1. Lean Championship Training

3. 5S Standards and Discipline ‘Behind all workplace successes and failures are the 5 S’s’ Hiroyuki Hirano The whole world - whether assembly plant, hospital, bank. airport. pharma factory, retail store or a coal mine - is striving to make work safer, simpler, reliable and less costly. Central to this is 5S discipline with Visual Work Place and Lean Culture.

4. JapaneseTranslationConversionOther Meaning SortOrganizationSortSorting SeitonNeatnessSet in orderSimplify SeisoCleaningShineSweep SeiketsuStandardizationStandardize ShitsukeDisciplineSustainSelf-discipline Safety Security The 5 +2 S’s

5. What is the difference between SAFETY and SECURITY? SAFETY is is protection against random accidents. Example: Car safety belt keeps us safe from accidents. Oxygen masks falling down if aircraft cabin pressure drops. SECURITY is protection against intended incidents. Example: Security check at the airport to stop terrorism, Front door lock

6. SORT Go through the items in the work area and place them into One of the following categories. 1.Needed now in the work area 2.Not needed now in the work area 3.If not needed in the work area for the next 30 days move it out of the work area. Sort Process: 1.Use 5S red tag technique. Attach a red tag and place it in a temporary Holding area. 2. Red tag identifies the item – who moved it, the date it was moved and the reason why it was moved (not used, can be used by others, obsolete, needs repair etc.) Benefits: 1. Helps to break ‘hold just in case’ mentality. 2. Creates valuable space and reduces clutter. 3.People waste time searching for things and often become frustrated if can’t find what they need!

8. Set in a Neat Order 1.Determine a specific ‘home’ for Items needed now. 2.Use lines, labels etc. for easy location. Anyone in your work area should be able to find an item in 30 seconds or less! 3.Daily items should be close to work area 4.Once a week item a little away 5.Once a month items even further or in other area. 6.For store items or WIP items set up a system: How many to have on hand When to replenish Who is responsible for replenishing or ordering more.

9. Shine 5S is much more than just cleaning. Shine is a process of inspecting while cleaning. Look for safety hazards, loose wires, oil air and water leaks etc. Divide work among team members. Decide what to clean, when to clean, how to clean, what you need to clean and above all how long cleaning and inspection should take. Start with large items first and do the floors last. People who resist to cleaning by saying “ I wasn’t hired to clean!” Remind them that they weren’t hired to make a mess either. Finally with shine small problems can be spotted before they become big problems, like a breakdown or safety incident.

11. Standardize Let the work area teams establish guidelines and rules for Sort, Set in order and Shine. We will fail implementation of 5S if we fail to standardize. When we standardize, we make rules and we HAVE to enforce these rules. Use of before and after photos helps the teams to record standardized tasks. Examples for Standards: Sort: Standardize what information goes on red tag, how to perform red tag technique, and rules for disposition of items in the holding area. Set in order: where and how much inventory or supplies should be kept on hand, visual standards like color coding Shine: How to clean and inspect, how often should this be done and what items should be cleaned and inspected

12. Sustain The only way is to do regular 5S audits and monitor the Progress using radar charts. This audit will be an important agenda at Management Review Meetings.

13. With 5S we create a Lean Culture 5S is a discipline. It is a self control not punishment or penalty. The 4 th and 5 th S are two functions that without proper attention Will result in tasks being performed in an “old” way as seen in many ‘before’ photos. 5S is having a clean, neat organized and safe work place. It reduces waste, time spent on searching for items, and stress. 5S is a foundation to Lean Prosperity Building.

18. લીનપ્રણાલીનું ધ્યેય ગુણવત્તામાં બાંધછોડ કર્યા વગર ઉત્પાદનનો સમય બને તેટલો ઘટાડીને તે દ્વારા ઉત્પાદનખર્ચમાં ઘટાડો કરવાનો છે.‘સમય’ એ લીનપ્રણાલીની મુખ્ય આધારશીલા છે તેથી લીનપ્રણાલીમાં જુદા જુદા કાર્ય સાથે સંકળાયેલા સમયને તેને માટે યોજાયેલા સંગ્નાવાચક શબ્દથી ઓળખવામાં આવે છે. સમજુતી માટે જુઓ પરીશીશ્ટ – 1. વીકાસ કરવા માટે સુધારો કરવો જરુરી છે, સુધારો કરવા માટે ભુલ દેખાવી જરુરી છે અને ભુલ જોવા માટે મન ખુલ્લું હોવું જરુરી છે. સમસ્યાઓ જ્યારે ‘તમારી’ અથવા ‘મારી’ મટીને ‘આપણી’ બને ત્યારે જ ઉકલે છે * જ્યારે કોઈ અપ્રીય ઘટના બને ત્યારે સામાન્ય રીતે કોનો વાંક છે તે શોધવાનો પ્રયત્ન થતો હોય છે પરન્તુ તેથી શો લાભ? તેને બદલે જો તેનું કારણ શોધવાનો પ્રયત્ન કરીએ તો ભવીશ્યમાં તેનું પુનરાવર્તન થતું અટકવાનો સમ્ભવ રહે છે. Daily Lean Philosophy at PG