Introduction to

Audits

Red Tags

Carla J. Parvin, CFPIM

Sourcing Specialist Thermo Fisher Scientific carlaparvin@yahoo.com
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Workshop Objectives

What is Five S definition and concepts Benefits of implementing 5S Procedures, tools and steps to implement 5S Tips on training for 5S Demonstrate Five S through examples and an interactive exercise The 6th and 7th Ss
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Definition of 5S

5S is a system to

Identify waste Identify opportunities for improvement Bring order to ANY work environment Establish a smooth, efficient flow of material, supplies and activities
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The 5 pillars of the Visual Workplace

What Is 5S
5 Japanese words & a mind-set Seiri - Sort (Segregate & Discard) Seiton - Set in Order (Arrange & Identify) Seiso - Shine (Clean & Inspect Daily) Seiketsu - Standardize (Maintain Cleanliness) Shitsuke - Sustain (Motivate & Establish Discipline)

Lean and 5S

Lean can be defined as the elimination

of waste, continuous improvement and employee involvement/empowerment

5S is one Lean tool often the first

foray into LEAN. Why?

Because its easy and it gets results!

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Everyday Examples

Library Desk Car interior Sugar bowl Garage

Car stop Tool box Tool board

Kitchen of Julia Child or Rachel Ray

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5 S on the Shop Floor

5 S in the Office

5S in Healthcare

Benefits of 5S - for employees

Safer & more pleasant work environment Makes the job easier & more satisfying Employee and customer respect A process that makes sense Positive mental attitude Pride in the workplace

5S creates a better place to work

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Benefits of 5S - for the company

Higher quality, lower costs, easier maintenance, greater customer satisfaction, and higher profitability. Sales Safety Savings Satisfaction Standardization

5S is the foundation for the continuous improvement process

Do the easy stuff first!

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Expected Measurable Results

Reduce storage requirements Reduce floor space Reduce distance traveled Reduce changeover time Reduce nonconformance Reduce late deliveries to 68 % 60 % 80 % 62 % 96 % 0%

Give em something to brag about!!!

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Before: Basement

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Before: Basement

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Before: Safety

Faceplates not installed on outlets and switches.

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The First S: Sort

Separate needed from unneeded items. Leave only the bare essentials.

Remove unneeded items from the work area (red tag). Remove all excess items from the work area. Is it needed, in what quantities, and where should it be located?

Hold excess items within the storage area for 14 days or less. Assign a person to organize and manage the storage area. Organize work/storage area, disposing of all items in red tag area within a predetermined time frame. Audit for results. Organization reduces work flow problems, increases process quality and productivity, and improves communication.
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Red Tags

Red Tag System

Start the red tag process within a designated area (department, clinic, warehouse, storage area, etc.) Set red tag criteria Identify the red tag targets Make red tags Attach red tags Evaluate red tag items Document the results of the red tagged items
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Red Tag Form

RED TAG
CATEGORY (circle one):
Supplies Office Materials Furniture Books/Magazines/Files WIP Raw Materials Finished Goods Other: Tools Equipment

Area:

Tag#:

Date Tagged: Item: Reason: DISPOSITION (circle one):

Discard Store in area Long term storage Sell Transfer Other:

Tagged by: Quantity:

ACTION TAKEN:

Date:

Detach at perforation. Attach top portion to the item, retain the bottom portion for tracking purposes.

RED TAG LOCATOR

Area:

Tag #:

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1st S - Prep Cart

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First S Sort EXERCISE

10 minutes Form teams of 5 to 6 people Given the kit of parts and sample product, separate
needed from unneeded items. The sheet of flip chart paper will be your work cell think about possible layouts, work flow, etc.
Remove unneeded items from the work area. Remove all excess items from the work area. Is it needed, in what quantities, and where should it be located?

Leave only the bare essentials.

Return excess items to front of the room. Debrief lessons learned

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The Second S: Set in Order Objectives

Arrange needed items so they can be easily retrieved, used, and put away. The 3 Es. Get rid of waste in procedures and support activities. Use first in, first out (FIFO). Save space and time.

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Set in Order - Guidelines

Establish place for everything and everything in its place. Place parts, tools, and instructions close to the point of use for motion improvement. Store similar items together. Color code to quickly identify items. Clearly label each item and its storage area. Use specially designed carts to organize tools, materials, and devices that are needed for each area possibly color coded for each job.
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Set in Order - Review Work Sequence

Observe sequence of tasks each worker performs. Break operations into observable elements. Identify value-added versus non-value-added elements. Minimize non-value-added operations. Consider capacity, cycle times, and changeover times. ValueStream Mapping & Standard Work
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Set In Order - Identifying Locations

Signboard strategy Painting strategy Color-coding strategy Outlining strategy

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After: Basement
All parts are labeled and locations marked Heavy items on lower shelves All items secured Walk aisles cleared

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After: Basement

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After: Basement Safety

All light switch and outlet covers installed Ceiling installed

A place for everything and everything in its place!

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Second S - Set in Order EXERCISE

10 minutes In your work cell, establish a place for
everything and everything in its place.

Clearly label each item and its storage area. Store similar items together. Place parts, tools, and instructions close to the point of use for motion improvement. Debrief & lessons learned.
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Sort - 5S Audit Sheet

5S Audit Sheet 1st S SORT
#
1

Audits
Completed by: Total Score: Score 1 2 3 4 5

Department: Date: Previous Score: Description

Are there any unneeded or unused material or supplies in the area? Are there any unused machines or other equipment in this area? Are there any unused attachments, tools or similar items in this area? Is it obvious which items have been marked as unnecessary? Has establishing 5S left behind any useless standards or procedures? Sub Total:

Check Item
Materials or Supplies

Machines or equipment

Attachments or tools

Visual control

Written standards

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Set in Order - 5S Audit Sheet

5S Audit Sheet 2nd S SET in ORDER
# Check Item
6 Location indicators 7 Item Indicators 8 Quantity indicators 9

Department: Date: Previous Score: Description

Are shelves and other storage areas marked with location indicators? Do shelves have signboards showing which items go where? Are the maximum and minimum quantities indicated?

Completed by: Total Score: Score 1 2 3 4 5

Walkways and storage Are walkways and storage areas clearly areas marked? Are tools and attachments arranged rationally to facilitate pickup and return? Sub Total:
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10 Tools and attachments

The Third S: Shine & Inspect

Objective Cleanliness:

Leads to a more safe and comfortable work place Leads to greater visibility to reduce search time Ensures a higher quality of work and safety
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Daily/Shift Cleaning

Dust, sweep and wash counters & floors Clean in, under, and around equipment and furniture Eliminate all trash from the workplace Ready for next shift or next day

Clean so that you would be willing to eat off the floors and equipment!
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Steps in Clean/Inspect

Decide on cleaning / inspection targets Determine cleaning / inspection methods Create Checklists Create Job Cycle Charts Deep clean with paint
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5S Cleanliness/Inspection Checklist
5S Cleanliness/Inspection Checklist
Equipment 1 Is hose attached ?

Point

Clean

Main Response Adjust Replace Repair

X X X X X X X

Eye Wash Station

2 Is faucet head clean ? 3 Is protective cap clean ? 4 Is cap in place ? 5 Verify water flow speed and volume 6 Check for leaks 7

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5S Job Cycle Chart

Div./Dept./Section Prod. Div.

5S Job Cycle Chart

Entered by: No. 5S Job Sort Set 1 Red-tag strategy (occasional, companywide) X 2 Red-tag strategy (repeated) X 3 Place indicators (check or make) 4 Item indicators (check or make) 5 Amount indicators (check or make) 6 Sweep around equipment 7 Sweep within area 8 Sweep around worktable 9 Sweep on and under worktable 10 Sweep work areas and walkways Job Cycle Code A is Continuously B is Daily (mornings) C is Daily (evenings) D is Weekly E is Monthly F is Occasionally in order Date: Shine Standardize Sustain JOB CYCLE A B C D E F X X X X X X X X X X

X X X X X X X X

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3rd S Shine, EXERCISE

Create an Inspection Checklist and Job Cycle Chart for your work cell. Remember the objectives are:

Employees clean their own equipment and work

areas and perform basic preventive maintenance

Keep everything clean in a constant state of

readiness

Investigate the causes of dirtiness and implement a

plan to eliminate the sources

Use dust-collecting covers or devices to prevent dirt

accumulating on equipment and work surfaces

Debrief & lessons learned

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Shine/Inspect - 5 S Audit Sheet

5S Audit Sheet 3rd S SHINE
# Check Item
11 Floors 12 Equipment 13 Cleaning & checking 14 Cleaning responsibilities 15 Habitual cleanliness

Department: Date: Previous Score: Description

Are floors kept clean and free of trash, water, dirt and debris? Is equipment wiped often and kept free of dirt, dust and contamination? Is equipment inspection combined with equipment maintenance? Is there a person responsible for overseeing cleaning operations? Do operators habitually sweep floors and wipe equipment without being told? Sub Total:

Completed by: Total Score: Score 1 2 3 4 5

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1st, 2nd and 3rd S

Ensure that all tools and equipment are available before starting the procedure.

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The Fourth S: Standardize

Objectives

Properly maintain the first 3 Ss as a habit Document cleaning/inspection tasks Implement cleaning/inspection checklist of maintenance activities on periodic schedule Take it to the next level, prevention!
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Standardization Guidelines

Assign responsibility for activities regarding maintaining first three 5S conditions. Integrate documented procedures for cleaning/maintenance tasks into regular assigned work duties.

Improvements made in the first three steps may not last and may revert to prior conditions.
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Standardize Tools

5S locations 5S assignment list and 5S schedule 5S job cycle charts listing each 5S job to be done Visual 5S (normal versus abnormal, disorder, contamination conditions, etc.)
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Three Legs of the Standardization Stool

SET I N ORDER
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4th S - Standardize

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Taking It to the Next Level - Prevention

Incorporate tools, supplies and measuring devices into the process and store where used Suspend tooling above work area

Eliminate tools by tool unification and method substitution Prevent work items from getting contaminated (use equipment covers, store tools and devices in drawers or cases, etc.)
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Taking It to the Next Level - Prevention

Prevent unneeded items from accumulating Make it difficult or impossible to put items in the wrong place.
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Standardize 5S Audit Sheet

5S Audit Sheet 4th S STANDARDIZE
# Check Item
16 Improvement memos 17 Improvement ideas 18 Key procedures 19 Improvement plan 20 The first 3 Ss

Department: Date: Previous Score: Description

Are improvement memos generated regularly? Are improvement ideas being acted on? Are standard procedures clear, well documented and actively used? Are future standards being considered? Are the first 3Ss (Sort, Set in Order and Shine) being maintained? Sub Total:

Completed by: Total Score: Score 1 2 3 4 5

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The Fifth S: Sustain

Objective: Sustain 5S

Conditions necessary to sustain Awareness (understand 5S) Time (time committed in work schedule) Structure (how and when 5S tasks performed) Support (management leadership, resources,
and acknowledgment)

Rewards and recognition Satisfaction and excitement

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Sustain - 5 S Audit Sheet

5S Audit Sheet 5th S SUSTAIN
# Check Item
21 Training 22 Tools and supplies 23 Stock controls 24 Procedures 25 Activity boards

Department: Date: Previous Score: Description

Is everyone adequately trained in the standard procedures? Are tools and supplies being stored correctly? Are stock controls being adhered to? Are procedures up to date and regularly reviewed? Are activity boards up to date and regularly reviewed? Sub Total:

Completed by: Total Score: Score 1 2 3 4 5

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5S Self Assessment Audit Sheets

Area ____________ 1 2 3 4 Date ____________ Auditor ____________

Set I n Order

Shine

5S P rogression to EX CELLEN CE

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5 levels of 5S Implementation
LEVEL 1 Start LEVEL 2 Focus on Basics SORT STRAIGHTEN SHINE Criteria for disposal Decide and organize Clean work area. of not-needed items where to keep have been necessary items established. Tag and identify not- Decide and organize Develop cleaning needed items. how to keep assignments and necessary items. checklist. Make it easy. Inspection during cleaning. STANDARDIZE Established work groups to develop and document standardized work methods. Work methods established for Ss one through three. SUSTAIN Area inspections are random and completed by work groups and/or department leaders. 5S level is established and posted in the area. Work area 5S is maintained. Internal inspection process is standard. Root cause problem solving process in place.
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Establish a safe and LEVEL 3 secure holding area Make It Visual for not-needed items. LEVEL 4 Evaluate and remove unnecesFocus on sary items from the Repeatability site. Identify problem LEVEL 5 areas and document Continuous prevention actions. Improvement

Documented and standardized controls for Ss one through three. Make it obvious. Cleaning is an Develop everyday part of the standardized work job. procedures for all work areas. Identify problem Identify problem Share best practices areas and document areas and document with internal and prevention actions. prevention actions. external work groups.

5 S on the Shop Floor

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5 S in the Office

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5 S in Healthcare

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What Is the 7th S?

#6: Safety 5 Japanese w ords

Seiri - Sort (Segregate & Discard) Seiton - Set in Order (Arrange & Identify) Seiso - Shine (Clean & Inspect Daily) Seiketsu - Standardize (Maintain Cleanliness) Shitsuke - Sustain (Motivate & Establish Discipline)

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References

Hirano, Hiroyuki. 5 S for Operators: 5 Pillars of the Visual Workplace. Productivity Press, 1996. www.lei.org Womack, James P. and Jones, Daniel T. Lean Thinking: Banish Waste and Create Wealth in Your Corporation. Simon & Schuster, New York, 1997. The Gold Mine www.apics.org, Lean Workshop Series, 2008, Lean Executive Overview, 2008
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Questions & Points to Ponder

Triumph is just umph added to try. Success is putting your knows to the grindstone.
- Harvey Mackay

People who say something is impossible should not interrupt those who are busy getting it done .
Carla J. Parvin, CFPIM
Sourcing Specialist Thermo Fisher Scientific carlaparvin@yahoo.com

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