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A STRATEGY FOR

PERFORMANCE

EXCELLENCE

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Executive
Overview

Participant
manual

Tools
Workbook

Knowledge
Breakthrou

gh

Lecture
notes

Lecture
notes

Performance Excellence

Series

Training Module Elements

3

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Session 1.0

Introduction…….……...…………………….

3

Session 2.0

Waste Management ………………………..

14

Session 3.0

5S Implementation………………………….

20

Element 3.1

Systematic

Organization…………………... 31

Element 3.1.1 Red Tag

System……………………………. 47

Element 3.2

Sorting Visual

Placement………………….. 33

Element 3.2.1 Visual Sign

System………………………….. 66

Element 3.2.2 Visual Color

System………………………... 76

Element 3.3

Scrubbing

Clean……………………………. 40

Element 3.4

Standardizing

Control……………………... 45

Element 3.5

Self Discipline

Control……………………... 48

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What is 5S ?



An essential step required for Waste
Elimination



An integral step in Kaizen



A required element to achieve Lean-site
Manufacturing.

Systematic
Organizatio
n

“Seiri”

Orderliness

“Seiton”

Cleanliness

“Seiso”

Cleanup

“Seiketsu”

Cleanup

“Seiketsu”

Standardization/Perseveranc
e

“Shitsuke”

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5S Performance Excellence
Model

Systematic-
Systematic
Organization

Scrubbing

clean

Self-
Discipline-

Control

Customer
Expectations

Sorting Visual
Placement

Standardizin
g Control

Improved Quality

Improved Safety

Reduced costs

Consistent Deliveries

Improved Product/
Service Options

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The Five Elements of 5S

Systematic Systematic
Organization-
Identifying what items
are required and which
are not.

Sorting Visual
Placement- Items
should be easily
retrievable, easy to get,
and visual-easy to see.

Self-
Discipline/Control-
Ensuring that
Systematic
Organization, Visual
Placement &
Cleanliness are
maintained.

Scrubbing Clean-Keep the area free
from debris, dirt, oil, items not needed.

Standardizing
Control- Maintain
and continually
improve the previous
improvements.

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Major

CPI

Tools

(6

) Kaizen Lean

Description

Cp/Cpk



Process capability assessment

DOE

Design of experiments

SPC

Process control based on statistics and data analysis

FMEA

Risk assessment tool

Regression

Correlate effect one variable has on another

Process Map



 Map process steps to communicate and identify opportunities

5 whys /2 hows Determination methods for root cause

discovery
Pareto



 Column chart ranking items highest to lowest

Fishbone



 Cause / Effect Diagram

5S

 Elimination waste

Visual Mgmt

 Emphasis on visual techniques to manage process

Poka-Yoke



Error proofing techniques

Spagetti Chart

 

Kanban



Material storage technique used to control process

Takt Time

 Determine pace or beat of a process

Std Work

 Evaluate tasks done during a process

SMED

 Single minute exchange of dies - Quick machine set up

TPM



Integrate maintenance strategy with process

Cellular Flow



Reduce inventory & cycle time thru process layout and pull

production techniques

Expand Process Improvement Program to Utilize Kaizen Tool Kit

Expand Process Improvement Program to Utilize Kaizen Tool Kit

Tool Kit Comparison

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6 Sigma

• Disciplined Methodology

• Technical Approach

(Quantitative)

• Data Driven - Statistical

• Customer Focus

• Reduce Variation

• Focus on Large Impact

• Larger/Longer Projects

Kaizen

• Philosophical
Approach

• Common Sense
Approach

(Qualitative)

• Data Driven -
Observation

• Operational Focus
•

Waste Elimination

5S

• Incremental Change

• Smaller/Shorter
Projects

Complimentary Tools Driving Continuous Improvement

Complimentary Tools Driving Continuous Improvement

Expanding the Strategy

Performance
Excellence

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Comparative Analysis

Improvement Methodologies

• Similar in Structure

• Improvements measured against

established process

• Team oriented

• Similar improvement tools

• Measure effectiveness of
improvements

• Maintain new performance level

• Standardize & Proceduralize

Results

• More Efficient Processes

Comparison

• Both are Effective Improvement
Mechanisms

• CPI/6s best applied to large complex
problems

• Kaizen/Lean best applied to achieve
incremental changes and eliminate
wastes.

Measure
- Data Collection
- Determine Process Potential / Goals

Evaluate
- Root Cause / Vital Few
- Statistical Analysis

Improve & Verify
- Implement Improvement
- Validate Improvement

Standardize
- Standardize / Leverage
- SPC
- Update Procedures

Evaluate
- Baseline Process Performance
- Establish Target

Decide
-Compare solutions
- Choose

Act
-Communicate
- Implement improvement
- Control

Measure
- Validate improvement
- Standardize
- Update Procedures

Focus
- Reduce Process Variation
- Identify Critical Cause and Focus
Resources for Maximum Impact

Focus
-

Eliminate Waste 5S

- Seek Incremental Process Changes

Kaizen/Lean

6

Summary
- Technical Approach based on
Statistical Analysis
- Requires Significant Data Collection
- Best applied to Manufacturing
Processes
- Typical Projects 1-3 Months

Summary
- Common Sense Approach based on
Observation
- Applicable to all types of processes
- Defined improvement strategy
- Typical Projects 1 week

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Why 5S

•To eliminate the wastes that result from
“uncontrolled” processes.

• To gain control on equipment, material & inventory
placement and position.

• Apply Control Techniques to Eliminate Erosion of
Improvements.

• Standardize Improvements for Maintenance of
Critical Process Parameters.

Look

Familiar

?

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

Overproduction



Delays (waiting time)



Transportation



Process



Inventories



Motions



Defective products



Untapped Resources



Mis-used Resources

9

Waste
s

The Nine types of
wastes.

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

Overproduction ______________________________



Delays (waiting time)__________________________



Transportation _______________________________



Process_____________________________________



Inventories__________________________________



Motions ____________________________________



Defective products ____________________________



Untapped Resources __________________________



Mis-used Resources ___________________________

9
Waste
s

Give an example of each type of
waste.

The Nine types of wastes

Think Break

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5 S Element

Waste/ Improvement Item

Deliverable

Systematic

Organization

Elimination of finding.

Reduction of part selection errors.

Reduced Costs

Improved Quality

Increased Product Options

Sorting-Visual

Placement

Elimination of finding.

Elimination of nonconformances.

Elimination of motion.

Reduction of part selection errors.

Reduced Costs

Increased Safety

Improved Quality

Increased Product Options.

Scrubbing Clean

Increased safety.

Preventive maintenance.

Increased equipment knowledge.

Increased Safety

Improved Quality

Standardization

Control

Increased equipment life.

Higher morale.

Clean environment.

Increased visibility of nonconformances.

Improved Quality

Consistent Delivery

Improved Safety

Elimination of Waste

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Systematic

Organization

Cleanliness

Visual Placement

Standardization

5 S

Implementation

Plan

Progressive

Enhancement

s

Step 1

Establish 5 S

Implementation Team

Step 2

Develop Specific

Implementation Plan

Step 3

Develop Communication

Plan

Step 4

Develop 5 S Training Plan

Step 5

Implement 5 S

Step 6

Verification of Effectiveness

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Removing “

Red Tagged

” stuf

What Stuf would you “Red Tag” in these

pictures

?

Picture

A__________________________________________________________

Picture B

_________________________________________________________

Think
Break

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In the following pictures, identify some of the “finding wastes “
( assume you work in a distribution center and you have to fill an
order with product located in the following pictures).

___________________

___________________

_________________

___________________

___________________

_________________

___________________

___________________

_________________

___________________

___________________

_________________

Everything

has a

useable place

Think Break

Finding Wastes

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Some evidence of standardized work

areas

•Clear, shiny aisle
ways

•Color coded areas
•Slogans, banners

•No work-in-process ( WIP
)

•One-Piece Flow
•Standardized Work
Sheets

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Visual Color System Implementation

• Develop a map identifying the “access ways”(aisles,
entrances, walkways etc.) and the “action” areas.

• Perform any necessary realignment of walkways, isles,
entrances.

• Assign an address to each of the major action areas.
• Mark of the Walkways, Aisles & entrances from the action
areas Table 1.0

• Apply flow-direction arrows to aisles & walkways Table 1.0
• Perform any necessary realignment of action areas.
• Mark-of the inventory locations Table 1.0.
• Mark-of equipment/machine locations Table 1.0
• Mark-of storage locations( Cabinets,shelves,tables) Table
1.0

• Color-code the floors and respective action areas per Table
1.0.

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Cleanliness involves cleaning

every aspect of the Organization

and the removal of dirt, dust,oil,

scraps on the floor, & garbage.

Key Deliverables

A

clean

Systematic Organization results in

increased safety

and

eficiency

.

Increas

ed

Safety

Increas

ed

Eficien

cy

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Step 2:

Allocation:

Assign resources to the specific tasks required to make

3S a

habit.

5S “To Do” Plan

Date:

Page of

5S Team Members

Company/Division Name:

Person Preparing This

Sheet

Item

#

Date

Started

5S element

5S Task - Action

Person

Responsible

Location/

Department

Percent

Complete

100

25

75

50

100

25

75

50

100

25

75

50

100

25

75

50

100

25

75

50

100

25

75

50

100

25

75

50

100

25

75

50

100

25

75

50

100

25

75

50

100

25

75

50

100

25

75

50

5S for the Workplace

Training and

Sourcebook

for

5S Worksheets

How to Use This Manual

The continuous improvement tools that are presented in Sections

1-10 of this manual are shown in order of use. These forms

MUST be completed in the order presented in this manual. Each

section contains a brief description of the tool, its purpose, when

to use it, who should use it, how to use it, and the expected

results.

Remember to focus on the elimination of waste.

Strive to maximize yields and obtain cost reductions

from existing machinery and equipment before

“buying solutions”. Improve current systems and

techniques before automation. Automating a system

or practices without first having an understanding of

the process will not solve underlying process

problems.

Perhaps the most important point to remember is that

we must understand a process before we make any

attempt in changing it. “No Tampering” is the first rule

of continuous improvement. We can not tamper with

a process without understanding it.

By using these tools, we will all share a common and

systematic approach for questioning, analyzing,

proposing solutions, experimenting, and finally,

implementing proven changes.

“The problems that exist in the world
today
cannot be solved by the same level of
thinking
that created them.”

Im

p

rove

m

e

n

t

Id

e

n

tify

w

aste

M

e

a

su

re

m

e

n

t

5

S

Te

m

p

la

te

Table of Contents

Section 1

Development of 5S “To Do” Plan: Establishment of the 5S team focused on
the development, training, and implementation of the company’s 5S program.

Deliverable includes action plan and associated tasks with the 5S

implementation. …………………………………………………………………………

4

Section 2

Waste Identification Map: Identification of the 9 wastes associated with
production of products and services. A detailed map of each major work area is

developed describing the major types of wastes in each area. These wastes are

the improvement opportunities that exist prior to

5S………………………………...

The overall wastes is calculated for all the work areas and identified on the 9

Waste Radar Chart

7

Section 3

5S Action sheet: Establishing baseline key performance metrics in terms of
key deliverables, photographs, and current conditions of the “before” 5S

implementation phase. Deliverable includes the 5S action

sheet………………….

11

Red Tag Strategy: The utilization of “Red Tags” to visually identify items which
are not needed or used infrequently…………………………………………………..

14

Section 5

Visual Color Sheets: Utilization of colors to identify specific work actions,

inventory locations, access areas within the work environment. Initialization

begins with development of Visual Color
Sheets…………………………………….

17

Section 6

Visual Sign Sheets: Utilization of signs to identify machine, equipment, tooling,
inventory, safety, hazard and work center locations. Sample Sign
Sheets……….

20

Section 7

Standard Cleaning Work Sheet: A cleaning matrix identifying the work area
responsibilities, supplies, and schedules for cleaning. ……………………………..

23

Section 8

Cleaning “To Do List”: A action list identifying specific cleaning tasks for each
work area identified on the Standard Cleaning Work Sheet………………………..

27

Section 9

5S Status Report: A report identifying implementation effectiveness of each 5S
steps applied. A variable metric ranging from 0-5 is established for each step

implemented……………………………………………………………………………..

30

Section 10

Waste Identification Map: Identification of the 9 wastes associated with
production of products and services. A detailed map of each major work area is

developed describing the major types of wastes in each area. These wastes are

the improvement opportunities that exist prior to 5S……………………………

9 Wastes Radar Chart: After the completion of 5S, the results of the waste reduction

is recorded, charted and compared to the initial 9 Waste Radar Chart.

33

Section 2

Waste Identification Map

Manager or Team Leader

(Section A)

Area or Process Name

(Section B)

Person Preparing This Sheet

(Section C)

Over production



Delays



Transportation



Process



Inventory



Motion



Defective Product

Defective

Untapped

Resources



Mis-used

Resources



Waste Identification
Map

9 Waste Radar Chart

% of Waste Before 5S

% of Waste After 5S

0

Defective Product

Transportation

Delays

Resources

Mis-used

Process

10

Motion

Inventory

Untapped

Resources

90

70

20

30

40

50

60

80

100

Over production

Overproduction

Delays

Transportation

Inventory

Motion

Processes

Defective

Products

Untapped

Resources

Mis- Used

Resources

Before

After

Before

After

Before

After

Before

After

Before

After

Before

After

Before

After

Before

After

Before

After

100

90

80

70

60

50

40

30

20

10

%

o

f W

as

te

0

The Nine
Wastes

P

e

rc

e

n

ta

g

e

o

f

W

a

st

e

Waste Identification Map

Purpose

Used to create a visual picture of a work area to assess waste in work place

organization, office/cell layout and crewing. Shows the type of each waste in

section/division of the organization. Also utilized to indicate equipment type,

size, and distances within each work area.

When To Use

The Waste Identification Map should be used after the 5S “To Do” plan is

completed. A map should be developed for each department or focus area

of the 5S program. Do not attempt to develop a single Map for an entire

organization, it will become too busy to be effective.

Who Should Use It

The Waste Identification Map can be used by anyone involved in continuous

process improvement.

Expected Benefits

The Waste Identification Map will provide information about work waste in

each department, work sequence, equipment layout and distances. The

Waste Identification Map not only provides actual waste, but also provides a

visual layout of the interrelationship of the waste.

How To Use It

1. Referring to the 5S “To Do” Plan, identify each respective area 5S will

be implemented. Develop a Waste Identification Map for each area or
department and complete sections A, B, C, with the necessary

information. Note you may have multiple Maps for the entire 5S

implementation program.

2. For each work department, fill in the equipment, access areas,

storage areas, inventory locations etc. on the Map. It is best to draw
these to scale.

3. Next identify the processes for each area on the Map.

4. Next, list the products and services at each applicable workstation.

5. Next, identify the product/service flow through the respective

processes & work stations.

6. Establish time trials for each major activity and when completed

document the time for each major activity within the department.

7. Document the type of waste and time associated with each waste at

each activity, process, equipment, inventory, storage, and office

location.

8. For each type of waste identified, complete the waste matrix section on

the bottom of the 9 Waste Radar Chart in the “before” column. Note:
The y-axis list % of waste, use whatever metric makes sense i.e.
time, $, labor hours, productivity etc. Remember that your goal is
to reduce these wastes as a result of the 5S Program.

Chart the % waste value for each type of waste on the Radar Chart.

Connect each of the values on the radar chart. This is extremely important,

this is your baseline metric and will be used to determine the magnitude of

your improvements.

Next Step

You are now ready to move to the next step, the Action Sheet.