1. 5S as a Part of TPM
Amin Trighi, Bilge Karakaya, Enver Kaplan, Nuray Cekirdekci, Turgut Mart
IE S as a Part of TPM

2. 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
IE S as a Part of TPM

3. Total Productive Maintenance
(TPM)
IE S as a Part of TPM

4. 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
IE S as a Part of TPM

5. TPM vs. TQM
IE S as a Part of TPM

6. 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
IE S as a Part of TPM

7. 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.
IE S as a Part of TPM

8. 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
IE S as a Part of TPM

9. Pillars of TPM
IE S as a Part of TPM

10. 5S
IE S as a Part of TPM

11. 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.
IE S as a Part of TPM

12. 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.
IE S as a Part of TPM

13. 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)
IE S as a Part of TPM

14. 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
IE S as a Part of TPM

15. 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
IE S as a Part of TPM

16. 1. Sort
IE S as a Part of TPM

17. 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!
IE S as a Part of TPM

18. 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.
IE S as a Part of TPM

19. 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
IE S as a Part of TPM

20. 2. Set in Order
IE S as a Part of TPM

21.
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!
IE S as a Part of TPM

22. 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.
IE S as a Part of TPM

23. 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
IE S as a Part of TPM

24. 3. Shine
IE S as a Part of TPM

25. 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.
IE S as a Part of TPM

26. 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!
IE S as a Part of TPM

27. 4. Standardize
IE S as a Part of TPM

28. 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.
IE S as a Part of TPM

29. 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
IE S as a Part of TPM

30. 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)
IE S as a Part of TPM

31. 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.
IE S as a Part of TPM

32. 5. Sustain
IE S as a Part of TPM

33. 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!
IE S as a Part of TPM

34. 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!)
IE S as a Part of TPM

35. Real Life Examples
IE S as a Part of TPM

36. Real Life Examples
IE S as a Part of TPM

37. 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.
IE S as a Part of TPM

38. 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
IE S as a Part of TPM

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