11 - 5S and the Visual Workplace.ppt

Engineering Management

MSE507

Lean Manufacturing

5S and the Visual Workplace

"What I've learned…I've learned that just when I get my room the way I like it, Mom makes me clean it up.“

Objectives

 _{Learn why Environment, Health, and Safety (EHS) should be an}

integral part of 6S implementation

 _{Learn how to identify EHS issues during the Sort process – the}

first pillar of 6S

 _{Learn how to incorporate EHS into 6S inspections and audits of}

the Shine and Sustain pillars

 _{Understand impact of 6S on}

• Customer value

• Throughput

What is 6S?

 _{6S is a series of techniques that provide the foundation for a}

visual management system.

Relationship of the 6S pillars

What is 6S?

Underlying principle

 _{A place for everything, and everything in its place, clean and}

ready for use. Mistakes can be costly.

 _{How is this principle employed here?}

 _{Why is it important?}

What is 6S?

 _{6S is modeled after the 5S process improvement system}

designed to reduce waste and optimize productivity in the workplace by:

• Creating and maintaining organization and orderliness

• Using visual cues to achieve more consistent operational results

• Reducing defects and making accidents less likely

 _{6S uses the five pillars of 5S and an added pillar for Safety}

Why do 6S?

Benefits

 _{Increased customer satisfaction}

 _{Improved on time performance}

 _{Reduced cost}

 _{Improved morale}

 _{Improved safety}

More on 6S

 _{Based upon the five pillars (5S) of the visual workplace in the}

Toyota Production System

 _{“Cleans up” and organizes the workplace basically in its existing}

configuration

 _{Typically the starting point for shop-floor transformation}

 _{Provides a methodology for organizing, cleaning, developing,}

and sustaining a productive work environment

 _{Encourages workers to improve the physical setting of their}

work and teaches them to reduce waste, unplanned downtime, and in-process inventory

Why is this important?

 _{Our Customers think it is important!}

• (Insert your internal / external customer)

 _{If we are serious about implementing Lean, then we start with}

6S and end with 6S

 _{Safer environment}

 _{Ease of doing your job}

 _{6S is not a program – it’s a culture}

Where does 6S apply?

 _{6S involves everybody}

• Factory

Who does 6S?

 _{TOP-DOWN Leadership}

• Lead by example

• Leadership must be active in the culture change

 _{BOTTOM UP Implementation}

• Everyone has to be involved

When to do 6S?

 _{As a company-wide 6S culture}

• High visibility

• Quick progress

• Caution - can become its own goal

 _{Value stream by value stream}

• Integrated into the conversion to lean

• Tied to providing value and eliminating waste

6S: The foundation for improvement

What are the 6Ss?

1. Sort (Get rid of it): Separate what is needed in the work area from what is not; eliminate the latter

2. Set in order (Organize): Organize what remains

3. Shine (Clean and Solve): Clean and inspect

4. Safety (Respect workplace and employees): Create a safe place to work

5. Standardize (Make consistent): Standardize the cleaning, inspection, and safety practices

Why should EHS be an integral part of

6S?

 _{Expanding the scope of 6S to include EHS concerns can help}

our company to:

• Reduce the chance paint, solvent, or other chemicals expire

before they can be used

• Make defects less likely, so less energy and materials are wasted

• Avoid productivity losses from injuries and occupational health

hazards by providing clean and accident-free work areas

• Meet or exceed your company’s environmental performance and

waste reduction goals

Pillar 1: Sort (Get rid of it)

 _{Focuses on eliminating unnecessary items from the workplace}

that are not needed for current production operations

 _{Uses visual methods such as red-tagging to identify these}

unneeded items

 _{Involves evaluating the necessity of each item in a work area}

and dealing with it appropriately

 _{Can help reclaim valuable floor space and eliminate broken}

tools, scrap, and excess raw material

Sort

Red tag programme

 _{Separate the necessary from the unnecessary.}

• Unnecessary tools, equipment, and procedures need to be

removed from the workplace.

• Remove the clutter so you can see what is happening

 _{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}

Sort – three main factors

Criteria

 _Usefulness

• Required

• Helpful

• In the way

 _{Frequency of Use}

• Daily

• Weekly

• Monthly

• Rarely

 _Cost

• Resources required to replace

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

Sort

Opportunities in the factory

 _{Raw material}

 _{In process items}

 _{Completed items}

 _Tools

 _Machines

Key 6S Inspection and Audit Questions for

Eliminating Environmental Waste and Risk

 _{Sort (Get rid of it)}

• Are potentially risky items and environmental wastes

yellow-tagged?

• Are all red-tagged items being disposed of properly, including

those that must be managed as hazardous or universal wastes?

Incorporating EHS into 6S

Use yellow-tagging to identify EHS issues during the Sort process

 _{The objective of the Sort pillar is to identify items that are not}

needed in the work area and get rid of them

 _{This is done through a process called red-tagging}

 _{A yellow-tag strategy can be used at the same time red-tagging}

takes place to identify any EHS issues

What is yellow tagging?

 _{Yellow-tagging is a simple strategy used to:}

• Identify environmental wastes and items that may be harmful to

human health or the environment in the work area

• Evaluate the need for these items

• Evaluate potential alternatives for these items

• Address them appropriately

 _{This is a supplement to red-tagging}

• key differences include the scope of projects, criteria used, and

options for disposal or reuse

Four steps of yellow tagging

1. Identify yellow-tag targets and criteria

2. Make and attach yellow tags

3. Evaluate and take care of yellow-tagged items

4. Document and share the results

Step 1: Identify yellow tag targets

 _{Two types of targets should be identified:}

• The physical areas where tagging will take place

• The specific types of items that will be evaluated

 _{Potential items to consider yellow-tagging include:}

• EHS hazards in the workplace

• Chemicals and other hazardous materials

• Environmental wastes

…and Criteria

 _{After choosing targets, criteria for evaluating yellow-tagged}

items needs to be agreed upon.

 _{This could include:}

• The risk of an item

• The availability of alternatives

• Opportunities for improved environmental performance

Step 2: Make and Attach Yellow Tags

 _{Can be as simple as yellow sticky notes stating the reason for}

the yellow tag

 _{Can contain standard data that your company uses for tracking}

materials

 _{Key is to include data that will allow your company to evaluate}

performance improvements from 6S and support your company’s overall materials tracking system

An Example of a Yellow Tag

31

Category

(circle one) 1. 2. Health or safety concern Environmental concern Item Name

and Number

Description of Issue or Question

Division

Step 3: Evaluate and Address

Yellow-Tagged Items

 _{If you find an EHS issue during yellow-tagging, ask “why”}

five times to identify the root cause of it

 _{Then ask “how” to address the root cause}

 _{If an item is both unnecessary (red-tagged) and}

hazardous (yellow-tagged), follow appropriate procedures for disposal of hazardous wastes

 _{If items are yellow tagged but not a red tagged (i.e.}

necessary but hazardous), find out if you can avoid using those materials or if there is a less toxic alternative

Step 4: Document and Share the

Results

 _{Document necessary information from the yellow-tagging}

process in a log book or other system

 _{Track the improvements and savings that have resulted from}

yellow-tagging

 _{Share your results with others to show what you have achieved}

and to generate ideas for future improvements

Pillar 2: Set in Order (Organize)

 _{Focus on creating efficient and effective storage methods}

 _{Arrange items so that they are easy to use}

 _{Label items so that they are easy to find and put away}

 _{Can only be implemented once the first pillar, Sort, has cleared}

the work area of unneeded items

 _{Strategies include:}

• Affixing labels and placards to designate proper storage locations

• Outlining work areas and locations

• Installing modular shelving and cabinets

Set in order

 _{Organise: able to find things in 30 seconds or less}

 _{A place for everything and everything in it´s place}

 _{Mark the place for each item}

Set in order

Put everything in its place

Raw Material presentation on workbench using low-cost PVC pipes

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

Tool presentation on workbench using shadow boards (OECO 787 Motor Controllers & Probes Cell)

Set in order

Shadow boards

A place for everything

Two Work Stations sharing one Shadow

Board

Set in order

Value of space and motion

Work Area

Distance

The value of space drops in direct proportion to the distance from the work place.

Set in order

Economy of motion

Material supply

Set in order

Set in order

Colors and shapes

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,

Incorporating EHS into 6S

Expand 6S Inspections of the Set in Order Pillar to Include EHS

 _{Set in Order (Organize)}

• Are material containers clean, stored off the floor, closed, properly

stacked, and stored/staged in the proper areas?

• Are all containers with chemicals or wastes covered or sealed

when not in use?

• Are all containers with materials, chemicals, and/or wastes

properly labeled?

• Are initial accumulation points for hazardous waste clean and

organized, and do they have effective visual controls?

Organizing bookcase

Point of use consumables

Pillar 3: Shine (Clean and solve)

 _{Focuses on thoroughly cleaning the work area}

 _{Daily follow-up cleaning is necessary to sustain improvements}

 _{Enables workers to notice malfunctions in equipment such as}

leaks, vibrations, breakages, and misalignments that could lead to loss of production

 _{It is a good idea to establish Shine targets, assignments,}

methods, and tools before beginning the Shine pillar

Incorporating EHS into 6S

Expand 6S Inspections of the Shine Pillar to Include EHS Issues

 _{Shine activities include daily cleaning and inspection by workers in their}

work area

 _{Involve EHS personnel in developing specific inspection checklist items for}

each work area

 _{Questions should integrate EHS management procedures and waste}

identification opportunities into daily inspections

• Are any leaks evident from equipment, piping, or other areas in the workplace?

• Is air quality in the work area good, free of dust, odors, and fumes?

• Are ventilation systems clean and unobstructed?

• Are all drains in good condition, free flowing, unobstructed and properly labeled?

• Are garbage and recyclables collected and sorted correctly?

• Are recycling containers and bins free from extraneous materials?

Shine

 _{Start with general cleaning of the work environment}

 _{Then look at the details and identify machine defects}

 _{Know your work area and machines so that you are able to}

Shine

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

Safety in the workplace

Pillar 4: Safety (Respect workplace and

employee)

 _{Focuses on eliminating hazards and creating a safe}

environment to work

 _{Once the workplace has been organized and cleaned, potential}

dangers become easier to recognize

 _{A separate “safety sweep” should be performed to identify,}

label, and deal with hazards

 _{Safety measures can also be implemented in conjunction with}

strategies in the other five pillars

58

Example 6S Audit Checklist with EHS

Items

Document

No. Document Title:

6S AUDIT RECORD (SAFETY) Revision No. Page: 1 of: 4 Required by:

Audit Type: Initial Certification

Sustaining

Auditors: Date: __________________

Name: __________________________ Name: ____________________________ Name: __________________________ ____________________________ Workplace Representatives: ____________________________

Name: __________________________ Name: ____________________________

Subject Questions Yes No A. Are aisles marked? 29 CFR 1910.22(b)(2)

B. Are aisle widths maintained? 29 CFR 1910.22(b)(1)

C. Are aisles in good condition? 29 CFR 1910.22(b)(1)

D. Are aisles and passageways properly illuminated?

E. Are aisles kept clean and free of obstruction? 29 CFR 1910.22(b)(1)

F. Are fire aisles, access stairways, and fire equipment kept clear? 29 CFR 1910.178(m)(14)

1. Aisles

G. Is there a safe clearance for equipment through aisles and doorways? 29 CFR 1910.176(a)

Incorporating EHS into 6S

Identify Additional Ways to Implement EHS within 6S

 _{There are many small things you can do to incorporate EHS in}

the 6S process. Here are just a few example:

• Use low-toxic paint in white or a light color - this can help save

lighting and energy costs

• Use different colored containers for hazardous waste, recycling,

and other non-hazardous wastes

• Mark aerosol cans with colored dots to indicate where to dispose

them

• Use environmentally friendly cleaning supplies

Key 6S Inspection and Audit Questions for

Eliminating Environmental Waste and Risk

 _{Safety (Respect workplace and employee)}

• Are employees using the proper protective equipment when

handling chemicals and hazardous waste?

• Are lockout and emergency procedures posted and easily

accessible?

Review questions

 _{How well do 6S inspections and audits assess EHS activities}

and performance in your plant?

 _{What approach might be most appropriate for incorporating}

EHS considerations into 6S assessment tools in your plant?

Reflections on Integrating EHS and 6S

 _{The 6S pillars work together to increase productivity, reduce}

defects, make accidents less likely, save time, and reduce costs

 _{When expanded to include EHS issues, they can help reduce}

hazards and improve environmental performance

 _{By explicitly incorporating EHS issues into all six pillars during}

6S inspections, you can eliminate more waste and risk at your company creating a safer and more efficient workplace

 _{What did you learn from this training module that was}

particularly useful?

 _{Do you need any more information to understand how to}

incorporate EHS into 6S?

 _{Would any other tools be helpful?}

Ask “Why” Five Times

 _{Why are we using so much water?}

The parts need to be cleaned before painting.

 _{Why do the parts need to be cleaned?}

The parts fail quality checks if they aren’t cleaned before being painted.

 _{Why do the parts fail quality checks?}

The paint doesn’t adhere when part surfaces are not prepared properly.

 _{Why do the surfaces of the part need to be prepared?}

The surfaces get contaminated with oils used in the previous process.

 _{Why are oils used in the previous process?}

The oils are used to prevent corrosion during storage.

 _{Based on an example from Robert B. Pojasek, “Asking ‘Why’ Five}

Times,” Environmental Quality Management (Autumn 2000): 83.

Pillar 5: Standardize (Make consistent)

 _{Used to maintain the first three pillars}

 _{Focuses on creating a consistent approach with which tasks}

and procedures are performed

 _{The first step is to assign 6S job responsibilities and integrate}

6S duties into regular work duties using tools such as:

• job cycle charts

• visual cues (e.g., signs, placards, display scoreboards)

• checklists

 _{The next step is to prevent:}

• accumulation of unneeded items

• procedures from breaking down

• equipment and materials from getting dirty

Key 6S Inspection and Audit Questions for

Eliminating Environmental Waste and Risk

 _{Standardize (Make consistent)}

• Are standard work procedures documented and available for the

area?

• Are EHS management activities and procedures relevant to the

work area integrated into standard work?

 _{Define the work environment}

• Standard work

• Cell layout • Cell BOM

• Cleaning checklist

 _{Define the “better way” for each task to be performed}

• Standard work

• Assembly

• Work combination sheet • Work balance sheet

 _{Make it visual}

• Communicate

Standardize

Communicate

 _{Every territory should have a communication board}

• 6S vision

• 6S campaign material

• 6S targets

• Area layout

• Team

• Before & after photos

• Current status

• Red tag status

• Improvement ideas

• Results

Standardize

Communicate

 _{A person should be able to walk into your area and within 5}

minutes without the need for a presentation be able to determine

• What the process is

• Who the customers and suppliers are

• What the deliverables are

• Where and what resources are being used in the process

6S Procedures

 _{Duties and responsibilities for:}

• Area focal

• Area supervisor / manager

Level 4 Red Book

Pillar 6: Sustain (Self-discipline)

 _{To sustain means 6S becomes part of the culture of the entire}

organisation

 _{Constantly look for ways to improve the process}

 _{Regularly review the current status}

 _{Set a good example}

Incorporating EHS into 6S

Expand 6S Audits Performed as Part of the Sustain Pillar to Include EHS Issues

 _{Sustain activities include weekly or other periodic audits to}

assess progress with 6S implementation

 _{Involve EHS personnel in creating plant-wide inspection and}

audit questions and checklists

 _{Questions should ensure that environmental wastes and risk}

are routinely identified, properly managed, and eliminated where possible

 _{Questions can also be used to train 6S inspectors and auditors,}

or to provide background for a broader rating category

Key 6S Inspection and Audit Questions for

Eliminating Environmental Waste and Risk

 _{Sustain (Keep it up)}

• Are standard work procedures being followed?

• Are workers in the area aware of chemical hazards associated

with standard work tasks?

Sustain

Role of management

 _{Set THE example}

 _{Provide training}

 _{Allow time}

 _{Provide resources - tools, materials, people, time}

 _{Acknowledge and support efforts}

 _{Encourage creative involvement by everyone}

 _{Tangible and intangible rewards}

Sustain

Role of the individual

 _{Learn 6S}

 _{Educate co-workers}

 _{Show enthusiasm}

 _{Take the initiative}

 _{Ask for support or resources}

 _{Participate in 6S implementation}

Factory 6S level of excellence

Level Sorting Distinguish between what is needed and not needed Level of Excellence Comments

1 Necessary and unnecessary items are mixed together in the work area. 1 2 3 4 5 2 Necessary and unnecessary items are separated (excess inventory, Obsolete tools & Equip)

3 All unnecessary items have been removed from the work area.

4 Documented method has been established to maintain work area free of unnecessary items. Use of Red Book.

5 Employees continually seeking improvement opportunities.

Level Simplifying A place for everything and everything in its place Level of Excellence Comments

1 Tools, supplies and materials randomly located. 1 2 3 4 5 2 Designated location established for all items as needed.

3 Designated locations are marked to make organization more visible (color coding, outlining, labeling, numbering, etc).

4 Documented method has been established to recognize with visual sweep if items are out of place or exceed quantity limits. Use of Red Book.

5 Vehicle developed to provide continual evaluation and process in place to implement improvements.

Level Sweeping Does this area present a will organized professional environment?Level of Excellence Comments

1 No Visuals in place. Factory / work areas and machinery are dirty and disorganized. 1 2 3 4 5 2 Some Visuals in place & Work / break areas are cleaned on a regularly scheduled basis.

3 Visual controls in place as required & Work / break areas are cleaned daily.

4 Visual controls practiced continually. Housekeeping tasks are practiced continually. Red Book 5 General appearance of excellent visual controls. Area has developed a method of

preventative cleaning and maintenance.( Stop the mess before it happens)

Level Standardizing Develop standards and stick to them Level of Excellence Comments

1 No attempt is being made to document or improve current processes. 1 2 3 4 5 2 Methods are being improved but changes haven't been documented.

3 Information on process improvements and reliable methods are shared with employees. 4

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 Red Book.

5 Employees are continually seeking elimination of waste with all changes documented and information shared with all.

Level Self-Discipline Set good example, stick to the rules and follow up the other 4S. Level of Excellence Comments

1 Minimal attention is spent on adhering to the 5 S’s. 1 2 3 4 5 2 A recognizable effort has been made to adhere to the 5 S’s.

3 Adherence to 5 S policy and procedures.

4 Documented methods have been put into place to ensure Self-discipline. Use of Red Book 5 General appearance of a confident understanding of and adherence to the 5S program.

Follow-up example (audit)

5S Inspection Rank A: perfect score Rank B: 1-2 problems Rank C: 3 or more problems

Category Item Rank

(A: B: C:) Comments

Have all unnecessary items been removed? Sort Are all remaining items neatly arranged?

Are walkways and work areas clearly outlined? Are unneeded items stored in an appropriate place?

Does a procedure exist for dispensing unneeded items?

Is there a visually marked specified place for

everything?

Set in Order Is everything in its specified place?

Are standards and limits easily recognisable? Is it easy to see what needs to be where? Are things put away after use?

Are work areas clean? Shine Is equipment kept clean?

Are cleaning materials easily accessible? Are demarcation lines clean and unbroken? Are cleaning guidelines and schedules easily visable?

Is all necessary information visible? Standardise Are all standards known and visible?

Is there a checklist in the area?

Does everyone observe standard procedures? Sustain Are Red Tag procedures followed?

5 levels of excellence

Sort Set in Order Sweeping Safety Standardise Sustain

Level 5 Focus on prevention Employees are Continually seeking Improvement Opportunities. A dependable, documented method has been developed to provide continual evaluation, and a process is in place to implement

improvements.

Area employees have devised a dependable, documented method of preventive cleaning and maintenance.

Everyone is continually seeking the elimination of waste with changes documented and information shared.

There is a general appearance of a confident understanding of, and adherence to the 6S principles. Level 4 Focus on consistency Red Book A dependable, documented method has been established to keep the work area free of unnecessary items.

A dependable, documented method has been established to recognize in a visual sweep if items are out of place or exceed quantity limits.

6S agreements are understood and practiced continually.

Substantial process documentation is available and followed.

Follow-through with 6S agreements and safety practices is evident.

Level 3

Make it visual

Unnecessary items have been removed from the workplace.

Designated locations are marked to make organization more visible.

Work and break areas and machinery are cleaned on a daily basis. Visual controls have been established and marked.

Working environment changes are being documented. Visual control agreements for labeling and quantity levels have been established.

6S agreements and safety practices have been developed and are utilized.

Level 2

Focus on basics

Necessary and unnecessary items are separated.

A designated location has been established for items.

Work and break areas are cleaned on a regular, scheduled basis. Key items to check have been identified.

Methods are being improved but changes haven’t been documented.

A recognizable effort has been made to improve the condition of the workplace.

Level 1

Just beginning

Needed and not needed items are mixed throughout the work place.

Items are randomly located throughout the workplace.

Work place areas are dirty, disorganized and key items not marked or identified.

Work place methods are not consistently followed and are undocumented.

__________________ Current Level for Area

Picture of Area Champion

Level Sorting Distinguish between what is needed and not needed Level of Excellence Comments

1 Necessary and unnecessary items are mixed together in the work area. 1 2 3 4 5 2 Necessary and unnecessary items are separated (excess inventory, Obsolete tools & Equip)

3 All unnecessary items have been removed from the work area.

4 Documented method has been established to maintain work area free of unnecessary items. Use of Red Book.

5 Employees continually seeking improvement opportunities.

Level Simplifying A place for everything and everything in its place Level of Excellence Comments

1 Tools, supplies and materials randomly located. 1 2 3 4 5 2 Designated location established for all items as needed.

3 Designated locations are marked to make organization more visible (color coding, outlining, labeling, numbering, etc).

4 Documented method has been established to recognize with visual sweep if items are out of place or exceed quantity limits. Use of Red Book.

5 Vehicle developed to provide continual evaluation and process in place to implement improvements.

Level Sweeping Does this area present a will organized professional environment?Level of Excellence Comments

1 No Visuals in place. Factory / work areas and machinery are dirty and disorganized. 1 2 3 4 5 2 Some Visuals in place & Work / break areas are cleaned on a regularly scheduled basis.

3 Visual controls in place as required & Work / break areas are cleaned daily.

4 Visual controls practiced continually. Housekeeping tasks are practiced continually. Red Book 5 General appearance of excellent visual controls. Area has developed a method of

preventative cleaning and maintenance.( Stop the mess before it happens)

Level Standardizing Develop standards and stick to them Level of Excellence Comments

1 No attempt is being made to document or improve current processes. 1 2 3 4 5 2 Methods are being improved but changes haven't been documented.

3 Information on process improvements and reliable methods are shared with employees. 4

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 Red Book.

5 Employees are continually seeking elimination of waste with all changes documented and information shared with all.

Level Self-Discipline Set good example, stick to the rules and follow up the other 4S. Level of Excellence Comments

1 Minimal attention is spent on adhering to the 5 S’s. 1 2 3 4 5 2 A recognizable effort has been made to adhere to the 5 S’s.

3 Adherence to 5 S policy and procedures.

4 Documented methods have been put into place to ensure Self-discipline. Use of Red Book 5 General appearance of a confident understanding of and adherence to the 5S program.

AREA FOCALS NAME:___________________________________ TOTAL 5S LEVEL: _________

X X X X X

2

Summary

 _{The 6S process is where improvement begins}

 _{It is important that everyone gets involved in the 6S culture}

 _{6S will improve your environment and make your job easier}

Recommended Readings

 _{Hirano, Hiroyuki. 5 Pillars of the Visual Workplace. Portland,}

OR: Productivity Press, 1995.

 _{Peterson, Jim, Roland Smith, Ph.D. The 5S Pocket Guide.}

Portland, OR: Productivity Press,1998.

 _{Productivity Press Development Team. 5S for Operators: 5}

Pillars of the Visual Workplace. Portland, OR: Productivity Press, 1996.

 _{Productivity Press Development Team. 5S for Safety}

Implementation Toolkit: Creating Safe Conditions Using the 5S System. Portland, OR: Productivity Press, 2000.

 _{Productivity Press Development Team. 5S for Safety: New}

Eyes for the Shop Floor. Portland, OR: Productivity Press, 1999.

Quiz

1. What is the main benefit of 6S to the business?

A. Happier working environment

B. Reduce over production

C. Impresses Customers, win more business.

D. Creates more space for additional equipment

E. None of the above

2. How would you measure internal benefits / return?

A. Send out a team questionnaire

B. Measure past and future state business metric C. Track the 6S Audit Score

Quiz

3. What is the key element to sustainability?

A. Local team support and commitment(you)

B. Audits and display the results

C. Documents and procedures of how it works

D. Management commitment

4. What is the benefit of the 30 second rule?

A. Gives a standard that people can check against all day every day. This gives ideas for improvement

B. Target for management to use to measure team performance C. There is no benefit

Revision Control

Rev. Date

By

Change

Pages

Affected

Meggitt Equipment Group

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Raw Material presentation on

workbench using low-cost PVC pipes (OECO Meters Cell)

FRONT BACK (mini cups with

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Pegs hung above

workbenches to air cure parts to eliminate walking to area to set parts

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Creative use of workbench spaces to hold tools/supplies (OECO Various Cells)

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Creative use of workbench spaces to hold tools/supplies (OECO Various Cells)

Movable Work

instruction/Router holder Movable holder for heavy

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Safety EquipmentSafety Equipment (Green)(Green)

Inventory - Raw Material Inventory - Raw Material (Blue) (Blue) Aisles/Tools/Equipment Aisles/Tools/Equipment (Yellow) (Yellow)

Inventory - Non-Conforming Inventory - Non-Conforming (Red) (Red) Maintenance Maintenance (White) (White)

•First Aid Kits, Eyewash Stations, Safety Posters, Notices

• Good Raw Material Storage - 0.5” or 1” tape on tables, 2”

tape on floor

•Main Facility Aisles - 3” tape, Sub-Aisles – 2” tape

•Tools/Supplies/Equipment – 0.5” or 1” tape on tables, 2”

tape on floor

•Scrap, Bad Parts, Warranty Materials, Dull Tools

•Repair Tools (used by Maintenance, not Repairs), TPM

Materials, Cleanliness (eg.Trash Cans, Chemical Trash Cans, Cleaning Supplies)

Standard 6S Color Code (OECO)

Inventory – Work In Process/ Inventory – Work In Process/ Finished Goods

Finished Goods (Black and White) (Black and White)

• Work In Process Materials/Finished Goods – 0.5” or 1” tape

on tables, 2” tape on floor

ESD

logo)

Homework Assignment

1. What is 6S?

2. Why is 6S important, and why is it usually the first

training topic and implementation goal when an organization starts the lean journey?