1. 5S and the Visual Workplace
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Lean Manufacturing
5S and the Visual Workplace

2. Objectives Understand how to implement a Visual Workplace that
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Objectives
Understand how to implement a Visual Workplace that
Makes each person’s job easier
Enables you to successfully manage the workplace
Improves the overall success of your company
Understand impact of 5S on
Customer value
Throughput
Efficiency
Learn tools for identifying waste in your work area
Learn tools for eliminating waste in your work area
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

3. Topics Covered Workplace organization (5S) Visual Display
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Topics Covered
Workplace organization (5S)
Visual Display
Visual Metrics
Visual Control
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

4. What is 5S? 5S is the Japanese concept for House Keeping. Sort (Seiri)
Straighten (Seiton)
Shine (Seiso)
Standardize (Seiketsu)
Sustain (Shitsuke)

5. The Visual Workplace What is It?
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
The Visual Workplace What is It?
5S, Visual Workplace, Lean together create…
An immaculate (clean and tidy) workplace with
Only what is needed
Only in the amounts needed
Only when it is needed
And at the location where it is needed
A pleasant and stimulating workplace with
Standard procedures that are easily understood
Standard procedures that are visually clear
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

6. The Visual Workplace What is the Goal?
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
The Visual Workplace What is the Goal?
A workplace that
Responds quickly to customer needs
Enables decisions at the lowest possible level
Is completely aligned (united)
Promotes employee growth
The least waste way to deliver value to the customer
If you can't walk a plant and understand the product flow and operations immediately, then the plant can't be run properly Noel Goutard, Valeo SA
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

7. The Visual Workplace Expectations
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
The Visual Workplace Expectations
The flow of goods is apparent at a glance
Information or tools are available in 30 seconds or less
Historical and current performance levels are apparent
Waste is visible
Abnormal conditions are immediately recognizable
The normal condition is
zero defects
zero abnormalities
zero accidents
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

8. The Visual Workplace Maturity Levels
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
The Visual Workplace Maturity Levels
Ad hoc is a Latin phrase which, literally, means "For this". It generally signifies a solution designed for a specific problem or task, non-generalizable, and which cannot be adapted to other purposes.
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

9. Visual Display Location Marker
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Visual Display Location Marker
Fuel Pump Assembly Cell
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

10. Visual Display Production Status Board
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Visual Display Production Status Board
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

11. Visual Display PWB Daily Production Board
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Visual Display PWB Daily Production Board
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

12. CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

13. CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

14. Visual Display Standard Work
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Visual Display Standard Work
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

15. Visual Metrics Purpose
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Visual Metrics Purpose
Enable a person to self-manage their work.
Enable management to recognize trends and re-align to targets and strategies.
If you are not going to use the data, don’t collect it!
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

16. Visual Metrics Characteristics
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Visual Metrics Characteristics
Provide data
To people who can act on the data
In time to act on the data
To people affected by the data
Visually link results to specific
Performance targets
Improvement initiatives (plans, projects, ideas)
Communicate information
To workers and management
In a format that is easy to understand
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

17. Visual Metrics How to Develop
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Visual Metrics How to Develop
What needs to be measured?
Who is the user?
How to keep track of details?
How often to take the data?
Who will do the tracking?
How to display it?
Where to locate the display?
INSTRUCTOR NOTES:
Have teams walk through this exercise.
OBJECTIVE:
TRANSITION:

18. Visual Metrics Production monitors at Korry Electronics
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Visual Metrics Production monitors at Korry Electronics
Version 2
Version 1
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:
Daily summary

19. Visual Metrics PTP Daily Production Board
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Visual Metrics PTP Daily Production Board
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

20. Visual Metrics Takt Time Sheet
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Visual Metrics Takt Time Sheet
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

21. CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

22. Visual Controls Purpose
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Visual Controls Purpose
Enable the work force to get control of the workplace and everything that occurs within it.
Enable a process to create error free product.
Integrate the standard with the action so that deviation is eliminated.
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

23. CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
What Is 5S?
Word Association:
What do you think of when you hear 5S?
5S is a series of techniques that provide the foundation for a visual management system.
INSTRUCTOR NOTES:
Ask for word association with ‘5S’. Record group answers.
OBJECTIVE:
Discover what the group has heard about 5S
Discover any misconceptions that may exist
TRANSITION:
Leads to correct concept that 5S sets the foundation for a visual workplace

24. Least Waste Way Value Customer
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Why Do 5S?
Why?
To create the
Least Waste Way
to deliver
Value
to the
Customer
INSTRUCTOR NOTES:
Ask group ‘Why’ and record answers.
Do 5 Whys until you get to the real answer – to deliver value
OBJECTIVE:
There are three key elements in the answer:
Customer
Value
Least Waste Way
Make sure the focus of 5S is on delivering value.
5S is not housekeeping.
TRANSITION:

25. CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Where Does 5S Apply?
Any process involved in delivering value to the customer
Factory
Office
everywhere
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

26. It starts in YOUR workplace!
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Who Does 5S?
Any one involved in delivering value to the customer
TOP-DOWN Leadership
Lead by example
Active in the culture change
BOTTOM UP Implementation
Everyone has to be involved
It’s not a program - it’s a way of life.
It starts in YOUR workplace!
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

27. CSUN - Spring 2003
MSE608B Team 1 - Hiring Process 5S
Sort
Set in order
Shine
Standardize
Sustain
Identify and eliminate what is not needed
A place for everything and everything in its place
An effective, organized, professional environment
Develop standards and stick to them
5S is a way of life
Corporate goal is to have all companies at a level 3 by the end of 2003.
INSTRUCTOR NOTES:
If you need the Japanese words, they are:
SEIRI
SEITON
SEISO
SEIKETSU
SHITSUKE
OBJECTIVE:
TRANSITION:

28. Remove the clutter (disorder) so you can see what is happening.
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Sort
Remove the clutter (disorder) so you can see what is happening.
Separate the necessary from the unnecessary
Unnecessary tools, equipment, and procedures need to be removed from the workplace
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

29. Sort Levels of Achievement
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Sort Levels of Achievement
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

30. and everything in its place.
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Set In Order
A place for everything,
and everything in its place.
INSTRUCTOR NOTES:
5S is about making peoples jobs easier by organizing the workplace, keeping it clean, maintaining standard conditions, and instilling the discipline for all employees to maintain a world class environment.
OBJECTIVE:
TRANSITION:
Able to find things in 30 seconds
Clean and ready for use
Most important is the transparency

31. Set In Order Levels of Achievement
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Set In Order Levels of Achievement
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

32. An effective, organized environment.
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Shine
An effective, organized environment.
Identify customers, suppliers, value
Make the normal visible – regular cleaning, visual data
Visual controls on delivery of value – signal and response
Data driven, continuous monitoring
INSTRUCTOR NOTES:
Early detection is easier in a clean environment
Look, Listen, Smell, Touch
Two phases of shine process
Initial campaign
Daily maintenance
OBJECTIVE:
TRANSITION:

33. Shine Levels of Achievement
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Shine Levels of Achievement
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

34. Develop standards and stick to them.
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Standardize
Develop standards and stick to them.
Define and document the current process
Make it the standard for everyone
Define and work to the future state
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

35. Standardize Levels of Achievement
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Standardize Levels of Achievement
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

36. Sustain 5S is a way of life! Set a good personal example
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Sustain
5S is a way of life!
Level
Sort Identify and eliminate what is not needed
Level of Excellence
Comments 1
Necessary and unnecessary items are mixed together in the office area. (Piles of paper work) 2 3 4 5
Necessary and unnecessary items are separated, excess files, unused ref Matl, Boxes of files,
Broken items are still present.
All unnecessary items have been removed from the office area, files and drawers are organized.
Documented method has been established to maintain work area free of unnecessary items. Use
of Red Book.
Employees continually seeking improvement opportunities.
Set in Order A place for everything and everything in its place
Office area shows no sign of organization. Items are randomly located.
Designated location established for all items as required.
Designated locations are marked to make organization more visible, in basket, WIP, Task board
(color coding, outlining, labeling, numbering, etc).
Documented method has been established to recognize with visual sweep if items are out of
place or exceed quantity limits. Use of Red Book.
Vehicle developed to provide continual evaluation and process in place to implement
improvements.
Shine An effective, organized, professional environment
No Visuals in place. Office and computers are dirty and disorganized.
Some Visuals in place. Office and personal work surfaces cleaned on a reg. scheduled basis.
Visual controls in place as required. Office area cleaned daily.
Visual controls practiced continually. Housekeeping tasks are practiced continually. Use of Red
Book.
Excellent visual controls. Office has professional appearance.
Standardize Develop standards and stick to them
No attempt is being made to document or improve current processes.
Methods are being improved but changes haven't been documented.
Information on process improvements and reliable methods are shared with employees.
Changes are being incorporated and documented.(Past 5S sheets, Value Stream Implementation
Plans, Process Improvement Sheets. OpEx Metrics are being tracked and demonstrate area
improvement) Use of the RED BOOK
Employees are continually seeking elimination of waste with all changes
documented and information shared with all.
Sustain S is a way of life
Minimal attention is spent on adhering to the 5 S’s.
A recognizable effort has been made to adhere to the 5 S’s.
Adherence to 5 S policy and procedures.
Documented methods have been put into place to ensure Self-discipline.
Use of the Red Book .
General appearance of a confident understanding of and adherence to the 5S culture.
AREA FOCAL'S NAME:___________________________________ TOTAL 5S LEVEL:
_________
Set a good personal example
Regular evaluation of 5S program
Constantly look for ways to improve the program
5S becomes part of the culture of the entire organization
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

37. Sustain Levels of Achievement
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Sustain Levels of Achievement
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

38. Implementation In Your Company
5S your workplace
Select company approach
Train
Provide support
Establish audit program
Walk the floor

39. Company Approach Alternatives
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Company Approach Alternatives
Company-wide program
+ High visibility
+ Quick progress
 Can become its own goal
 Can get focused on housekeeping
Value stream by value stream
+ Integrated into the conversion to lean
+ Tied to providing value and eliminating waste
 Some are doing it, some aren’t
INSTRUCTOR NOTES:
CAN 5S BE IMPLEMENTED ON A ONE SHOT BASIS?
Not implemented, but it can be kick-started.
Some say that the first thing you should do is to 5S your entire factory.
Others argue that 5S should be implemented along with other lean improvements.
Keep in mind, that 5S is not a goal in itself. It is a tool that sets up a visual management system.
What does your facility need?
Do you need to remove the junk to see the floor? Maybe you need to 5S first.
Is your facility clean, but confusing? Perhaps you need to focus on value streams and 5S as you go.
OBJECTIVE:
TRANSITION:

40. Support Role Of Management
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Support Role Of Management
Provide Resources
Tools, Materials
Training
Time
Promote Ongoing Efforts
Encourage Creative Involvement By Everyone
Acknowledge And Support Efforts
Tangible And Intangible Rewards
Set An Example
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

41. Support Role of the Individual
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Support Role of the Individual
Learn 5S
Participate In 5S Implementation
Help To Educate Coworkers
Show Enthusiasm
Take The Initiative
Bring Ideas To Promote Or Implement 5S
Ask For Support Or Resources
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

42. Audit Example 1 CSUN - Spring 2003 MSE608B Team 1 - Hiring Process
INSTRUCTOR NOTES:
Reasonable ratings-
Sort: 1
Set in Order: 1
Shine: 1
Standardize: 1-3
Sustain: 1-2
OBJECTIVE:
TRANSITION:

43. Audit Example 2 CSUN - Spring 2003 MSE608B Team 1 - Hiring Process
INSTRUCTOR NOTES:
Reasonable ratings-
Sort: 2 or 3
Set in Order: 2 (no labeling)
Shine: 1 (no visuals)
Standardize: 2
Sustain: 2
OBJECTIVE:
TRANSITION:

44. Audit Example 3 CSUN - Spring 2003 MSE608B Team 1 - Hiring Process
INSTRUCTOR NOTES:
Reasonable ratings-
Sort: 3
Set in Order: 3
Shine: 1 (no visuals)
Standardize: 2 or 3
Sustain: 2 or 3
OBJECTIVE:
TRANSITION:

45. Audit Example 4 CSUN - Spring 2003 MSE608B Team 1 - Hiring Process
INSTRUCTOR NOTES:
Reasonable ratings-
Sort: 3
Set in Order: 2 or 3
Shine: 2
Standardize: 1 - 3
Sustain: 2
OBJECTIVE:
TRANSITION:

46. Audit Example 5 CSUN - Spring 2003 MSE608B Team 1 - Hiring Process
INSTRUCTOR NOTES:
Reasonable ratings-
Sort: 2 or 3
Set in Order: 2 or 3
Shine: 2 or 3 - has visual control (folders on desk indicate work that needs to be done)
Standardize: 2 or 3
Sustain: 2
OBJECTIVE:
TRANSITION:

47. Implementation In Your Workplace
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Implementation In Your Workplace
Identify your customers
Determine the value you deliver
Eliminate waste
Sort
Set In Order
Shine
Standardize
Sustain
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

48. Implementation What Should Be the Goal?
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Implementation What Should Be the Goal?
A person should be able to walk into your area and within 5 minutes (without the need for a presentation) be able to determine
The customers and suppliers
The process flow
The deliverables
The resources being used
The value being measured
The current status
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

49. CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
How Do I Deal With…?
The person who doesn’t mind working in a cluttered environment or in a disorganized layout. “I can find anything instantly!”
Can they really find anything?
Is there really never any wasted time?
Do they understand that the information is a company resource and needs to be available to everyone?
The person who is not motivated
Do they understand how this makes their job easier?
Do they understand they have multiple customers and one of them (the stockholders) expect the least waste way
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSISTION:

50. Summary Why Do 5S? Increased Customer Satisfaction
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Summary Why Do 5S?
Increased Customer Satisfaction
A clean, organised environment gives customers confidence
Improved On Time Performance
Reduced Cost
Improved Morale
Improved Safety
Improved Quality
INSTRUCTOR NOTES: Drain the swamp so you can kill the alligators.
Solicit ideas on how 5S can produce these benefits.
Increased Customer Satisfaction
A clean, organised environment gives customers confidence
Improved On Time Performance
Visual management is key to gaining stability in a factory
Reduced Cost
Waste is eliminated
Improved Morale
People spend a lot of time in their work environment
Improved Safety
The environment is clean and organized
Improved Quality
Process are defined and repeatable
OBJECTIVE:
TRANSISTION:

51. Sort Red Tag Program Red tag all unnecessary items
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Sort Red Tag Program
Red tag all unnecessary items
Create a temporary red tag holding area
Move red tagged items to the holding area for one week
Dispose of remaining red tagged items
Continue red tagging regularly.
INSTRUCTOR NOTES:
Suggestions for Red Tags
Category
Item Name
Quantity
Reasons
Value
Date
OBJECTIVE:
TRANSITION:

52. Sort Criteria Three Main Factors Usefulness Frequency of Use Cost
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Sort Criteria
Three Main Factors
Usefulness
Required
Helpful
In the way
Frequency of Use
Daily
Weekly
Monthly
Rarely
Cost
Resources Required to Replace
Resources Required to Store
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:
CATEGORY ACTION (Review in Red Tagging Process)
Cannot or unlikely to be used (DISCARD)
Rarely Remove from cell and store in remote location
Occasionally Store in cell out of the way
Often Store near the process

53. CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Sort Making Decisions
Each person determines what is necessary for his/her own work area.
The group decides what is necessary for group areas.
Necessary Unnecessary
Used for daily work Unsafe
Used periodically Defective
Used by someone in group Obsolete (outdated)
Required by law or regulation Unused
Extra (duplicate)
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

54. Sort Opportunities in the Office Area
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Sort Opportunities in the Office Area
Books
Business Forms
Cabinets
Catalogs – Correspondence
Documentation – References
Equipment
Magazines
Paper
Prints
Processes
Programs
Samples
Shelves – Tables
Supplies
Trash
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

55. Sort Opportunities in the Factory
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Sort Opportunities in the Factory
Raw Material
In Process Items
Completed Items
Tools
Machines
Space
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

56. Set In Order Simplify Put everything in its place Use visual aids
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Set In Order Simplify
Put everything in its place
Frequency of use
Economy of Motion
Use visual aids
Shadow boards
Standard work
Labels (return addresses)
Clearly marked places for items that are movable
Colors, shapes
Keep it that way
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

57. Set In Order Value of Space
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Set In Order Value of Space
Work Area
Distance
The value of space drops in direct proportion to the distance from the work place.
Only store what you immediately need within the work place.
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

58. Set In Order Economy of Motion
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Set In Order Economy of Motion
111 ft
Detour
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:
D e f i n e M e a s u r e A n a l y z e I m p r o v e C o n t r o l

59. Set In Order Economy of Motion
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Set In Order Economy of Motion
Tools
Material Supply
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

60. Set In Order Put Everything in Its Place
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Set In Order Put Everything in Its Place
Labeled as to what is in the cabinet
Return Address Labeled
Locations Marked
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

61. Set In Order Put Everything in Its Place
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Set In Order Put Everything in Its Place
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:
No Private Tool Boxes

62. Set In Order Shadow Boards
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Set In Order Shadow Boards
Shadow Boards
A place for
everything
and
in its place.
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

63. Set In Order Common Area Reference Materials
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Set In Order Common Area Reference Materials
List of Contents
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

64. Set In Order Standard Work
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Set In Order Standard Work
Final Assembly Cell
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

65. Set In Order Marked Spaces
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Set In Order Marked Spaces
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

66. Set In Order Colors & Shapes
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Set In Order Colors & Shapes
Bad
Good  
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

67. Set in Order Keep It That Way
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Set in Order Keep It That Way
Identify potential problems with a regular physical and visual sweep. ?
Look for:
Unrealistic conditions or expectations.
Program errors, broken or malfunctioning equipment or fixtures.
Missing information and out of location files, references, material, supplies etc.
INSTRUCTOR NOTES:
If you pay attention to it, they will pay attention to it.
OBJECTIVE:
TRANSITION:

68. Shine Physical Process
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Shine Physical Process
Determine shine targets and assignments
Product, equipment, space (work area)
Prepare for the shining process
Specify supplies and equipment
Store cleaning tools where they are:
Easy to find
Easy to return
Establish a cleanliness standard
The cleanliness acceptance criteria must be understood
5 minutes of shine time should be adequate for most areas
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

69. Shine Visual Process Identify customer and suppliers
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Shine Visual Process
Identify customer and suppliers
Identify value as defined by the customer
Define primary measurements of value
Determine trigger points
Define Response
Who
What
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

70. Standardize Define the Work Environment
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Standardize Define the Work Environment
Define the current process
Define the “better way” for each task to be performed
Make it visual
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

71. Standardize Communicate
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Standardize Communicate
Every territory should have a communication board
5S Vision
5S Targets
Area Layout
Team
Before & after photos
Current status
Red Tag status
Improvement Ideas
Results
5 S Information Board
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

72. Standardize Communicate
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Standardize Communicate
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

73. 5S Audit Form - Office CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

74. 5S – Group Chart

75. 5S Audit Form - Sample X CSUN - Spring 2003
MSE608B Team 1 - Hiring Process X
INSTRUCTOR NOTES:
OBJECTIVE:
TRANSITION:

76. 5S Level 3 Office Guidelines

77. 5S Level 4 Red Book