1. A STRATEGY FOR PERFORMANCE EXCELLENCE
6/13/2018 5s
A STRATEGY FOR
PERFORMANCE
EXCELLENCE
5S is the foundation, the building blocks, for a “Kaizen” approach to incremental improvement. 5S focuses on the elimination of wastes( Muda) in the work environment: to include the office environment as well as the manufacturing environment.
In simplest terms , it is the cleaning up of all the wastes so that the work environment produces “what” it wants, at the “time” it is needed in the “correct quantities”.

2. Performance Excellence Series Training Module Elements
6/13/2018
Performance Excellence Series
Training Module Elements
Executive Overview
Knowledge
Breakthrough
Tools Workbook
Lecture notes
Lecture notes
Participant manual

3. Knowledge Breakthrough
6/13/2018 5s
Table of Contents
Knowledge Breakthrough
Session 1.0 Introduction…….……...……………………. 3
Session 2.0 Waste Management ………………………
Session 3.0 5S Implementation…………………………. 20
Element 3.1 Systematic Organization…………………
Element Red Tag System……………………………. 47
Element 3.2 Sorting Visual Placement………………….. 33
Element Visual Sign System………………………….. 66
Element Visual Color System………………………
Element 3.3 Scrubbing Clean……………………………. 40
Element 3.4 Standardizing Control……………………
Element 3.5 Self Discipline Control……………………

4. What is 5S ? 5s An essential step required for Waste Elimination
6/13/2018 5s
What is 5S ?
An essential step required for Waste Elimination
An integral step in Kaizen
A required element to achieve Lean-site Manufacturing.
Systematic Organization
“Seiri”
Orderliness
“Seiton”
Cleanliness
“Seiso”
Cleanup
“Seiketsu”
Cleanup
“Seiketsu”
Standardization/Perseverance
“Shitsuke”
5S was created in the Japanese manufacturing environment and literally stands for 5 Japanese words which begin with S:
Seiri, Seiton, Seison, Seiketsu, Shitsuke
When translated together mean a cleaning activity at a workplace.
Aforementioned, 5S is an integral step towards Kaizen and Lean-site Manufacturing with the primary goal of being able to supply the customer ( internal,external) with the “right product” at the “right time” in the correct quantities.

5. 5S Performance Excellence Model
6/13/2018
5S Performance Excellence Model 5s
Systematic-Systematic Organization
Improved Quality
Improved Safety
Reduced costs
Consistent Deliveries
Improved Product/ Service Options
Customer Expectations
Standardizing Control
This model shows the inter-relationship of the 5S steps with the customer’s expectations of improved quality,improved safety, reduced nonconformance costs, improved product service options;thus, leading to a satisfied customer.
Please note that the base of the pyramid is self-discipline-control. This step is key in maintaining the progress already achieved by the previous 4 S’s.
Also please note, that the deliverables are closely related to the deliverables of a Kaizen process.
Self-Discipline-
Control
Sorting Visual Placement
Scrubbing clean

6. 6/13/2018 5s
The Five Elements of 5S
Systematic Systematic Organization- Identifying what items are required and which are not.
Self-Discipline/Control-Ensuring that Systematic Organization, Visual Placement & Cleanliness are maintained.
Standardizing Control- Maintain and continually improve the previous improvements.
Each of the translated 5S’s are defined here.
Sorting Visual Placement- Items should be easily retrievable, easy to get, and visual-easy to see.
Scrubbing Clean-Keep the area free from debris, dirt, oil, items not needed.

7. 6/13/2018
Tool Kit Comparison 5s
Major CPI
Tools (6s) Kaizen Lean Description
Cp/Cpk Process capability assessment
DOE Design of experiments
SPC Process control based on statistics and data analysis
FMEA Risk assessment tool
Regression Correlate effect one variable has on another
Process Map Map process steps to communicate and identify opportunities
5 whys /2 hows Determination methods for root cause discovery
Pareto Column chart ranking items highest to lowest
Fishbone Cause / Effect Diagram
5S Elimination waste
Visual Mgmt Emphasis on visual techniques to manage process
Poka-Yoke Error proofing techniques
Spagetti Chart
Kanban Material storage technique used to control process
Takt Time Determine pace or beat of a process
Std Work Evaluate tasks done during a process
SMED Single minute exchange of dies - Quick machine set up
TPM Integrate maintenance strategy with process
Cellular Flow Reduce inventory & cycle time thru process layout and pull production techniques
This matrix is extremely important in understanding the relationship of Kaizen, Six Sigma, and Lean- site manufacturing.
Notice that many of the continual improvement tools are common amongst the three programs.
In essence it is important to note that Lean-site Manufacturing is really a deliverable of Kaizen ( when employed completely and correctly).
It is also important here to recognize where 5S fits into the equation. 5S focuses on the elimination of wastes, so it is common and required for successful completion of Kaizen and Lean-site initiatives.
Expand Process Improvement Program to Utilize Kaizen Tool Kit

8. Expanding the Strategy
6/13/2018
Expanding the Strategy 5s
Performance Excellence
Kaizen
Philosophical Approach
Common Sense Approach
(Qualitative)
Data Driven - Observation
Operational Focus
Waste Elimination 5S
Incremental Change
Smaller/Shorter Projects
6 Sigma
Disciplined Methodology
Technical Approach
(Quantitative)
Data Driven - Statistical
Customer Focus
Reduce Variation
Focus on Large Impact
Larger/Longer Projects
A further breakdown of the continual improvement tools for Six Sigma and Kaizen, indicating the importance of waste elimination & 5S in Kaizen efforts.
Complimentary Tools Driving Continuous Improvement

9. Comparative Analysis 5s 6s Improvement Methodologies
6/13/2018
Comparative Analysis 5s 6s
Improvement Methodologies
Similar in Structure
Improvements measured against established process
Team oriented
Similar improvement tools
Measure effectiveness of improvements
Maintain new performance level
Standardize & Proceduralize
Results
More Efficient Processes
Comparison
Both are Effective Improvement Mechanisms
CPI/6s best applied to large complex problems
Kaizen/Lean best applied to achieve incremental changes and eliminate wastes.
Kaizen/Lean
Measure
- Data Collection
- Determine Process Potential / Goals
Evaluate
- Root Cause / Vital Few
- Statistical Analysis
Improve & Verify
- Implement Improvement
- Validate Improvement
Standardize
- Standardize / Leverage
- SPC
- Update Procedures
Evaluate
- Baseline Process Performance
- Establish Target
Decide
-Compare solutions
- Choose
Act
-Communicate
- Implement improvement
- Control
Measure
- Validate improvement
- Standardize
- Update Procedures
Focus
- Reduce Process Variation
- Identify Critical Cause and Focus Resources for Maximum Impact
Focus
- Eliminate Waste 5S
- Seek Incremental Process Changes
Another comparative analysis showing the major steps in each of a Six Sigma and a Kaizen Program and that the primary focus of 5S is process related i.e. not only to the processes of cleaning,organizing etc. associated wtih5S, but also the work processes of documentation,selling,purchasing,manufacturing,distribution and integration of these with5S processes.
Summary
- Common Sense Approach based on Observation
- Applicable to all types of processes
- Defined improvement strategy
- Typical Projects 1 week
Summary
- Technical Approach based on Statistical Analysis
- Requires Significant Data Collection
- Best applied to Manufacturing Processes
- Typical Projects 1-3 Months

10. 5s Why 5S Look Familiar? To eliminate the wastes that result from
6/13/2018 5s
Why 5S
Look Familiar?
The primary focus of 5S is the elimination of wastes in the work environment that result from unorganized, unclean material, tools, machines, desks, inventories, aisles,walkways, storage locations.
5S provides a structured methodical approach towards this goal.
To eliminate the wastes that result from
“uncontrolled” processes.
To gain control on equipment, material & inventory placement and position.
Apply Control Techniques to Eliminate Erosion of Improvements.
Standardize Improvements for Maintenance of
Critical Process Parameters.

11. The Nine types of wastes.
6/13/2018
The Nine types of wastes.
Overproduction
Delays (waiting time)
Transportation
Process
Inventories
Motions
Defective products
Untapped Resources
Mis-used Resources
9 Wastes
The 7 types of wastes are identified. It is important that the group understand these 7 wastes.
The primary focus of Kaizen and Lean-site Manufacturing are focused on the elimination of these wastes.
5S in turn focuses on the elimination of many of these wastes ( Delays, Transportation, Inventories, Motions, Defective products).

12. The Nine types of wastes
6/13/2018
The Nine types of wastes
Think Break
Give an example of each type of waste.
Overproduction ______________________________
Delays (waiting time)__________________________
Transportation _______________________________
Process_____________________________________
Inventories__________________________________
Motions ____________________________________
Defective products ____________________________
Untapped Resources __________________________
Mis-used Resources ___________________________
9 Wastes
Have each member work by themselves and identify an example of each type of the seven wastes. ( 10 minutes)

13. 6/13/2018
Elimination of Waste
This matrix identifies the first 4 steps in the 5S program and their related wastes and deliverables.
This justifies the previous emphasis that 5S eliminates non-value added activities and creates opportunity to increase profits !

14. Progressive Enhancements
6/13/2018
5 S 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
Systematic
Organization
Progressive
Enhancements
Standardization
Listed above is the implementation plan for a 5S program. Each step is explained on the upcoming slides.
Cleanliness
Visual Placement
Step 6
Verification of Effectiveness

15. Removing “Red Tagged” stuff
6/13/2018
Removing “Red Tagged” stuff
What Stuff would you “Red Tag” in these pictures ?
Think Break
Have the group get in teams of three or more and identify the items in each picture that they would red tag.
For each item they identified to be red tagged, have them identify why, and under what conditions they would red tag an item.
Picture A__________________________________________________________
Picture B _________________________________________________________

16. Everything has a useable place
6/13/2018
Think Break
In the following pictures, identify some of the “finding wastes “ ( assume you work in a distribution center and you have to fill an order with product located in the following pictures).
___________________ ___________________ _________________
Finding Wastes
Have the group form teams of two.
Identify the wastes in each picture.
Define why they are wastes.
Give them about 15 minutes do this.
Everything has a useable place

17. Some evidence of standardized work areas
6/13/2018
Some evidence of standardized work areas
Clear, shiny aisle ways
Color coded areas
Slogans, banners
No work-in-process ( WIP )
One-Piece Flow
Standardized Work Sheets
A standardized work area is a result of applying the first 3 S’s.
the result will be a clean, organized work area with evidence of visual color and sign strategies.

18. Visual Color System Implementation
6/13/2018
Visual Color System Implementation
Develop a map identifying the “access ways”(aisles, entrances, walkways etc.) and the “action” areas.
Perform any necessary realignment of walkways, isles, entrances.
Assign an address to each of the major action areas.
Mark off the Walkways, Aisles & entrances from the action areas Table 1.0
Apply flow-direction arrows to aisles & walkways Table 1.0
Perform any necessary realignment of action areas.
Mark-off the inventory locations Table 1.0.
Mark-off equipment/machine locations Table 1.0
Mark-off storage locations( Cabinets,shelves,tables) Table 1.0
Color-code the floors and respective action areas per Table 1.0.

19. 6/13/2018
Cleanliness involves cleaning every aspect of the Organization and the removal of dirt, dust,oil, scraps on the floor, & garbage.
Key Deliverables
Increased Efficiency
Increased Safety
Cleaning should involve everyone;including people in the office environment.
Make it as fun as possible. Have competitions, awards, recognition programs.
Make it simple, use cleaning tools you have available.( rags,mops,soap).
A clean Systematic Organization results in increased safety and efficiency.

20. Assign resources to the specific tasks required to make 3S a habit.
6/13/2018
Step 2: Allocation:
Assign resources to the specific tasks required to make 3S a habit.
The Resource Allocation Matrix identifies the required 5S task that needs to be completed in each 5S step job with the required frequency of action.

21. 6/13/2018

22. 6/13/2018

23. 6/13/2018

24. 6/13/2018

25. 6/13/2018

26. Waste Identification Map
6/13/2018
Waste Identification Map

27. 6/13/2018

28. 6/13/2018
The Nine Wastes
Percentage of Waste

29. 6/13/2018

30. 6/13/2018

31. 6/13/2018

32. 6/13/2018