5 SImplement

5S
Workplace Organization
and Standardization
FABTECH and AWS

October 31st, 2006 5S
Atlanta, GA USA
Anthony Manos
Agenda
• Introduction to 5S
– Sort
– Set-in-order
– Shine
– Standardize
– Sustain
• 5S and other Building Blocks of Lean
• A model for implementation
© 2006 Profero, Inc.
© 2006 Profero, Inc. 1

5S
Introduction to 5S 5S
Building Blocks of Lean
Continuous Improvement & Kaizen Events
JIT Pull System & Kanban Cellular & Flow TPM
Poka-yoke Self Inspection Autonomation
Batch Size Reduction Quick Changeover Layout V

S
Standard Work POUS Visual 5S M
Change Management Teams

What is 5S?
• Five words that begin with the letter “S”
• Workplace organization and
standardization
• Foundational building block of Lean
• Builds teamwork and discipline
• It’s NOT JUST CLEANING!
Translation
Japanese Translation Conversion *Other
Seiri Organization Sort Sorting
Simplifying
Seiton Neatness Set in order
access
Seiso Cleaning Shine Sweeping
Seiketsu Standardization Standardize Standardize
Shitsuke Discipline Sustain Self-discipline
* there are several other conversions


Other Names
• 6S = 5S + safety
• 7S = 5S + safety + security
• 5Cs
1. Clear Out
2. Configure
3. Clean & Check
4. Conform
5. Custom & Practice
• Others
Garage Story
• 5S is like cleaning out your garage
• Clear everything out, make piles
• Organize the things that you are going
to keep
• Clean top to bottom, fix or repair as
needed
• What happens 6 months later?

5S Explicacion
5S
Clasificar Ordenar Limpiar Estandarizar Mantener
A place
When in Clean and
for Make up Part of
doubt, inspect
everything the rules, daily work
move it or
and follow and and it
out – Inspect
everything enforce becomes
Red Tag through
in its them a habit
technique cleaning
place
A 5S Model
5S

Benefits of 5S
• Teamwork and discipline
• Organized workplace
• Safer work environment
• Reduces stress
• Impresses customers
• Reduces waste
• Better handle on costs
• More pleasant place to work
• Supports other Building Blocks of Lean
5S Philosophy
• 5S is not just about the cleaning
• 5S is not just the steps, it is how you go
about your job – are you a Lean
thinker?
• Think about the 5Ss as being attributes
of the type of person you would want to
hire

5S Event
Roll up your sleeves and 5S

get to work!
How to Start an Event?

1. Determine target area
2. Assemble team
3. Set goals and boundaries, get
supplies
4. Use a “Train-do” approach
5. Perform a Workplace Scan

1. Determine the Target
Area
Considerations:
• Biggest bang for the buck
• Quick victory
• How many people on the team
• How many days for the event
• Current level cleanliness and orderliness
• Don’t try to bite off more than you can chew –
this is a very common mistake in the
beginning
2. Assemble the Team

• 5S Champion
• Project Leader 5S Champion
• Participants from the Project Leader
work area
• Others:
– Internal customers or
suppliers
– Maintenance
– “Outsider”
Participants
• About 7-10 people

3. Set Goals and
Boundaries
• Before the actual event, meet with the
team to set the goals of the event such
as:
– Reduce searching time
– Free up 50% of space
– Remove all unnecessary items
– Eliminate safety issues
• Set the boundaries of the event to
prevent scope creep
Get Supplies for Event

• Use a checklist 5S Pre-Event Checklist
Area / Item Quantity Notes
• Have an “Event Cart”

Training Room
LCD Projector 1
Screen 1
Laptop 1
with supplies on it to

Flipchart
Markers
Large Post-it notes
1
4
12 pk
Black, blue, green, red
move from one target

Medium size markers 12
Masking tape 2 rolls
Pens, pencils & erasers 12
Clipboards 8
area to the next

Rulers
Notepads
Lunch menu
2
12
1

• Have a “Shine Cart” Scan

Masking tape or chalk line 1 to mark off target area

5S Communication Board 1
with the cleaning

Area Information Sheet
A or D size layout of area
5S Audit forms
1
4
5
for Spaghetti diagram
supplies ready
Digital camera 1
Photo Log Sheet 2
Photo Display Board 1

Sort
• Have them stocked and

5S Supply Cart
Red Tags
Yellow, white, blue, manila tags
150
25 ea
ready to go before the

String, masking tape, wire to attach tags
Pens
Boxes to hold loose items
12
4
Red Tag Holding Area sign 1
event

Red Tag area
Pallets
Pallet jacks
1 Size accordingly (i.e., 10'x10')
Move items to Red Tag Area
Move items to Red Tag Area
Carts Move items to Red Tag Area

4. Train-do
• Train-do (a.k.a. Learn-do) is the best way to
teach people about 5S
• Good for adult learners
• Allows actual project to be worked on so
results are instantly seen
• Have training materials prepared and a room
near the event that is conducive to learning
• Learn an “S” and then go perform it, repeat
5. Workplace Scan
• The pre-”S” of 5S
• It’s the kick-off of project
• Allows the team to understand the
current state situation of the area
• Provides facts vs. assumptions
• Allows team members to really see their
workspace

Workplace Scan Steps
As a team:
1. Define the target area for the event
2. Draw a spaghetti diagram of the area
3. Perform an audit and score the area
4. Take before photos
5. Create the 5S/Lean Communication
Board
1. Define the Target Area

• Use masking tape, Use of
existing boundaries physical
boundaries:
(walls, floors, etc.), walls, racks,
chalk line, etc. to etc.
mark the official
boundaries of the
target area
• Make sure the target
area is sized
appropriately for the
Use of
event masking
tape on
© 2006 Profero, Inc. floor

2. Draw a Spaghetti
Diagram
• Have a (scaled)
drawing of the target
area
• Draw the typical “flow”
of people, materials and
information
• This identifies motion
and transportation
waste
• May use to help re-
layout area
3. Audit and Score

• Use an audit checklist
to set a baseline score
• Train the auditors
• Understand that the first
score typically is not 5S Levels
high at the baseline Facility/Area
Level Sort Set-in-order

Auditor
Shine Standardize
Date
Sustain
20 20 20 20 20 20
• Numerical (vs. yes/no)

All tools, items, and The frequency of equipment
paperwork are always where breakdowns has decreased
Level 5 19 The Red Tag Area is routinely 19
they are supposed to be and
19
because of Cleaning and
19 The 5S program is 19 5S is fully implemented and 19
maintained continually improved is self-sustaining
Disciplined 5S 18 18 anyone knows what is going 18 Inspection and safety levels 18 18 18
on by looking around have improved
17 17 17 17 17 17
16 16 16 The area is always 16 16 16
• Use of 5S “Levels”
Level 4 15 No unneeded items are in the 15
All items can be found within
30 seconds and are properly 15
straightened up and does not
have to be cleaned for special 15 Audits are regularly 15 Corrective actions and area 15
Commitment to performed and some
workplace returned to their assigned events and everyone improvements are evident
14 14 14 14 improvements are made 14 14
5S location understands that 5S is more
than just cleaning
13 13 13 13 13 13
12 12 12 12 12 12
Level 3 All items are returned to their The 5S Clean and Inspect All team members have 5S
• Standardize and
11 11 11 11 One-point Lessons are 11 11
Red Tag Stations are setup proper location by the end of schedule is followed and training and are
Understanding posted, all required standards
and used the shift and it is obvious maintained by the team and participating in the 5S
10 10 10 10 are created 10 10
of 5S when items are out of place the area is kept clean efforts
9 9 9 9 9 9
8 8 8 5S “One-point” Lessons are 8 8 8
customize your audit Level 2 created for most major 5S Sustain efforts are
7 7 7 7 Most standards are created 7 7
Red Tagging is performed All items have a “home” and equipment and areas initiates (i.e., newsletter,
Familiarity with and audits are performed
regularly are marked or labeled The equipment and area is training, meetings,
6 6 6 6 periodically 6 6
5S cleaned to a “like new” communication, etc.)
condition
5 5 5 5 5 5
checklists
4 4 4 4 4 4
Some Standards are created

Level 1 3 Red Tags are used 3 Most items have a dedicated 3 Initial cleaning of equipment 3
for Sort, Set-in-Order, and
3 5S is recognized as an 3
periodically “home” and area improvement idea
Initial 5S efforts 2 2 2 2 Shine 2 2
1 1 1 1 1 1
0 0 Items are not easy to find and 0 0 0 0

The area and equipment is
put away, it takes longer than
dirty, cleaning supplies are
Level 0 Unneeded items in area 30 seconds to find items,
not easily available and
Standards do not exist or Minimal or no time is spent
Red Tag technique not used items are lost, damaged or they are not followed on 5S
Without 5S missing, people hoard items
people do not know their role
in keeping the area clean
“just in case”

4. Before Photos
A picture is worth one-
thousand words
• Issues “pop” off the
picture
• Take overall area shots
• Safety issues
• Anything that would be
a good Before and After
photo
• Mark the locations on
an area map or Photo
Log to be able to take
after photos
5. Communication Board
• Use to keep everyone
informed
• Audit Scores
• Before and After photos
• Spaghetti diagram
• 5S News
• Have short meetings by
the board
• Put it in a convenient
location
• Keep it current!

Scan Complete
• This was the official start of the 5S
event
• Bring people from the work area not on
the team up to the communication
board and explain what’s going on
• Explain what their role will be and ask
for input or ideas to make the workplace
better
Sort
“When in doubt,
5S
move it out!”

Sort
• The first thing to do is to clear the clutter
out of the area
• Perform as a team
• Use the “30 day” rule
• Use the Red Tag technique
• Break the “just in case” mentality
• “When in doubt, move it out!”
Red Tag Technique

• Red Tags are visual
signal that something
may not belong in your
target area
• Attach Red Tags to
items that don’t belong
in the immediate area
• Move the items to the
Red Tag Holding Area
• Use simple Red Tags
• Have Red Tags easily
available

Other Tag Issues
• Some companies • Make sure you have
use additional color wire, string or tape
tags for to attach tags to the
maintenance or item
safety issues • Make sure everyone
• Companies that use on the team has
Red Tags for quality tags and a pen
issues have to
determine which
color tag to use
Red Tag Area

• The Red Tag Holding
Area is a temporary
holding area – meaning
things can’t stay in
there forever
• If other people or
groups need items, they
are allowed to take
things from the Red Tag
Holding Area
• Dispose of items
periodically (rules will
be setup during
Standardize)

Sort Stories
• Copiers
• Refrigerator
• Nails
Decision
Point
Set-in-order or Shine? 5S

Next Step?
• For some events the decision had to be made
whether to perform Shine before Set-in-order
• If a place is so dirty that it doesn’t make
sense to put the items back before you clean,
then consider Shine before Set-in-order
• If an area is in decent shape stick with the
original 5Ss
• Stick to the 5S order as a standard and only
deviate when absolutely required
• “Kitchen” story – you don’t move all your
items in your kitchen to your living room just
to clean it
Set-in-order
“A place for everything and

everything in its place!”
5S

Power of Set-in-order
• Now that the area has been cleared out
of unnecessary items, it is time to find a
“home” for items that will remain
• This is where fantastic results occur
• Reduces:
– Search time
– Stress
– Inventory and supplies
Everyday Examples
• Kitchen
• Parking lots
• Highways
• Shadow Boards
• Broom racks & Shine
Carts
• _______________
• _______________
• _______________

Set-in-order
• Now that you have
used Sort, decide
where the items that
you will keep belong
• Decide how many
and how to
replenish
• Make it visual and
obvious if something
is out of place
Decide Where Things

Belong
Guidelines
• If it is used often, keep close at hand
(POUS)
• Designated location & label
• Use systems like the “2-label” system
• Shadows, lines, color-coding
• Easy to get & put away (ergonomic and
safe)
• Get items off the floor & top shelves

Other Set-in-order Issues
• Make it easy for everyone to find and
use them – “30 second” rule
• Avoid Pack-rat mentality
• Use “recoil”, getting items back to where
they belong
• Make it obvious when they are not in
there correct place
Visual Controls
Use visual controls
to help Set-in-
order
• Signs
• Lines
• Labels
• Color-coding

Shine
“To clean and inspect” 5S
Shine
• Shine = clean +
inspect
• Perform as a team
• Must plan Shine
• Have the necessary
items easily
available
• 5S is not just
cleaning!

Initial Cleaning and
Inspection
• Have to have a plan
• Start at the top and work down
• Clean and inspect major items first
• Be thorough, restore to “like new” condition
• Clean floors and aisle ways last
• Everyone has to participate
• Schedule it
• Take it Serious
Planning Shine
Determine Supplies
Task/Area Team
Needed
• Task degreaser,
Chip conveyor Bill, Jim gloves, rags,
• Location scrapper
scrapper,
• Who Top of machine Mario, Paul degreaser, rags,
ladders, gloves
• When allen wrenches,
gloves, rags,
Front pallet
• Cleaning materials station
Greg, Steve degreaser, chisel,
hammer,
needed vacuum, scrapper

Additional Ideas for Shine
• Prevent dirt in the first place or at least
contain it
• Low cost solution versus breakdowns
• Plan ahead
• Have the right tools & supplies ready
• Make sure supplies are easy to find and
put away
Before &
After
Real World Results 5S

Before & After
Before After
• Work area cluttered • Better flow
• Safety issues • More safe
• Cramped • Freed up space
Before & After
Before After
• Too unused items in • Clean, neat and
area organized
• Couldn’t find things • Less items in area
• Safety issues • Safer

Before & After
Before After
• Communication board • Team developed new
hardly used, incorrect, board
old information • Easy to share
information between
shifts
Before & After
Before After
• Shipping area • More stations setup
• Cluttered, hard to • Visual
process items • Ergonomic
• Computer stations

Before & After
Before After
• Changeover tools in • Tools on portable cart
drawers • Easy to get to, easy to
• Had to search for items put away
Before & After
Before After
• Chips on a magnetic • Replaced cap and chain
plate • Created standard to
• Cause a short remove chips more
• Cost $7,000 often

Before & After
Before After
• Unneeded items • Removed doors
• Some items 6 months • Returned unneeded
worth items to store room
• Had to search for items • Less clutter
• Too many or too few © 2006 Profero, Inc.
Before & After
Before After
• Chemical storage • Reduced the amount
• Unknown quantities needed
• Had to search for items • Color-coded bottles
• Conveniently located

Before & After
Before After
• Stairs • Yellow stripes on edge,
improved safety
Before & After
Before After
• Safety issue • Visual, yellow lines

Teamwork!
Standardize
“Make up the rules and 5S

follow them!”

Standardize
One Point Lesson
• Standardize means to Item
XYZ Corp.
set up the rules for Sort,

How to send a Fax
Set-in-order and Shine 2. Press the " Fax"
button
• Have the 5S teams and

1. Place paper in loading tray
Note: FACE DOWN
Design Teams set the

standards
• Standards must be
simple and easy to
4. Press the Black or Color
follow "Start" button

Black for a black & white fax
Color for a color fax
3. Dial the Fax number.
If outside area code 123,
• One-point Lessons dial 1 and then the area code.

Note: You do not have to dial 9
to get an outside line.
• Audits Fax will automatically redial

if needed.
Completed Fax will come
out the front.
Standards for Sort

One-point Lesson
Red Tag Rules Description: How to fill-out a Red Tag
• When to Red Tag Write in your name Fill-in date tagged

1 2
• How to Red Tag 5S Red Tag
• What’s go on the Red 3 Name ______________ Date __________
Item ______________________________
Write in the
Tag name or __________________________________
description
• more… of the item
Reason for Tagging __________________
__________________________________
Rules for the Red Tag 4

Holding Area Write in the reason for tagging
(obsolete, needs repair, not
needed, scrap, use unkown, etc.) 5
• When to clear out Attach tag using
wire, tape, string,
• How to dispose of items or other method
• more… 6 Move item to the Red Tag Holding Area

Standards for Set-in-order
• Which items
• Where
• How many
• Who replenishes
• Return all items…
• What to do when items
are missing
• Visual standards –
signs, lines, labels and
color coding
• more…
Standards for Shine

• Clean and Inspect (C&I)
Schedule, Lube
schedule
• Show the task, person
responsible, items
needed, frequency, the
time element and the
desired state
• Where to keep cleaning
supplies, how to
replenish
• more…

Key for Standardize
• Make the rules, then follow and enforce them
• People usually think 5S fails at Sustain, but it
typically fails at enforcing the rules
• Policies drive behaviors
• Make the rules simple and easy to follow
• Use immediate correction
• Lead by example
• Do not allow 5S to take a backseat to
production
Sustain
“Make it part of everyday 5S

life.”

5S Discipline
• Management’s support – without this 5S will
never work!
• 5S is not something extra, it’s part of
everyday work
• Get everyone involved – teamwork
• Helps set the base for other Lean efforts
• On-going communication – newsletters,
communication boards, short meetings
• Field trips, benchmarking
• Reward and recognition
Additional Information for

Success
• Everyone has to participate
• Promote participation
• Keep at it, even when it isn’t easy
• Make sure everyone understands what
5S is and why it’s needed
• Remember, 5S is a low cost solution
• 5S is essential for Lean

Overcoming Resistance
to 5S
• It’s just going to get • We don’t have time
messy again to do 5S
anyway • We already tried it
• I wasn’t hired to and it didn’t work
clean, you can do it, • Don’t bother us with
I’m not going to these little things,
• I know where my we’re here to work
things are • We have a cleaning
• We are clean and crew
neat already
Building Discipline
• Walk the talk everyday
• Lead by example
• Take it seriously
• Use immediate correction
• Enthusiasm
• Safety
• Address WIIFM?

Report Out
• At the end of the event
have the team do a
short (30 minute) report
out with:
– Management
– Other people from
the work area
– Other interested
parties
– Design team
members, Steering
Committee members
• Document it for your
newsletter
Items to Mention
• Before & After • Quality
• Waste • Ease of use
• Attitude • Employee
• Communication involvement
• Flow • Safety
• Orderliness • Inventory
• Cleanliness • Management
• Organization support
• Teamwork • Ah-has
• Lessons Learned

5S and other
Building
Blocks of Lean
The power of 5S 5S
multiplied
5S and Other Building

Blocks of Lean

S

Other Building Blocks
Primary Additional
• Visual • Quick Changeover
• Point-of-use-storage • Quality at the Source
• Standard Work • TPM
• Layout • Kanban
• Teams • Cell
5S and Other Building

Blocks of Lean

S

How to
Implement
5S
5S throughout your facility 5S
How Setup the Lean 5S

Team
• Steering Committee
• Design Teams & Coordinators
• Sponsors
• Champions
• Project Leaders
• Project Participants

Lean Team Roles &
Responsibilities
Design Team
Lean Steering HPT
Committee Design Team
5S, Visual, POUS

Design Team Pull/Kanban
Cellular
Design Team
Design Team
Champions Champions
Champions
Event Chain
Lean Steering
Committee
5S Design Team
Sponsor Coordinator
Champion
Project Leader
Participants
• People from area
• Customer/Suppliers
• Experts
• “Outsider”

Events - Coordinator
Lean Steering
Committee
Design Team
Sponsor Coordinator
Champion
Project Leader
Champion
Project Leader
Champion
Project Leader
Events - Sponsor
Lean Steering
Committee
Design Team
Sponsor Coordinator
Champion
Project Leader
Champion
Project Leader
Champion
Project Leader

Events - Champions
Lean Steering
Committee
Design Team
Sponsor Coordinator
Champion
Project Leader
Champion
Project Leader
Champion
Project Leader
Events – Project Leader

Lean Steering
Committee
Design Team
Sponsor Coordinator
Champion
Project Leader
Champion
Project Leader
Champion
Project Leader

Steering Committee
Roles & Responsibilities
• Set the Lean policy
Lean Steering • Provide resources – time, people,
Committee budgets & remove barriers
• Develop and share the Lean Vision
• Develop the Communication Plan
and then deploy it
• Members usually
from top • “Walk the talk” everyday and fully
management, but support the Lean initiatives
can include “Value • Determine the Design Team make-
Adders” up and members
• Review the work of the Design
Teams
Design Teams
• Deploy the Lean policy
• Determine the resources
Design Team
required
– Time, people, budgets, etc
• Determine the best way to
• Members usually implement the Lean Building
from management Blocks in your organization
or “Value Adders” • Report to the Steering
• Group like Building Committee on progress
Blocks together • Support your Lean
Champions

Design Team Agenda
• Design Teams decide how • Design Teams may change
Lean will be implemented at over time
their facility – At first they oversee the
• Take into account: implementation plan
– Organizational Culture – Then they support the
– Change management sustaining efforts
– Resources – They may disband, be
– Current skills & needed absorbed into another
skills Design Team or morph
into a new design Team
– Size and timing of
projects – Allows members to try
different aspects of Lean
– Metrics & Goals
Design Team Mission

• 5S Vision
• Goals and objectives
• Measures or metrics
• Choose the Champion
• Communication Plan
• Learning Plan
• Reward and Recognition Plan
• Deployment Plan or Action Items

Vision, Goals and
Objectives
Vision
• What does the Design Team envision
your company to be in regards to 5S?
• Write it down and communication it
Goals & Objectives
• Short-term (1-2 years)
• Medium-term (2-5 years)
• Long-term (5+ years)
Select Champions
• Use a Skills matrix (or Look for things like:
something similar) to • Attitude
determine who are • Trainer
candidates to become
Champions • Facilitator
• These are the people • Project Management
that will be your local • Communication Skills
experts and run events • Willingness to learn
• Remember that you will • Ability to commit time
need other champions • Flexibility
for other Building
Blocks • Problem solving skills

Measures or Metrics
From To
Metrics Function: Period:
Target to Improve Leader / Point Base-

No. Period
Metric of Contact line
Plan
1
Actual
Plan
2
Actual
Plan
3
Actual
Plan
3
Actual
Plan
4
Actual
Plan
5
Actual
Plan
6
Actual
Plan
7
Communication Plan
Example
Communication Function: Lean Communication Date Reviewed Reviewed by
Date(s)/Time
Leader / (daily, weekly, Target Method(s) of Resources Required Percent Effectiveness
ID Team monthly, etc.) Key Message Audience(s) Communication (time, people, budgets) Desired Results Complete Rating
Managers, Town Hall Meetings, Everyone has a basic
1
15 minute sessions each
George XX/XX/XX What is Lean? Supervisors, Hourly Department Meetings, understanding of Lean 50% "B"
week for 4 weeks
Employees News letter, One-on-One and its purpose
2
Timeline
accomplishments
Notebooks with Meeting
Minutes, Bulletin Boards,
Breakroom Poster
Steering Committee,
Boards, Lab News
Design Team Design Team
3 Letter, Spreadsheet on P
Updates Leaders, Design
drive (use for
Teams
newsletter?), Team
Leader Meeting (30
minutes every month)
4 Screen-savers
5
Link on Desktop to Lean
Folder
6 Randa Change monthly Lean Vision All Employees Screen Saver Scott, All computer screens
7
In-house Document
Aimee While supplies last Note Pads
Resources, Post-it Notes
8 Randa One-time only Fotune Cookis
9 Quarterly Picnic/Potluck
10 Monthly Contests
11 Annouoncements
12
Pens, Buttons, Keychain
pull-cord
13
Commercials/Advertisem
ents

Learning Plan Example
Learning Plan Function: 5S, Visual and POUS Date Reviewed 10/26/2006 Reviewed by Design Team
Resources Required
Leader / Learning Target Group/ Method(s) of (Time, Budget, Effectiveness
ID Team Dates Objectives Individuals Learning People) Tasks Desired Results Rating
1 Project 5S Champions Video, workshop,
Management articles, books, 8-
Week Kaizen Cycle
Article
2 Problem solving - 5S Design T eam,
"5 Whys" technique 5S Champions
3 Communication Alma Speech class

4 Alma Basic Excel 5S Champions Julie has a list of
available classes
5 Powerpoint 5S Champions, 5S Julie has a list of
Navigation Design T eams available classes
6 Powerpoint Slide 5S Champions Julie has a list of
Creation available classes
7 How to run a 5S 5S Champions 8-Week Kaizen
Event Cycle article, T rain-
do, 3 Porjects,
T rain-the-trainer,
Lead 4th Project
8 How to run a 5S 5S Design T eam 8-Week Kaizen

Event Cycle, attend 1st
5S Event
Reward & Recognition

Plan Example
Recognition Plan Function: 5S, Visual, POUS Date Reviewed Reviewed by
Target Type of Reward Cost

What behavior / (Person, Team and Recognition or Resources (Maximum
Leader / Frequency action is being or Group Method(s) of Required (time, Recommendation and
ID Team Date(s) rewarded eligible) Recognition people, tasks) Method / Process Criteria Estimate)
Nomination Form (10
Minutes), Acceptance
by Steering Committee
Per ocrrence, Early Adoption of Lean Can be nominated by Must provide
1 Steering Individual Announced during the All- (5 minutes), Added to
Monthly Principles and peers, manager or appropriate $0
Committee Achievement Staff Meeting All-Staff Meeting
Announcement techniques supervisor reason(s)
Agenda (1 min),
Announcement and
Recognition (2 minutes)
Lean Champions or
Project Leaders
Based on: results, Est. $120 per
nominate Kaizens (15 Lean Champion
Each Kaizen Outstanding Kaizen Lunch provided for team team work, month, Max.
2 Design Teams Team based min), Design Teams nominate outstanding
Event is Eligible Event by company extraordinary $250 per
determine awardees projects
efforts, etc. month
(15 min), Lunch (45
minutes)
Mention in Lean Audits (30 minutes per
The Department with the
Newsletter, Posted on week), tabulating scores 95% or greater
highest adherence rating
3 Supervisors Quarterly Adherence Department Lean Communication (30 minutes per adherence to $0
(according to audits) and
Board, Congratulations quarter), addition to standards
the least amount of errors
Letter from President newsletter (5 minutes)
4
5
6
7
8
9

Deployment Plan - “Zoning”
• A common approach
to determining the 5S 5
Events is to create a
zone map of the work 3
areas
• This allows the
Design Team to
break down the 5S
efforts in smaller
more manageable 1 2
events 4 2
Deployment Plan
Lean Projects Matrix - 2005
• Make sure the plan Sales
QC
Production Scheudling
Maintenance
Purchasing
Engineering
Shipping/Receiving Fabrication Assembly
is flexible Week 1 - Lean

Overview training
January
Week 2- 5S, Visual
Controls & POUS Controls & POUS
February
Week 1 - 5S, Visual Week 2- Introduction
to Lean Training
Week 1- 5S, Visual
Controls & POUS
March
Week 2- 5S, Visual
Controls & POUS
Week 3 - Introduction Week 4 Week 3 Week 4 Week 3 - QCO Week 4 - 5S, Visual
to Lean training Controls & POUS
• Follow the plan and Comments - 2 sessions of Lean Over view

Training w ith 20 people each.
Comments Comments
update it Week 1- 5S, Visual

Controls & POUS
April
Week 2 Week 1
May
Week 2 - QCO Week 1- 5S, Visual
Controls & POUS
June
Week 2 - QCO
5S Project: 5S Kaizen 2200

15% Week 3 Week 4 Week 3- 5S, Visual Week 4- Introduction Week 3 Week 4
Status Percent Com plete Classification
Controls & POUS to Lean Training
N = Not Started 10 50% 50% A = No Assistance Needed 13
I = In-progress 7 35% 50% 35% B = Other Resources Needed 7
C = Complete 3 15% 35% 15% C = Management Help Necessary 0 Comments Comments Comments
Total Action Items: 20 20
Classification
Priority
Impact
Status
Effort
ID Description Start Date End Date Leader Team
July August September

Week 1 Week 2 Week 1- Supermarket Week 2- Introduction Week 1 Week 2
Maintenance Items
Replace dirty filters on motors & Kanban system to Lean Training
1 C A L H 5/11/2006 5/11/2006 Tee
2 C A L M Exposed stud on floor 5/11/2006 5/11/2006 M ario
3 N B H H Fix leaks by tool changer Week 3 Week 4 - QCO Week 3 Week 4 Week 3 Week 4
4 I A L H Fix leaks by lube area 5/11/2006
5 N B M M Power cabinet door open
6 I B M H Fix air leaks 5/11/2006 Stev e
Comments - No projects schedule first tw o Comments Comments
7 I B M H Need an operator platform 5/11/2006 Paul
w eeks because of vacations.
8 I B M H Clean/replace/repair windows 5/11/2006 M ario
9 N A L M Fix cords on floor (safety)
10 C A L L Fix door handle on panel side 5/11/2006 5/11/2006 Jack
11 I A M H Paint machine 5/11/2006 Paul
Power cord to chip conveyor needs to be October November December
12 N B M H
replaced (conduit) (safety) Week 1- Supermarket Week 2 Week 1 Week 2- Supermarket Week 1 Week 2
13 I A L H Signs, lines, labels & Kanban system & Kanban system
14 I A M H Scissor jack
15 N A L H Mark gages with correct ranges
Order and install power strip on work bench Week 3 Week 4 Week 3 Week 4 Week 3 Week 4
16 N A L M Jim
Order and install electrical cord floor safety
17 N A L H Jim
cover
18 N A L H Order and install wash dip tank Jim Comments Comments Comments - No projects schedule w eeks 2-4
19 N A M H Fix and install arm cover on tool changer for holidays and vacations.
20 N B M H Fix oil leak on main way (z-axis)

Lean Champions
• Deploy the Lean policy via
training, implementation and
Champions Kaizen Blitz
• Feedback information to the
Design Team on progress
• Be given the time to support
• Members usually the Lean efforts
from management • Make presentations and
or “Value Adders” communicate the results of
• Motivated to learn, the Lean projects
lead and improve
their organization
Champion’s Agenda
• Be ready to commit WIIFM
time to Lean projects • Gain new skills
• Be willing to learn and • Valued by the
continually improve organization
• Become a Lean • Exciting, new
content expert assignments
• Have skills in training, • Learn other aspects
public speaking, of Lean
project management
and be a team player

8-Week Kaizen Cycle
1 2 3 4 5 6 7 8 Item
Initial team meeting
Prepare for event
Final preparation
Kaizen Event
Follow-up Week 1
Follow-up Week 2
Follow-up Week 3
Project Closeout
8-Week Cycle and

Champions
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5
6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6
7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8

Project Leader
• Facilitate the Team’s
activities
• Provide resources for
training (room, computer,
flip charts, camera, etc.)
• Usually the • Responsible to follow-up
highest and close-out of the project
stakeholder in the – 30-day “Action Item” list
Kaizen Event or
Project – Lessons Learned
• Good facilitation • Communicates to
skills, desire to management as necessary
complete projects © 2006 Profero, Inc.
Project Teams
Lean
Members Champion
(Content Expert)
• Lean Champion
• Project Leader
Project
• Cross-functional Leader
team
– Include someone
from “outside” the
process Team
Members

Deployment Example
• The Steering
Committee sets the
policy Steering
• The Design Teams Committee
determines how to
deploy the policy
Design Team
• The Lean Champions
are the technical
experts for Kaizen Blitz Kaizen Blitz
Champions
or projects & Projects
• The Project Leaders or
Team Leaders are in
charge of making sure
everything gets done on
time
Momentum
• Have to build a
“critical mass” of
employees trained
in Lean and apply
principles
• Build “buy-in” and
get people onboard
• “Bandwagon” affect
Organizational Alignment

Q&A
• Questions
• Comments
Resources
Resources:
• www.5Ssupply.com
• www.visual-work-place.com
• www.enna.com
• www.productivitypress.com
• www.lean.org
• www.sme.org
• www.ame.org

Thank You
Feel free to contact me if you have any comments or questions
Tony Manos
Catalyst
Profero, Inc.
124 W. Polk Street, Suite 101
Chicago, IL 60605-1770
USA
Office: 312.294.9900
Cell: 312.718.0078
Fax: 312.294.9911
Email: anthony.manos@proferoinc.com
Website: www.proferoinc.com

5 SImplement

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

5 SImplement

Uploaded by

Copyright:

Available Formats

5S

FABTECH and AWS

© 2006 Profero, Inc.

© 2006 Profero, Inc. 1

Building Blocks of Lean

Continuous Improvement & Kaizen Events

JIT Pull System & Kanban Cellular & Flow TPM

Poka-yoke Self Inspection Autonomation

Batch Size Reduction Quick Changeover Layout V

Change Management Teams

© 2006 Profero, Inc.

© 2006 Profero, Inc. 2

© 2006 Profero, Inc.

Seiri Organization Sort Sorting

Seiketsu Standardization Standardize Standardize

Shitsuke Discipline Sustain Self-discipline

* there are several other conversions

© 2006 Profero, Inc. 3

© 2006 Profero, Inc.

© 2006 Profero, Inc.

© 2006 Profero, Inc. 4

© 2006 Profero, Inc. 5

© 2006 Profero, Inc.

© 2006 Profero, Inc.

© 2006 Profero, Inc. 6

Roll up your sleeves and 5S

How to Start an Event?

© 2006 Profero, Inc.

© 2006 Profero, Inc. 7

2. Assemble the Team

© 2006 Profero, Inc.

© 2006 Profero, Inc. 8

Get Supplies for Event

Area / Item Quantity Notes

• Have an “Event Cart”

move from one target

area to the next

• Have a “Shine Cart” Scan

Masking tape or chalk line 1 to mark off target area

with the cleaning

• Have them stocked and

ready to go before the

© 2006 Profero, Inc.

© 2006 Profero, Inc. 9

© 2006 Profero, Inc.

© 2006 Profero, Inc.

© 2006 Profero, Inc. 10

© 2006 Profero, Inc.

1. Define the Target Area

© 2006 Profero, Inc. 11

© 2006 Profero, Inc.

3. Audit and Score

high at the baseline Facility/Area

Level Sort Set-in-order

• Numerical (vs. yes/no)

16 16 16 The area is always 16 16 16

8 8 8 5S “One-point” Lessons are 8 8 8

Some Standards are created

0 0 Items are not easy to find and 0 0 0 0

© 2006 Profero, Inc.

© 2006 Profero, Inc. 12

© 2006 Profero, Inc.

© 2006 Profero, Inc.

• What’s go on the Red 3 Name ____ Date