Welcome

Workplace Organization & Housekeeping 101

Kurt Fink
Corporate Manager Marketing & Public Rel.
15 years of Lean & Six Sigma experience
 Objectives
• Present the 5S history & methodology

• What is in it for the MFG Teammates

• Define what the Teammates role will be

• Learn to SEE

• Begin the process!

 The Challenges
In order to become a Profitable company,
MFG needs to do three things well, all at
the same time!
Improve Reduce Reduce
Quality Lead Time Cost

“Better” “Faster” “Competitive”

 These ‘Challenges’ can only be
met, through a continuous war on
‘Waste’
 ‘Waste’

‘Waste’ is an activity which, from the

customer point of view,
is Not needed!
 7 Types of WASTE

Over-Production
Wait time
Defects
Transportation
Motion

Processing Unnecessary
Inventory
 Over-production - Waste

Definition: Time
io n
rect
• Producing more than
Waiting Cor
Process 1 Process 2

needed by the customer or

n
Extra Defects Inventory Motio
Processing

faster than the customer

can take it.

WHO IS YOUR CUSTOMER???

 Waiting Time - Waste

Definition:
• Cycle Time That Is Too Long
Due To Insufficient Organization
• Operator Wait Time
– Ex: Waiting on a machine to be fixed
• Machine Wait Time
– Ex: Waiting on materials from the
previous process
 Transportation - Waste
Definition
• Any Material Movement That
Does Not Directly Support a
Lean Manufacturing System

• Parts temporarily on racks

• Multiple handling
• Excessive travel
 Processing - Waste
Definition:

arts
• The use of the wrong set of P

tools or wrong procedures,

which will take longer than
required!
Unnecessary The Evils of Inventory

Inventory - • Takes up Space

• Hides Problems
Waste • Could damage products or wind up
being obsolete

Definition:
• Any Supply in
Excess of Process
Requirements
arts arts
P P

arts rts arts arts

P Pa P P

arts arts arts arts arts

P P P P P
 Motion - Waste
Definition:
• Any Movement of
Teammates Which Does
Not Contribute Added
Value To The Product, such
as: too much walking,
stretching, bending,
reaching.
 Defects - Waste

Definition:
• Repair of a Product
in order to deliver
the right quality
– Rework

Repair Re-inspect
In order for MFG to become a
World Class Company, we must
initiate a ‘War on Waste’

War On Waste starts with

improving the Workplace
organization & Housekeeping

or

Implementing
 History of 5S
•Started by Toyota Motor Company in the 1950’s

•Total Productive Maintenance Program

•Eliminate unnecessary equipment downtime (Line Pulls)

•Increase life of capital equipment investments

•Improve Safety for associates

•Improve Quality of parts produced

•A place for everything and everything in its place.

Where did Toyota get the idea???
• Good house keeping

• A barometer of how well the business is being run

• A method to reduce Waste

• A method to improve Safety

• The foundation to become a World Class Company

• A way of life – Culture within the organization

 RED TAG EVENT

MFG Entity
 Sort
Sort--Separate,
Separate,red
redtag,
tag,remove
removefrom
fromthe
theworkplace
workplaceany
any
item
itemthat
thatis
isnot
notimmediately
immediatelyneeded
needed
 Set
SetIn
InOrder
Order––Orderliness:
Orderliness:arrange
arrangeitems
itemsso
sothat
thatthey
they
are
areidentified
identifiedand
andeasy
easyto
toreach
reach
 Shine
Shine––Cleanliness:
Cleanliness:sweep
sweepthe
thefloors,
floors,wipe
wipeoff
off
equipment,
equipment,paint
paintwalls
wallsand
andequipment
equipment
 Standardize
Standardize--Formalize
Formalizeactivities,
activities,frequencies,
frequencies,and
and
responsibilities
responsibilities
 Sustain
Sustain--Discipline,
Discipline,practice,
practice,audit,
audit,and
andrepeat
repeatthese
these
procedures
proceduresso
sothey
theybecome
becomeaaway
wayof
oflife
life
“If in doubt, move it out!”
Red Tag Procedure:

Identify unneeded items in an area

Ask, what is this? Do we need it?

– Keep it? If yes, How Many?
– Store it?
– Dispose it?

Red tag staging area - for final review

One time event only!

Red Tag – Labeling:
• “When in doubt, put a red tag on it!!!”

• Common places to find clutter:

– Shelves and lockers
– Aisles and corners
– Tool and gauge cribs
– Odd corners, under tables, behind
machines,...
 Location Criteria
PRIORITY FREQUENCY OF USE HOW TO STORE

Low Less than once a year

A few times a year Distant storage

Medium Once every 2-6 months In the plant

Once a month Near the use point
Once a week Within eyesight

High Few times a week At point of use

One or more times a day
A Place For Everything

and

Everything In Its Place

• Observe how Teammates get things in
and out

• Study variables:
– Distance to parts
– Distance to tools
– Frequency of use
– Time required to take out and
put away objects
Note: Time values for each variable might be
small but think of the cumulative effect, and
impact on productivity
Designate Storage Locations

• Containers, boxes, cabinets,

shelves, and racks must be
identified
• Materials and tools should be
waist to shoulder high
• Frequently used tools should
be kept at point of use
• Use shadow boards where
practical
– Good Visual Management Tool!
• Clean and paint, walls, floors, and equipment
• Divide area in small manageable sectors
• Define Who is the owner/responsible for cleaning
• Define what are the cleaning rules
• Set time frequencies for cleaning
• Be aware of:
– Clean equipment is much more easier to “read”
– Quality issues or cause of problems become more evident
 Six "S" Routine Checklist Date:

Started Completed
Work Area:

Performed by: YES NO YES NO Comments

Sorting
1 Needed and not needed items are identified.
Needed and not needed items are identified and those not needed are
2 removed from work area.
Initial cleaning has been performed and sources of spills and messes
3 are identified and corrected.
Work area has agreements on housekeeping responsibilities and
4 schedules, and alignments are consistently followed.
Cleanliness problems areas are identified and mess prevention actions
5 are in place.
6 Are potentially risky items and environmental wastes yellow-tagged?
Are all red-tagged and yellow-tagged items being disposed of properly,
7 including those that must be managed as hazardous wastes?
Set-in-order
Simplifying has begun but items are placed randomly
1 throughout the workplace.
Needed items are safely stored and organized according to frequency of
2 use.
Needed items are outlined, dedicated locations are properly labeled,
3 and required quantities are determined.
Needed items in work area have been minimized in number and are
4 properly arranged for retrieval and use.
Needed items can be retrieved within 30 seconds and require minimal
5 number of steps.
Are material containers clean, stored off the floor, closed, properly
6 stacked, and stored/staged in the proper areas?
Are all containers with chemicals or wastes covered or sealed when not in
7 use?
Are all containers with materials, chemicals, and/or wastes properly
8 labeled?
Are initial accumulation points for hazardous waste clean and organized,
9 and do they have effective visual controls?
Shine
1 Work areas to be checked have been identified.
Work areas to be checked are identified and acceptable performance
2 levels documented and posted.
Visual controls and indicators are established and marked for the work
3 area equipment, files, and supplies.
Inspection occurs during daily cleaning of work areas and equipment
4 and supplies are restocked.

5 Potential problems are identified and countermeasures are documented.

Are any leaks evident from equipment, piping, tanks, exhaust lines, or
6 other areas in the workplace?
Is air quality in the work area good and free of dust, odors, and fumes? Is
7 air flow in the work area good? Are ventilation systems clean and
unobstructed? Are HEPA filters free of debris, mold, and dirt?
Are all drains in good condition, free flowing, and unobstructed? Are all
drains properly labeled to ensure that only acceptable substances are
8 disposed down them (e.g., prevent chemicals and wastes from going down
storm water drains)?
Are exterior locations near storm water drains and storm water retention
9 areas free from garbage and debris that can cause obstruction?
Are garbage and recyclables collected and sorted correctly? Are recycling
10 containers and bins free from extraneous materials?
Standardize
1 Work area methods are developed and documented.
Work group documented agreements for needed items, organization,
2 and work area controls.
Work group has documented agreements and visual controls, labeling of
3 items, and required quantities of needed items.
Reliable methods and standards for housekeeping, daily inspections,
4 and workplace arrangements are documented and followed by work
group.
Reliable methods and standards for housekeeping, daily inspections,
5 and workplace arrangements are shared and are used throughout
similar work areas.
6 Are standard work procedures documented and available for the area?
Are environment, health, and safety management activities and procedures
7 relevant to the work area integrated into standard work?

Sustain
Work area checks are randomly performed and there is visual
1 measurement of 5S performance.
Initial 5S level has been determined, and performance is documented
2 and posted in work area.
3 Work group is routinely checking area to maintain 5S agreements.

Sources and frequency of problems are documented as part of routine

4 work, root causes are identified and corrective action plans developed.

Root causes are eliminated and improvement actions focus on

5 developing preventative methods.
6 Are standard work procedures being followed?
Are workers in the area aware of chemical hazards associated with
7 standard work tasks
SAFETY
Are employees using the proper protective equipment when handling
1
chemicals and hazardous waste?
2 Are lockout and emergency procedures posted and easily accessible?
• Implement working procedures for
cleaning
Use pictures! A picture is Worth a Thousand
Words
• Specify responsibilities
• Indicate frequencies, and specific times for
cleaning
• Borders on the floor for: pallets, WIP, end
product
• Visualize good and out of range
parameters
• ‘Red Light’ warnings for equipment failures
• Preventive Maintenance indicators
• Do not let the daily problems take your focus away from 5S!

• Post 5S bulletin boards in each area

• Post before and after pictures on bulletin board to show the

improvements

• Keep 5S rankings and progress reports visible

• Active management involvement AT ALL LEVELS

• Perform frequent (monthly) formal 5S audits

• Frequent audits indicate the level of
proficiency

• What are we looking for?

 5S Audit System
What are we looking for?

Sort

Unneeded items have been completely disposed of

All unneeded items are stored away from work place

(awaiting disposition)

It is easy to distinguish between needed and unneeded items

Unneeded items do not “reappear” in the area

 5S Audit System
What are we looking for?
Set In Order

All tools and gauges are identified and placed in their proper
location. Supplies and raw materials are clearly marked and in
their proper location.

Color-coding, outlining or other methods are used to facilitate

placement of tools, gauges, supplies and materials.

Location and item indicators are clearly used for tools, gauges,
supplies and raw materials. Aisles are clearly marked.
 5S Audit System
What are we looking for?

Shine

Cleaning tasks include dirt preventing methods for Floors, Walls,

Tools, Fixtures, and Gauges.

Cleaning tasks have been established, documented, and posted

on a checklist.

The work area is cleaned according to the checklist.

The work area is cleaned on the proper frequency.

 5S Audit System
What are we looking for?

Standardize
A schedule exists to maintain the first 3 steps of 5S at the
highest possible levels for the entire facility.

The first 3 steps of the 5S have become a habit for all

Teammates.

All operating shifts follow the same methods to maintain the first
3 steps of 5S.
 5S Audit System
What are we looking for?

Sustain
A disciplined system of control and maintenance is in place to
assure the 4 previous steps of 5S are maintained at the highest
possible level.
All Teammates have been educated on the principles of 5S and “Waste”.

5S practices and audits are in place throughout the facility.

Improvements are identified and implemented.
Before After
After
Before After
 After
Before
Visual Factory Management
 Exercise: 30 minutes
• Take a look at your current area

• Identify and write down things you

would improve

• Discuss findings with the group

• Pictures from the ‘areas’

Before After
 What did you see?
• Overproduction ______________________________
• Delays (waiting time)__________________________
• Transportation _______________________________
• Process_____________________________________
• Inventories__________________________________
• Motions ____________________________________
• Defective products ____________________________
• Untapped Resources __________________________
What is in for YOU!
 5S Aims on
Teammate Participation
• 100% Teammate 5S education

• Teammates will be involved in Sorting, Set In Order,

Shining, and Sustaining

• Teammates will be the main source for improvement ideas

• Teammates will help determine individual responsibilities for

each area

• 5S will be included in the job descriptions

 5S Means Teamwork
• 5S can only work if all Teammates act as a Team

• Each shift will have to maintain the 5S’s

• Each Teammate will have clear responsibilities

 Roles and Responsibilities
You the Leader/Trainer:
Learn as much as you can about 5S
Educate co-workers
Be enthusiastic and promote 5S
Take initiative by implementing 5S in your area
Ask manager for support and resources
Participate in implementing and promoting 5S
Bring your 5S ideas to your manager
Lead by example
 5S Benefits for the
Teammates
• Better and safer workplace

• Eliminates the search time for tools and

materials, these will always be at the work cell

• Teammates will have more fun and less stress

• Preserve our investment in MFG, and improve

long term employment, contribute to profit sharing
 Will be an important part of the
MFG work routine!
5S will be as important as Quality and
Productivity and Attendance

5S will be included in the Teammate

evaluations
Clean-up and organize your work area every day so that
each new day is easier and safer than the day before
Share your input with your leaders so that the tools you
need will be available to you, increasing your efficiency.
 Implementing 5S

Let’s get started!

Meet Tomorrow @ 7:00 am

Be prepared to think outside the

norm!
 Steps for the 5S Team

 Determine the area which will be part of the scope

 Define the boundary limits

 Take before pictures of the area

 Establish a red tag holding area (COMPLETED)

 Come to an agreement who will be responsible for each area

Next Steps for the 5S Team
(continuation)
 Make an initial audit through this area and look for
everything that needs improvement

 Write down the required improvements (always think

how can we create a better work environment!)

 Be very specific.
 Indicate what, where, who, and when.
Summarizing!
MFG Entity
 Points to Remember
1. “Take responsibility for your work
environment”

2. “A place for everything, and everything

in its place” “If in doubt, move it out!”

3. “Develop habits you won’t forget”

Questions