Athens School of Maranhão - FAME Course Directors

5S Training Course Auditors

Prof. MSc. Gerisval Alves Pessoa July 2008
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About the Facilitator
Master in Business Administration (FGV) Expert in Quality Engineering (WAEMU
) Chemical Industrial (College) Specialist TQC (Total Quality Control - Japa
n) Professor of Graduate and Postgraduate Course Coordinator Graduate (FAMA)
Strategic Management Quality People Strategic Management Strategic Manageme
nt Services Corporate Environmental Management Lead Auditor ISO 9001 and 1
4001 and 18 001 Auditor OHase Trainer International TPM (Total Productivity Ma
intenance) National Quality Award Examiner: cycles 2000, 2001 and 2002 Master
Quality Analyst 23 years of professional experience
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Student Presentation
Students
Interview in doubles (10 min) Name: Company * * Function: Knowledge /
Experience Expectations regarding Discipline Trivia
* If you work © Gerisval Person
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How to Best Leverage Our Time
Devote this time exclusively to learning Turn off the phone or put on vibrat
e or silent Off MP3 (4, ..., 10) - Earphone Make connections in the interval
s Meet the facilities of local Know the procedures Site security Keep cl
osed notebooks meet the schedules Respect the work of others Focus 110% on l
earning Use and intervals: seek to meet more people, etc..) Connect every de
tail of the discipline with its work / life day-to-day "Reset" anxiety about t
he times
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Objectives: Skills and Competencies
Enable Auditing;
the
Participants
in
Techniques
of
Enable participants to plan, prepare and implement 5S audits; Develop person
al attributes and skills necessary to the audit process 5S Enable participants
auditors of the 5S to act as
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Syllabus
1. The Audit Process
- - - - - 1.1 Definitions 1.2 Fundamentals 1.3 Responsibility 1.4 1.5 Questionin
g Techniques Checklist
2. Auditor Profile
- 2.1 Profile and Responsibilities - 2.1 Human Factors
3. 5S Program
- 3.1 Purpose - 3.2 The 5 Senses - 3.3 rating 5S
4. Exercises
- Sense of 4.1Exercício Ordination - 4.2 Assessing a 5S Workstation Administrati
on - 4.3 Assessing a 5S Administrative Workstation
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Teaching Strategy
lecture-Dialog; individual and team exercises; Reading and Interpretation
of Documents; Debates; Movies; Simulation Audit.
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Learning Evaluation
Punctuality and Attendance ............................... 05% Process Commu
nication .............................. Engagement ...........................
................... 05% ....... Reading and 05% quality interventions ........
...... 05% Implementation of exercises ...................... ........ 30% A
ttitude and Skills in Simulation ............ 50%
Approval: Use at least 80%
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References
ACADEMY OF TECHNOLOGY MANAGEMENT SYSTEMS. ISO 9000:2000 Lead assessor: participa
nt manual. Porto Alegre: ATSG, 2004 BRAZILIAN ASSOCIATION OF TECHNICAL STANDARDS
. ISO 19011:2002: Guidelines for auditing quality management system and / or env
ironmental. guidelines. Rio de Janeiro, 2002. ___. ISO 9000:2005: Quality manage
ment systems - fundamentals and vocabulary. Rio de Janeiro, 2005. LAPA, Reginald
P. Practicing the 5 Senses. Rio de Janeiro: Qualitymark, 1997 O'HALON, Tim Audi
t quality: based on ISO 9001:2000: adding value accordingly. São Paulo: Saraiva,
2007. PERSON, A. Gerisval 5S Program. St. Louis: FAME, 2003 (handout). UMEDA, M
asao. The 7 Keys to successful 5S. Belo Horizonte: FCO, 1997.
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1. The auditing process FORCE
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Audit - Definition
Systematic, independent and documented for evidence of audit and objectively ass
ess them to determine the extent in which the audit criteria are met (ISO 9000:2
005)
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Merits of the 5S Audits
• 5S Audit Audits are used to determine to what degree the objectives and expect
ed results of the program were met.
• 5S Audit findings are used to evaluate and
recognize the jobs and identify opportunities for improvement.
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7M of the Audit 5S
To audit an activity is necessary to observe the 7 M's: • Hand-to-work: (the peo
ple), skills, training, responsibilities, attributes, ... • Materials: specifica
tions, quantity, condition, identification, ... • Machines - tools: specificatio
ns, capability, identification, location, ... • methods: procedures, information
: available and updated, ... • Measurements: inspections, checks, controls, ...
• Memory: records that are kept ... • Environment: temperature, humidity, ...
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The 5 Senses of the 5S Audit
To audit an activity is necessary to observe the five senses: • • • • • Sight He
aring Touch Taste Smell
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The 5 Senses of the 5S Audit
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Responsibilities
Auditor
• Be prepared to run the fund for audit. Trying to predict the maximum possible
situations to occur. • Avoid surprises to submit audited. Discuss immediately th
e non-conformities found and seeks to clarify all points with the auditee during
the audit. Make a truthful account at the closing meeting. • Seek objectivity a
nd get real data. Avoid personal opinions and only rely on hard facts can be ver
ified (audit evidence). • Negotiate in advance the limits of interference. Discu
ss with the auditee to specific needs, because of possible security procedures o
r industrial equivalent.
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Responsibilities
Auditor
• Opine on ethical grounds and reliable. Do not attack people but rather the har
d facts. Be clear in your explanations and not being afraid to speak the truth.
• Motivating people of audited areas for improvement. Show the auditee that the
identification of nãoconformidades aims to provide an improved system and not a
punishment. • Persuading, not impose. Show the auditee risks of non-conformity t
o quality and therefore the need for system patches. • Know the goals of the com
pany, area, department, meeting, activity, process or product that will be asses
sed. The effort to know what has to realize is a hallmark of the auditor.
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Responsibilities
Auditor
• Know the controls adopted by the audited organization, which are the means by
which it seeks to ensure that quality is achieved. This includes controls prior
to, during and after implementation of activities. • Know the people that will b
e evaluated by sampling and complete based on the sample. The auditor should not
speak out about what has not been verified. • The auditor should make sure that
indeed "there" and that is not only making an assumption or rushing to conclusi
ons. "I know because I saw, I checked and checked." • Know the effects that stem
s from an audit report, to avoid the banalities assign value ..
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The Ten Commandments of audit
1) Trial / Evaluation not judge or assess to have understood perfectly observed.
2) Inferences not infer non-critical thoughts, facts or ideas from the reported
or observed. 3) Inference Ideas Do not assign their own thoughts or ideas to th
e interlocutor. 4) Lack of attention not allow thoughts to distance themselves n
ot lacking attention to what is being reported or observed. 5) Attitude Do not c
lose your mind to others, always be receptive
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The Ten Commandments of audit
• Attention to listen Do not let feelings guide the mind. • Semantics not interp
ret words or phrases differently from the interlocutor. • Speech is not thrilled
by the sound of his own voice or by demonstrating their knowledge. 9) Lack of h
umility is not considered so good that it can not learn anything from anyone. 10
) Fear
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Do not be afraid of improvements, corrections or changes.
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Exercise 1 - Perception (05 minutes)
Objectives:-Understand the importance of Criteria Audit Method 1: In 30 seconds,
tell me what you see in the picture?
Package
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Exercise 1 - Perception (10 minutes)
Objectives:-Understand the importance of Criteria Audit Method 2: • Now, find a
5 pointed star? • Discuss the result Moral: If you do not know what you want, do
not know how to interpret the results!
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Overview of the audit process
Information Sources
Gathering information for proper sampling and checking the audit evidence
Assessing against the criterion of the audit findings of the audit
Critically analyzing
Audit findings
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Collecting and verifying information
Methods for collecting information include: • Interviews • Observations of activ
ities • Critical analysis of documents
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Questioning Techniques
Questioning:
• Follow a logical sequence of questions with regard to procedures or activity b
eing audited. • Organize it in order to separate the parts that depend on verifi
cation of documents of verification field. • Work out the questions so as to div
ide the work among the group auditor By questioning: Do not address several issu
es in one question Ask questions that generate light responses
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Questioning Techniques
Steps: • Formulate a logical question to answer • Listen • Assess the response •
Note • Further observations
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Questioning Techniques
Questions: If in doubt, do not be afraid to ask for clarification until its full
elucidation Submission of Questions: The questions are directed at people who p
erform the activity being audited, not to their superiors. If the latter try to
answer the question personally, the auditor should politely - to explain who sho
uld respond. Notes: Notes are essential, but should not interfere with the progr
ess of the audit.
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Questioning Techniques
The types of questions open questions (the seven friends of Controller) • How? (
How) • What? (The fact) • When? (Time) • Where? (Place) • Who? (A (s) person (s)
) • Why? ((S) reason (s)) • Show me (the audit evidence)
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Questioning Techniques
Types of questions • Closed
They have to answer Yes or No. Only to be used in conjunction with another type
of question.
• Alternatives
Propose solutions
• "get the hook"
Getting a word or make one important aspect from the same issue.
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Questioning Techniques
Types of questions • Recast
It is a reformulation of what was said by audited by an interrogative sentence.
Hypothetical
Present a hypothetical situation to which it seeks a response.
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Questioning Techniques
Types of questions • Quiet
One question not performed when the auditor looks at the audited without saying
a word or a pause at the end of a response may provide important information to
the auditor because it produces audited in the sense of an incomplete response o
r not satisfactorily answered.
• Obvious
Fear not make obvious questions, important information may emerge in response.
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Questioning Techniques
The types of issues
• Heavy
Should be avoided! Example: You still producing nonconformities? Whatever the an
swer, whether he would agree that - at least - has already produced nãoconformid
ades.
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Preparing a checklist
Generate the most possible choice questions (the answer may be "compliant" or "n
on-compliant"). Based on these issues, using the 5W1H1S are obtained from the ob
jective evidence to substantiate conformity assessment.
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Preparing a checklist
Closed questions (checklist) are answered by AUDITOR During the interviews, the
auditor makes the OPEN ISSUES AUDITED
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Preparing a checklist
Examples of closed questions and open questions on its development
• There is a definition of the responsibility for maintaining cleanliness in eac
h job? Where ... As ... Who ... Show me ...
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Preparing a checklist
Examples of closed questions and open questions on its development
• The company provides a retention time for the records (information and data)?
As ... Where it is defined ... Show evidence ...
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Preparing a checklist
Examples of closed questions and open questions on its development
• There is a systematic procedure formally described in (criteria) for evaluatio
n of cleaning?
What is the systematic ... Where is defined ... Who has access ... Show me ...
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Preparing a checklist
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2. Profile of the Auditor FORCE
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Profile of Hearing: Concept of Competence
Competence
Quality Knowledge and skills specific quality knowledge and generic skills Knowl
edge and skills 5S 5S
Education
Professional Experience
Training audit
Audit experience
Personal attributes
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Profile of Hearing - Powers
• Aspects dichotomous (as Charles Mills) • Personal attributes; • Personality tr
aits; • Knowledge and skills; • Education, • Work experience; • Training audit •
Experience in auditing.
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Profile of the Auditor - Aspects dichotomous
A1 - State System of quality management should be planned and documented to ensu
re adequate control. A2 - But The System of quality management should not stifle
creativity in management, projects, methods of analysis, etc.. B1 - STATUS 5S a
udit should be planned and systematic, using some kind of working document to en
sure that all aspects are evaluated. B2 - However the audit should not be bureau
cratic and recognize only a preconceived method of evaluation ..
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Profile of the Auditor - Personal attributes
• Ethical, ie fair, truthful, sincere, honest and discreet • Open mind • Diploma
tic • Perceptual Observer • Versatile • • Tongs • Decisive • Self-confident • Ot
her: • Analytical Ability • Systemic • Vision • Leadership • Posture • Flexibili
ty • Persistence communication skills (oral and written)
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Characteristics of persons
In large part, the effectiveness of audits 5S depend on personal relationships b
etween auditors and audited. Personality traits for an auditor to include skills
: 1. To relate to people in order to inspire a frank and open exchange of facts
and ideas. 2. Remain calm and relaxed during all stages of the audit. 3. To expr
ess an air of confidence but not overconfidence. 4. Demonstrate honesty and tran
sparency in reporting the findings of the audit. 5. Demonstrate working knowledg
e of 5S activities and disciplines appropriate activities audited.
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Characteristics of persons
6. Working in a planned and systematic way, without showing autocratic tendencie
s. 7. Being decisive in resolving issues concerning the adequacy and compliance
of program quality are not bureaucratic or authoritarian. 8. Have an open mind f
or the interpretation of the reference documents, standards, etc.. 9. Being an o
bserver of detail in areas and associated or related activities. 10. Being intui
tive interpretation of the observations made during the audit to identify and re
act to any problem that may arise.
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Knowledge and Skills
• knowledge and generic skills of auditors 5S - Principles, procedures and audit
ing techniques - management system and documents - Organizational Situations - L
aws, regulations and other relevant requirements applicable to the discipline
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Knowledge and Skills
• knowledge and generic skills of audit team leaders - Planning the audit and ma
ke effective use of resources during the audit - to represent the audit team in
communications with the audit client and auditee - Organize and direct audit tea
m members - to prevent and resolve conflicts - Prepare and complete the audit re
port.
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Knowledge and Skills
• Knowledge and skills specific to auditing 5S - Methods and techniques related
to 5S - 5S Objectives
- Expected results with 5S - Objectives of each Sense - How to promote and evalu
ate every sense - quality management tools and their application
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Human Factors in Auditing
• Communication • Behavior • Summary auditor's conduct of the auditor of the aud
ited • Behavior
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Communication
The establishment of a communication channel open and frank between auditors and
audited is an aspect of utmost importance in an audit process. Its effectivenes
s depends directly on the process of written and verbal communication. The compo
nents / influences presented below:
Word Tom Voice Corps
in
communication
are
July% 38% 55%
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Communication
It is important to consider these factors in establishing an appropriate communi
cation process. The following are some tips: • Try to adopt a symmetrical body a
ttitude in relation to the interlocutor. • Maintain the same speed of breath and
tone of the audit. • When greeting by shaking hands, do it firmly, but not over
stated. • Head to the people by name. • Be appropriate to the standards and cult
ure of the audited company (clothing, procedures ,...)
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Communication
It is important to consider these factors in establishing an appropriate communi
cation process. The following are some tips: • Try to adopt a symmetrical body a
ttitude in relation to the interlocutor. • Maintain the same speed of breath and
tone of the audit. • When greeting by shaking hands, do it firmly, but not over
stated. • Head to the people by name. • Be appropriate to the standards and cult
ure of the audited company (clothing, procedures ,...)
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Video 1
"Effective Communication" Objective: To understand the importance of the communi
cation process Activities: 1. Watch the video 2. Observe the presentation of thr
ee different situations. Record the main features of each situation
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Video 1
"Effective Communication" Debate: 1. What are the main messages of the video? 2.
They may apply to the audit process?
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Behavior Controller
The auditor must: • Take a stance and impose a rhythm adapted to the audit capac
ity and personality of the audit. • The auditor should not have ideas and precon
ceived opinions, should also not make comparisons. The facts should prevail agai
nst his views. • The auditor should not, under any circumstances, enter into dis
cussions with the audited and much less to interfere in the activities. He is ju
st there to verify the compliance of some (s) activity (s) in relation to requir
ements already established. • The auditor should not relate to people with disab
ilities or nãoconformidades. • The auditor should show professional respect for
being audited. The fact that the auditor did not put in a higher position. In an
y audit all learn something.
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Behavior Controller
• The auditor should not prove to be impatient or upset to
during the audit, no matter how dull an audit can be sometimes. • The schedule m
ust be completed so there is no encroachment of explanations necessary and impor
tant. • Maintaining order and follow the methodology established by questionnair
e, for example. • Be flexible when necessary. • Maintain impartiality and object
ivity in obtaining the facts. • Knowing how to play with the antipathy, apathy,
sympathy and empathy. • Demonstrate confidence in their mission and open-mindedn
ess. • Must be sure we understood the answer was given.
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Summary of Conduct of the Hearing
Image • • • • • Auditor

Be presentable Be punctual Remain calm and polite Be precise Be prepared

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Summary of Conduct of the Hearing
• Maintain a sense of proportion • Make Grants • Be human and fair • Be determin
ed, decisive and direct • Focus on work independently • Aja • Use your powers of
deduction Conducting appropriate auditing • Know who's who • Discuss any proble
ms • Be prepared to immediately return to an area, if necessary, to obtain furth
er evidence of activity at another time. • It is vital to the audit team to cond
uct internal meetings in order to share comments. • Manage your time well. • Rem
ember Murphy's Law!
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Problems caused by auditors and audited
Auditor • Aim the audit poorly defined or misunderstood. • Audit unprepared (con
tent and development over time). • inadequate training of auditors. • Lack of fo
llow-up after the audit • Insufficient time to conduct the audit. • Discussion o
f the audit team, in front of the audited for lack of understanding.
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Problems caused by auditors and audited
• audited by the postponements of dates. • Delay the start of the audit. • Alleg
ation of lack of people involved. • divert attention to activities, documents or
people who meet the specified requirements.ۥ Treatment harsh with intent to in
timidate auditors. • Putting into question the competence of the auditor, among
others.
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Tactics used by the audited
TACTIC 1. Waste of time 2. 3 internal antagonism. Teaser 4. Search justification
5. Put yourself as poor 6. Orange Sample 7. Special Case 8. Endurance test in S
eptember. Falsehood 10. 11 absences. Amnesia 12. Demotivation 13. Reversal of th
e audit

WORKAROUND Tell audited you will extend the audit if progress is unsatisfactory.
Make an impartial analysis of facts. Remain calm and polite. Noted that not loo
k guilty. Show yourself friendly and then focus on what needs to be done. Refuse
and select their own samples of objective evidence. Take note of everything, un
til the audited begin to blend. Be prepared for audit, know your facts, be firm.
Ignore. Call the manager / superior to explain the area, audite inputs and outp
uts to determine effectiveness. Go back and resume issues. Educate audited. Emph
asize the goals.
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Tactics used by the audited
Examples of waste of time: • "ado" (long explanation) • Delay; • Show-of-scene,
long speech of welcome; • Lunch of long duration; • Itineraries long in the comp
any; • Interrupts; • "Room clean, "" Safety Equipment ".
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Evaluation of Auditor
• Assessment methods - Critical analysis of records - both positive and negative
feedback - Interview - Observation - Test - Critical analysis after audit
Microsoft Excel Spreadsheet
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3. FORÇA5S Program
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5S Program
It is a working philosophy that promotes discipline through awareness and respon
sibility of all with the goal of making the workplace enjoyable, productive and
safe.
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Expected Results with 5S
Working Methods
Safer Easier Simpler Faster Better Cheaper clean More
Benefited Employees Customer (Product)
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Key Objectives of 5S
• Improved working environment • Improved quality of life • Improved quality • A
ccident Prevention • Increased productivity • Reduced costs • behavioral change
aimed at creating an environment of motivation • Reduced costs • Reduced absente
eism • Conservation • Prevention energy as the stop for breaks • Improved workin
g environment • Improved employee morale • Fight for effective waste • Optimizat
ion of resources
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Practical significance of 5S
• Sense of Use
• Making the workplace more light
• Sense of Ordination
• Increase workplace safety and operational efficiency
• Sense of Clean
• Always keep the workplace clean
• Sense of Health
• Have physical and mental health
• Sense of Self-discipline
• Acquire good habits
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Video 2
"Waste of Ghost Hunting" Objective: To understand the goals of 5S Activities: 1.
Watch the video 2. Observe the presentation of three different situations. Reco
rd the main features of each situation
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Video 2
"Ghost Hunting the Waste 'Debate: 1. What are the main messages of the video? 2.
They may apply to the audit process?
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4. Exercises FORCE
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Exercise 1 - Dynamics of Numbers
• Goal
Demonstrate the importance of the Sense of Ordination
• Method 1
• In Table 1 below, find the numbers 1-54, visually identifying each one. • Mark
the time spent to perform that task.
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19 28
37
46
1
February 11
20
38
47 23
3
February 1
21
33 2 14 50 2 6 5 44 3 7 3 7 2 43 17 54 9 521625 35 4518
49
34
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September 3
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51
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Exercise 1 - Dynamics of Numbers
• Method 2
• With
the new configuration below, please try again find the same numbers 1-54, even s
coring the time spent to perform that task. • What did you observe?
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19 28
37
1
February 11
March 2 0 38
4 31 32 33 2 14 50 42 53 44 36 7 97 2 43 17 54 9 52 2535 16 4518 34
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21
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Exercise 2 - Practicing Evaluation of 5S
• Goal
Identify areas for improvement in an administrative job, score and propose solut
ions for improvement (rating of 3 / 1 S)
• Materials
- Leaves check 5S - Plan of Action (5W2H).
Spreadsheet Spreadsheet Microsoft Office Excel Microsoft Office Excel
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Exercise 3 - Practicing Evaluation of 5S
• Goal
Identify areas for improvement in an industrial workplace, score and propose sol
utions for improvement (rating of 3 / 1 S)
• Materials
- Leaves check 5S - Plan of Action (5W2H).
Spreadsheet Spreadsheet Microsoft Office Excel Microsoft Office Excel
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Thank You for Attention!
gerisval@fama.br +55 98 9114 4699
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