. Ask for suggestions to improve. Click for After picture. Compare pictures.
• #43: Clean up personal and working environment so there are no areas untidy with dirt, oil, and other clutter.
• #44: Steps Toward 3S Step 1: Conduct overall cleaning of facility Step 2: Maintain cleanliness Step 3: Improvement plans to prevent dirtiness Step 4: Efficiency plan for 3S improvement
• #45: Remember first impressions are usually lasting impressions. What would be the customer’s first impression of your facility?? Good or bad???
• #46: How can our customers expect to receive a quality part from a facility that is dirty and disorganized. Would you want to have surgery in a dirty hospital????
• #47: Don’t just do superficial cleaning. Inspect all machinery, etc. for abnormal wear, watching for leaks (oil, water and air), loose parts, cracks broken parts, etc.
• #48: Using flip chart have participants list places to be cleaned Places easily overlooked Floors, walls, ledges Ceilings catwalks, overhead piping Shelves, tables, chutes (upper and lower surfaces) Inner and outer surfaces of transport/storage containers) Blind Spots Inside and outside of air ducts Oil and air leaks Dirty cleaning fluids Below platforms Interior of pipes Inside of facilities Drive portion of conveyors
• #49: 1) Decide what must be cleaned, and how often it should be cleaned. 2) Schedule the cleaning, and assign a responsible person to the task. 3) Schedule the cleaning at the same time each day to establish a routine. 4) make sure that all cleaning tools are available.
• #50: Review page from 5S Assessment.
• #52: Once we have complete our first 3 S’s and we have our facility looking good then we are ready for the 4th S.
• #55: After we have established what we would like for our facility to look like we then have to spread this to the entire facility. All of our procedures must be communicated to all employees. Goals must be established and monitored.
• #56: All departments must follow the standards that have been set. Marking of parts, storage areas, floor markings, etc., must be the same throughout the facility.
• #59: The 5S program must be re-enforced. Recognize achievements, both individual and departments. (Throw a pizza party, post results of achievements in public areas.) Set your goals, monitor them and “raise the bar” when necessary.
• #61: Nothing speaks louder than a photograph. Take before and after pictures. Compare the results. See if you have reached the level you planned. If not evaluate why. If so, ‘raise the bar”.
• #62: Monitor your progress. Keep pictures, log books, inspection records, etc. to record your progress.
• #66: Explain that the next few slides need 5S. Ask participants to look at the slides and make recommendation for improvement.