5S, Kaizen, and A3 Compiled by: Alex J. Ruiz-Torres, Ph.D. From information developed by many.

Outline 5S Kaizen Definition and Goals The 5S: A3 Process Sorting Setting in order Shining Standardizing Sustaining Kaizen Definition and Principles Kaizen events Root Cause Analysis Suggestion Systems A3 Process

5S, Kaizen, A3 Three of the basic building blocks of Lean Common elements Simple methodologies Little investment in terms of tools, times, technology, $ Applicable to manufacturing, services, logistics, government, education, non-profit, …organizations

5S Intended to aid in the implementation of workplace organization Provides a foundation for Lean One of the most applicable methodologies of Lean Applies to every type of organization/ work area Simple Inexpensive http://es.wikipedia.org/wiki/5S http://en.wikipedia.org/wiki/5S_%28methodology%29 http://www.lean.state.mn.us/LEAN_pages/5S_photo_gallery.html

5S Goals of 5S Organized work environment Provides an easy way to find abnormalities, errors, missing “things” Standard and efficient operations Easy to find the necessary tools and materials Improved safety

5S Why organizations need 5S? Human nature Just in case (risk minimization) Past events where something needed was not there (tools or materials) Used at some point Cleaning is not my job This is my work area, leave me alone Hoarding (http://tlc.discovery.com/videos/hoarding-buried-alive-hoarding-buried-alive-sneak-peek.html) Lack of discipline / management

5S Sorting - involves the organization of materials in the workplace Keep only what is necessary Relocate materials according to the frequency of use Maintain appropriate quantities of materials as necessary Video: Red tag area

5S Setting in order – having necessary materials in its particular place Enables easy access to the most used items Choose best locations Improve work areas

5S Shining – inspection and maintenance Keep tools and machines in condition Maintain workplace area clean Implement inspections Remove waste

5S Standardizing – having rules and standards that everyone will abide Involves the consistent implementation of the previous phases Work practices should be consistent and standardized. All work stations for a particular job should be identical. All employees doing the same job should be able to work in any station with the same tools that are in the same location in every station. Everyone should know exactly their responsibilities for adhering to the first 3 S's.

5S Sustaining – maintaining process standards and improvements Maintain and review standards. Once the previous 4 S's have been established, they become the new way to operate. Maintain focus on this new way and do not allow a gradual decline back to the old ways .Involves employee training/education Evaluation programs and audits

The 5S

Kaizen Kaizen means “continuous improvement” From Japanese KAI- means change, ZEN- means good. (for the better). Focused on the improvement of a process/ organization Same principle as Plan-Do-Check-Act cycle http://en.wikipedia.org/wiki/Kaizen

Kaizen Principles are: Standardize the process. Measure the standardized operation (for example cycle time/ throughput, customer satisfaction) Gauge measurements against requirements Innovate to meet requirements and increase productivity Standardize the new / improved process (same as step 1) Return to Step 2.

Kaizen Kaizen Events A focused continuous improvement activity Takes between 2-10 days to accomplish/implement, but results must be permanent. A kaizen event includes training based on analysis of the situation, design and sometimes it requires reorganization of a process. Important tool: Value Stream Mapping Process owners are part of the team Significant resources like IT, engineering, and maintenance are important and must be available

Kaizen A Team Process: Different Functional Disciplines Doing, not Proposing: Action-based Getting Dirty Together: Hands-on Process A Low-Budget Process: $300-$400 Commitment is the Key: Real Commitment From Management A Simple Process: Rules are Simple, Practice is Needed

Kaizen Detailed thinking and analysis True problem solving requires identifying “root cause” Problem: Oil on the shop floor

Kaizen Root Cause Analysis Define the problem or describe the event factually Gather data and evidence, classifying that along a timeline of events to the final failure or crisis. Ask "why" and identify the causes associated with each step in the sequence towards the defined problem or event. Classify causes into causal factors that relate to an event in the sequence, and root causes, that if applied can be agreed to have interrupted that step of the sequence chain. http://en.wikipedia.org/wiki/Root_cause_analysis

Kaizen Root Cause Analysis If there are multiple root causes, which is often the case, reveal those clearly for later optimum selection. Identify corrective action(s) that will with certainty prevent recurrence of the problem or event. Identify solutions that effective, prevent recurrence with reasonable certainty with consensus agreement of the group, are within your control, meet your goals and objectives and do not cause introduce other new, unforeseen problems. Implement the recommended root cause correction(s). Ensure effectiveness by observing the implemented recommendation solutions

Root Cause Analysis Three basic types of causes: Physical causes – Tangible, material items failed in some way (for example, a car's brakes stopped working). Human causes – People did something wrong. or did not doing something that was needed. Human causes typically lead to physical causes (for example, no one filled the brake fluid, which led to the brakes failing). Organizational causes – A system, process, or policy that people use to make decisions or do their work is faulty (for example, no one person was responsible for vehicle maintenance, and everyone assumed someone else had filled the brake fluid). http://www.washington.edu/research/rapid/resources/toolsTemplates/root_cause_analysis.pdf

Kaizen RCA Tool http://en.wikipedia.org/wiki/Ishikawa_diagram

C & E Multiple types of diagrams

Kaizen Process Flowcharts

Kaizen Value Stream Maps

Kaizen Suggestion Systems Frequently used in Japan Employee propose ideas for change Provide training on how to analyze and improve processes Ideas are evaluated by a committee Open information about the suggestions Employees get a reward for implemented suggestions

A3 Process Structured problem-solving approach that uses a tool called the A3 Problem-Solving Report.  The term "A3" derives from the paper size used for the report, which is the metric equivalent to 11" x 17" (or B-sized) paper.  Toyota actually uses several styles of A3 reports--for solving problems, for reporting project status, and for proposing policy changes--each having its own "storyline." http://www.coe.montana.edu/ie/faculty/sobek/a3/

A3 Process · Step 0: Identify a problem or need · Step 1: Conduct research to understand the current situation · Step 2: Conduct root cause analysis · Step 3: Devise countermeasures to address root causes · Step 4: Develop a target state · Step 5: Create an implementation plan · Step 6: Develop a follow-up plan with predicted outcomes · Step 7: Discuss plans with all affected parties · Step 8: Obtain approval for implementation · Step 9: Implement plans · Step 10: Evaluate the results