5S as a Part of TPM Amin Trighi, Bilge Karakaya, Enver Kaplan, Nuray Cekirdekci, Turgut Mart IE 545 - 5S as a Part of TPM 27.05.2008

Outline TPM vs TQM Introduction of TPM Role of 5S in TPM What is 5S Fundamentels Pillars of TPM Role of 5S in TPM What is 5S Benefits of 5S 5S terms: sort, set-in-order, shine, standardize , sustain Real life examples 27.05.2008 IE 545 - 5S as a Part of TPM

Total Productive Maintenance (TPM) 27.05.2008 IE 545 - 5S as a Part of TPM

TPM vs. TQM Combination of two or more manufacturing methods is getting more and more attention to suite every organization In Japan it is said: TQM=brains TPM=muscles JIT=nervous system Why implement TPM next to TQM TQM´s high cost in the first years and little return Loose of long-term vision due to costs and less return TPM provides short-term returns Combining TQM&TPM solves that problem 27.05.2008 IE 545 - 5S as a Part of TPM

TPM vs. TQM 27.05.2008 IE 545 - 5S as a Part of TPM

TPM vs. TQM 27.05.2008 IE 545 - 5S as a Part of TPM Similarities Total commitment to the program by upper level management Employees must be empowered to initiate corrective action long-range outlook must be accepted to implement and it must be an ongoing process Differences TQM: Cross-functional product design Process Management Supplier quality management Customer involvement TPM: Autonomous and planned maintenance Technology emphasis 27.05.2008 IE 545 - 5S as a Part of TPM

Fundamentals of TPM TPM is a program for improving the reliability, efficiency and effectiveness of manufacturing equipment Main difference between other quality programs is that TPM focuses on maintenance of the plant and operational functions as an integral part of the business Prevent breakdowns before they occur and improve efficiency and effectiveness of machinery and the plant on continuous terms including the design as well TPM provides enrichment for operators by involving them in the process of continuous maintenance Operators are the one who are knows the machine the best. 27.05.2008 IE 545 - 5S as a Part of TPM

Fundamentals of TPM Increase Total Quality of Production Provide a safer workplace Summary of objectives for TPM: Zero Defects, Zero Breakdown and Zero Accidents in all functional areas of the company 27.05.2008 IE 545 - 5S as a Part of TPM

Pillars of TPM 27.05.2008 IE 545 - 5S as a Part of TPM

5S 27.05.2008 IE 545 - 5S as a Part of TPM

The Role of 5S inTPM TPM starts with 5S. Problems can not be clearly seen when the work place is unorganized. Cleaning and organizing the workplace helps the team to uncover problems. Making problems visible is the first step of improvement. 27.05.2008 IE 545 - 5S as a Part of TPM

What is 5S ? 5S is a method for organizing a workplace, especially a shared workplace (like a shop floor or an office space). The key targets of 5S are workplace morale and efficiency. 27.05.2008 IE 545 - 5S as a Part of TPM

What is 5S ? Japanese Term English Translation Equivalent S term Seiri Organization Sort Seiton Tidiness Systematize (Set in order) Seiso Cleaning Sweep (Shine) Seiketsu Standardization Standardize Shitsuke Discipline Self – Discipline (Sustain) 27.05.2008 IE 545 - 5S as a Part of TPM

Why 5S ? 5S implementation reduces every unnecessary thing at a workstation. As a result, it helps to increase the quality and safety, and decrease the non-value-added time and costs. Possible benefits of 5S can be summarized as follows: Sales increase Savings from costs Safety increases at workshop Standardization at procedures Satisfaction of employee and customers 27.05.2008 IE 545 - 5S as a Part of TPM

Benefits of 5S Reduced accidents and injuries Increased satisfaction at a cleaner workstation Reduced time losses due to transportation Problems are recognized better and mistakes are reduced Since the control of machinery increases, preventive maintenance gets easier Machinery break downs decrease and performance of machinery increases Efficiency of area usage increases Unusual cases are recognized easier Total productivity increases 27.05.2008 IE 545 - 5S as a Part of TPM

1. Sort 27.05.2008 IE 545 - 5S as a Part of TPM

Sort This means that you remove all items from the workplace that are not needed for current production. You must first ask, "what job is performed here?" Leave only the bare essentials for the job. When in doubt, toss it out! 27.05.2008 IE 545 - 5S as a Part of TPM

The Red-Tag Strategy This is simply a method for identifying potentially unneeded items in the factory or warehouse, evaluating whether they are needed, and dealing with them appropriately. As implied, red tags are used to identify items removed from the work area for evaluation. 27.05.2008 IE 545 - 5S as a Part of TPM

7 Steps in the Red-Tag Strategy Launch the red tagging project Identify red tagging targets (specify the types of items and the physical work areas to be evaluated) Set red-tagging criteria. Ask three questions: Is it needed? In what quantity? Where does it need to be located? Make red-tags (note: these are already made; see Administrative Assistant) Attach the tags Evaluate the tags Document results of red-tagging 27.05.2008 IE 545 - 5S as a Part of TPM

2. Set in Order 27.05.2008 IE 545 - 5S as a Part of TPM

27-5-2008 Set in Order This step ensures tools needed for a job are in place and arranged so that they are easy to find, use, and put back. Reasons for Set-In-Order: It eliminates many types of waste in production and clerical activities. Examples are waist of looking for a tool and motion waste. Orderliness is the core of standardization. The workplace must be orderly before standardization can be implemented effectively. Visual controls: Make it obvious at a glance! 27.05.2008 IE 545 - 5S as a Part of TPM

Implementation: 1. Decide on Appropriate Locations Consider how to store tools and jigs Consider principles of motion waste. Motion waste is any motion in a process that does not add value. This analysis can help us to discover methods of manufacturing that approach the zero-waste mark. The 5S Map is a map of the work area used to evaluate current locations of parts, jigs, tools, equipment, and machinery, and to decide best locations for these items based on these two sets of principles. 27.05.2008 IE 545 - 5S as a Part of TPM

Implementation: 2. Identify Best Locations Signboard and Painting Strategies – Identify: What? Where? How many? 5S Map – Map out locations of equipment in the work area Color-Coding Strategy - Distinguish use of tools, parts, etc by color Outlining Strategy – Draw outlines of tool/jig storage locations 27.05.2008 IE 545 - 5S as a Part of TPM

3. Shine 27.05.2008 IE 545 - 5S as a Part of TPM

Shine Keeping everything clean and readily usable. Reason for Shine: One of the key purposes of cleaning is to keep all equipment in top condition so that it is always ready to be used. When SHINE is not well implemented, the problems that arise include: poor employee morale, safety hazards, equipment breakdowns, and an increased number of product defects. 27.05.2008 IE 545 - 5S as a Part of TPM

Implementation Determine Shine targets – What is to be shined? Determine Shine assignments – Who is responsible? Determine Shine methods – How will it be shined? Prepare Shine tools – What is needed to shine? Everyone has some responsibility in the work area 5S Schedules – Have a plan… 5 Minute Shine – Quick & easy! 27.05.2008 IE 545 - 5S as a Part of TPM

4. Standardize 27.05.2008 IE 545 - 5S as a Part of TPM

Standardize Creating a consistent way to carry out tasks and procedures. Everyone does it the same (documented) way. Make it a habit! Without Standardize, improvements made with the first three disciplines would soon be lost as new employees are hired, people forget, etc. Standardize ensures sort, set-in-order, and shine are maintained in their fully implemented state. 27.05.2008 IE 545 - 5S as a Part of TPM

Implementation: 1. Making it a Habit! Making it a habit! - Once daily cleaning and periodic major cleanups are a habit, inspection is incorporated into the Shine procedures. This turns "cleaning" into..."Cleaning/ Inspection."- Placing greater emphasis on the maintenance of machines and equipment. Determine cleaning/inspection targets Assign cleaning/inspection jobs Determine cleaning/inspection methods Implement cleaning/inspection, using all your senses to detect abnormalities (unusual vibrations, odors, etc.) Correct equipment problems by repairing all defects immediately or (if your team can’t repair) making a formal request to the maintenance team to schedule the repair. Use Cleaning/Inspection Checklists 27.05.2008 IE 545 - 5S as a Part of TPM

Implementation: 1. Making it a Habit! Integrate-SORT, SET IN ORDER and SHINE into regular work duties. Everyone must know exactly what they are responsible for doing and exactly when, where, and how to do it. 5S work must be brief, efficient, and habitual. Tools: 5S Job Cycle Charts (known responsibilities) Visual 5S (makes status of 5S obvious at a glance) Five-Minute 5S (brief, efficient, habitual) Standardization Level Checklist (evaluation; tours) 27.05.2008 IE 545 - 5S as a Part of TPM

Implementation: 2. Prevention Unbreakable standardization means making Sort, Set in Order, and Shine procedures "unbreakable", where it’s difficult or impossible to do a task wrong. The three aspects of unbreakable standardization are: Preventive Sort procedures - find ways to prevent unneeded items from accumulation in a workplace by keeping them from entering it! Preventive Set in Order procedures – Keep Set-in-Order from breaking down by making it difficult or impossible to put things in the wrong place. Use the 5 "Why", 1 "How" approach Suspension Incorporation Elimination Preventive Shine procedures - Treat problems at the source. Get as close as you can to the problem. 27.05.2008 IE 545 - 5S as a Part of TPM

5. Sustain 27.05.2008 IE 545 - 5S as a Part of TPM

Sustain To make a habit of properly maintaining correct procedures over time. We must make 5S part of our work "culture" and a thorough habit. Reason for Sustain: The rewards of implementing the five pillars are greater for you than the rewards if they are not! 27.05.2008 IE 545 - 5S as a Part of TPM

Sustain 5S Posters 5S Photo Exhibits Story boards 5S Newsletters 5S Pocket Manuals 5S Events 5S Department Tours 5S Months Success Stories Etc. (What motivates? Be creative!) 27.05.2008 IE 545 - 5S as a Part of TPM

Real Life Examples 27.05.2008 IE 545 - 5S as a Part of TPM

Real Life Examples 27.05.2008 IE 545 - 5S as a Part of TPM

Real Life Examples Tool board was redone (outlining method) Worktable and work instruction area redone Parts racks were stripped, cleaned and organized. Parts list created and attached to the rack. Toolboxes and equipment were cleaned, locations outlined General cleaning and painting of the area This event took a total of 170 hours to complete. 27.05.2008 IE 545 - 5S as a Part of TPM

Some of The Benefits Easier to find tools and parts Found $1,000 worth of replacement parts we were about to order Found 20% more space in the maintenance area 27.05.2008 IE 545 - 5S as a Part of TPM

Referances http://www.tocforme.com/mainlean.html 27.05.2008 IE 545 - 5S as a Part of TPM