5S & Process Compliance Execution Committee

5S & Process Compliance: Day Shift Line Owners

Day Shift Lead: Peace Wong
Line #
Production
1
2
3
4
5
6
7
8
9

EE

PE

TE

QA

TE

QA

5S & Process Compliance: Night Shift Owners

Night Shift Lead:
Line #
Production
1
2
3
4

EE

PE

5
6
7
8
9

5S Improvement Strategy & Implementation Timeline

Phase

Plan

Do

Check

Act

No.

Item

WK

Form 5S organization

Define 5S implementation plan

DL Training on 5S requirement

Proliferate best practices

Introduce visual management

Execute 5S and VM program

5S & discipline scoring

Review trend & improvement

10

Daily line tour and genba audit

11

Sustain program & regular check

12

Review - take appropriate disciplinary actions/reward

13

Yokoten best practices

WK41

WK42

WK43

WK44

5S & Discipline NC Trend Chart

Date
DL NC -Day Shift

9/Oct 10/Oct 11/Oct 12/Oct 13/Oct 14/Oct 15/Oct 16/Oct 17/Oct 18/Oct 19/Oct 20/Oct 21/Oct 22/Oct 23/Oct 24/Oct 25/Oct 26/Oct 27/Oct 28/Oct
52

38 No prodNo prod

33

18

30

20

38

45.2%

33% No prodNo prod

29%

16%

26%

17%

33%

49

45 No prodNo prod

34

32

22

19

14

Night Shift DL NC vs. Checkpoint (%) 42.6%

Day Shift DL NC vs. Checkpoint (%)

DL NC -Night Shift

IDL NC
IDL NC vs. Checkpoint (%)

39% No prodNo prod

30%

28%

19%

17%

12%

22

15 No prodNo prod

12

15

19.1%

13% No prodNo prod

10%

8%

8%

13%

5%

26
0%

0%

0%

0%

0%

0%

26

21

25

23%

0%

23%

18%

22%

18

13

10

25

16%

11%

9%

7%

22%

10

16

26

21

25

9%

14%

23%

18%

22%

0%

0%

0%

0%

0%

0%

0%

0%

23

19

20%

17%

12

10%

5%

5S & Discipline
60
50
40
30
20

28/Oct

27/Oct

26/Oct

25/Oct

24/Oct

23/Oct

22/Oct

21/Oct

20/Oct

19/Oct

18/Oct

17/Oct

16/Oct

15/Oct

14/Oct

13/Oct

12/Oct

11/Oct

10/Oct

10
9/Oct

DL NC -Day Shift
DL NC -Night Shift
IDL NC

29/Oct 30/Oct 31/Oct 1/Nov 2/Nov 3/Nov 4/Nov 5/Nov 6/Nov 7/Nov 8/Nov 10/Nov

0%

0%

12

12

12

10%

10%

10%

3%

2%

1%

3%

1%

4%

4%

4%

2%

2%

0%

0%

1%

0%

11/Nov

12/Nov

3%

7%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

3%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

13/Nov

14/Nov

15/Nov

17/Nov

18/Nov

19/Nov

20/Nov

21/Nov

25/Nov

24/Nov

22/Nov

21/Nov

20/Nov

19/Nov

18/Nov

17/Nov

15/Nov

14/Nov

13/Nov

12/Nov

11/Nov

10/Nov

8/Nov

7/Nov

6/Nov

5/Nov

4/Nov

3/Nov

2/Nov

1/Nov

31/Oct

30/Oct

29/Oct

28/Oct

27/Oct

26/Oct

25/Oct

5S & Discipline NC Trend Chart

24/Nov

25/Nov

26/Nov

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

26/Nov

0%

25/Nov

0%

24/Nov

22/Nov

21/Nov

20/Nov

22/Nov

5S & Discipline Scoring

1) DL -Day Shift (Self-check Lead: Peace Wong)
Date /Shift

Shift
Day

Support Dept
1
2
3
4
5
6
7
8
9
QA
Store

Owner

Total

13/Oct
2
3
5
8
2
3
3
2
2
1
2
33

14/Oct
1
3
2
2
1
2
1
2
1
1
2
18

15/Oct
1
6
5
4
4
2
1
1
1
0
5
30

16/Oct
2
1
3
1
2
3
2
3
2
1
0
20

Non-Compliance
17/Oct
20/Oct
3
3
3
2
10
1
4
0
5
0
2
0
2
1
4
0
3
1
2
0
0
0
38
8

21/Oct

22/Oct
2
3
2
3
4
3
1
2
3
1
2
26

23/Oct
1
2
3
2
1
2
1
3
3
1
2
21

24/Oct
3
2
3
2
1
3
2
1
3
3
2
25

27/Oct

28/Oct

2) DL -Night Shift (Self-check Lead: Peace Wong)

Date /Shift

Shift
Night

Support Dept
1
2
3
4
5
6
7
8
9
QA
Store

Owner

13/Oct
1
2
4
5
3
4
7
4
N/A
1
3
34

14/Oct
4
5
3
5
3
2
1
4
N/A
2
3
32

15/Oct
2
2
2
2
2
2
1
5
N/A
2
2
22

16/Oct
1
2
1
2
1
3
2
1
N/A
2
4
19

Non-Compliance
17/Oct
20/Oct
3
2
2
2
2
2
1
2
0
1
0
2
1
4
3
1
N/A
6
0
0
2
2
14
24

21/Oct
0
3
1
2
1
2
3
2
1
1
3
19

22/Oct
2
0
1
0
0
1
0
0
0
0
3
7

23/Oct
1
2
0
0
1
1
0
1
0
0
2
8

24/Oct
5
1
1
2
0
0
2
0
7
1
6
25

27/Oct
4
3
3
1
0
0
2
1
5
0
4
23

28/Oct
2
4
2
2
1
0
0
4
2
0
2
19

Owner

13/Oct
2
3
2
0
3
0
2

14/Oct
3
4
1
0
0
0
0

15/Oct
2
3
2
0
0
1
1

16/Oct
3
8
0
0
2
0
1

Non-Compliance
17/Oct
20/Oct
3
3
3
2
0
0
0
1
0
2
1
0
0
0

21/Oct
4
6
0
0
3
0
1

22/Oct
1
6
0
2
1
0
0

23/Oct
3
4
1
0
1
0
1

24/Oct
2
1
2
1
6
0
0

27/Oct
0
8
0
0
4
0
0

28/Oct
1
3
0
0
2
0
0

3) IDL Support Team

Date /Shift

Oct

Support Dept
EE
TE
PE
FE
Store
IE
QA

Oct

Prod

0
12

1
9

0
9

1
15

0
7

2
10

2
16

16
26

11
21

13
25

0
12

0
6

29/Oct

30/Oct

31/Oct

3/Nov

4/Nov

5/Nov

6/Nov

7/Nov

8/Nov

10/Nov

11/Nov
1
1
1
0
0
1
0
0
0
0
0
4

12/Nov
1
0
0
1
2
2
0
1
1
0
0
8

13/Nov

14/Nov

15/Nov

17/Nov

18/Nov

29/Oct
2
0
0
0
0
1
0
0
3
0
6
12

30/Oct
2
0
0
0
0
1
0
0
3
0
6
12

31/Oct
2
0
0
0
0
1
0
0
3
0
6
12

3/Nov
1
0
0
0
0
1
0
0
1
1
0
4

4/Nov
1
0
0
0
0
0
0
0
0
0
1
2

5/Nov
0
0
1
0
0
0
0
0
0
0
0
1

6/Nov
0
0
1
0
1
0
1
0
0
0
0
3

7/Nov
0
2
0
0
0
0
0
0
0
0
1
3

8/Nov

10/Nov

11/Nov

12/Nov

13/Nov

14/Nov

15/Nov

17/Nov

18/Nov

29/Oct
0
2
2
1
0
0
0

30/Oct
0
2
2
1
0
0
0

31/Oct
0
2
2
1
0
0
0

3/Nov
1
1
0
0
0
0
0

4/Nov
0
2
0
0
0
0
0

5/Nov
0
0
0
0
0
0
0

6/Nov
0
0
0
0
0
0
0

7/Nov
1
0
0
0
0
0
0

8/Nov

10/Nov

11/Nov
0
0
0
0
0
0
0

12/Nov
0
3
0
0
0
0
0

13/Nov

14/Nov

15/Nov

17/Nov

18/Nov

0
5

0
5

0
5

0
2

0
2

0
0

0
0

0
1

0
0

0
3

19/Nov

20/Nov

21/Nov

22/Nov

24/Nov

Cumulative
20
26
35
27
22
23
14
19
20
10
15
231

Rank
5
8
10
9
6
7
2
4
5
1
3

19/Nov

20/Nov

21/Nov

22/Nov

24/Nov

Cumulative
35
30
24
24
14
21
24
26
31
10
56
295

Rank
8
6
4
4
2
3
4
5
7
1
9

19/Nov

20/Nov

21/Nov

22/Nov

24/Nov

Cumulative
29
63
14
7
24
2
6

Rank
6
8
4
3
5
1
2

46
191

 /Obejective
15S
Regularize employees' behaivors, and enhance their employees' performance through 5S activities and continunous improvement.
2
Carry out visual management, improve on-line management ability.
/Scope

Apply to all sites.

5S / 5S definition
5S: Sort, Straighten, Sweep, Standardize, Sustain
5S / 5S organization and responsibility
1
Organization
xx,.:xx.
2
Organization Chart
3
Responsibility

The responsibility of committeeman as below:

3.1 5S
Execution leader is responsible for the 5S activity planning and promotion
3.2 /
Committeeman is responsible for the operation of 5S Activity and supervise their department employee/committeeman.
3.2.1
Assist leader to handle the daily work of committee. Act as a subleader after authorization
3.2.2
Programing, execution and supervision for all processes.
3.3
Execution Office
3.3.1 5S
Participate in the planning of 5S Activity, execute the instruction from execution leader
3.3.2
Periodical Self-check & kaizen, a verbal warning will be gave out at the 1st time, and it is corrected immedicately, and define the target completion date and follow up for the long-term actions.
3.3.3
Act as a guidance and handle the disputed problem
3.3.4 5S
Draw out the implementation approach and extending plan of 5S
3.3.5
Chair meeting and data collection.
3.3.6
Plan, propagandize, and push Relative 5S Activity
3.3.7
Static and public score of each area.
4
Meeting and meeting minutes
5S1400-1430
In order to promote 5S Activity effectiveness, need to check 5S result and work out the improvement, and consult the appeal case, this meeting will hold at 14:00- 14:30 every Friday
at production meeting place, make desicion and record the result.
4.1
Attendee: All execution team responsible employee and propagandizer.
4.2 ,,,,,,

Meeting minutes is not only the tool for tracking improvement, but also the route of transmission for unattendee. So it must include: Meeting times, topic, time, location, attendee, content,
complete or uncomplete record and the complete day. Send this record to all committteemans and execution office member, stick paper notice if neccessary.
/ Application
1(20081120091)
This Activity will conduct 3 months (2008-11 to 2009-01) at the prophase, and continue to extending later.
25S
In order to ensure the effetiveness of 5S Activity, cultivate the team work spirit, 5S Activity will conduct competition base on department.
3
Department lead is fully responsible for the 5S Activity result
4,
Team will public the score after each 5S audit, summary the score every month then ranking.
5,
The NC and the emphases in the checklist will public, then monitor the trendency.
/Reward and punishment guide
15S5S
The purpose of reward and punishment system is to encourage excellence, to create a better atmosphere. Reward and punishment is not the purpose, it is to
promote 5S Activity, 5S is the job center.
230%70%
Competition will hold on every month.The score system have two parts: The first score will considerate 30% of the final resort, and the Second will to be the last 70%.

/
Reward an punishment standard:
Ranking
Object
Leader
First
Dep./Line
Reward
Leader
Second
Dep./Line
Leader
Punish
Last
Dep./Line

Amount

Clean common area for 1 wk

Clean common area for 2 wk

85%85%
If all do not reach the score of 85%, do not reward, if all pass the 85%, no punishment too.
32000200
If all meet the target for there months, reward the execution leader 2000RMB, committee 200RMB/person
4 1-10500/;101000/
Reward sample area: The best there sample areas, 1-10person 500RMB/area, 10 person above 1000RMB/area
55S5S3.
5S precursor: Select 3 employees as the candidate from each department, committee choose through public appraisal then reward certificate and money.
/ Appeal System
5S:
5S Activity is not belong to pesonal, it is belong to a team. If there is any unfair, you can write below contact form to appeal.
1
Confirm have checked with the latest standardize.
2
Consult with scoring committee
3
Submit to committee and score for it..
/Approval & revise

This Activity is decided by execution committee, submit to committee for approval then implememt, any update will revise in time and public.
/ Remark:
Operation
This Activity is proposed and draft by Operation,
Peace Wong
Drafte By: Peace Wong
:
Verify By:

Approval By:


Shopfloor 5S Scoring Sh
/Date

22/Aug

Item

N.o
1.1.1
1.1.2
1.1.3

1.1
(Floor)

1.1.4
1.1.5
1.1.6
1.1.7
1.2.1
1.2.2

1.2.3
1.2

1.2.4
(Equipment)
1.2.5
1.2.6
1.2.7
1.2.8
1.3.1
1.3.2
1.3
1.3.3
(Material)
1.3.4
1.3.5
1.4.1
1.4.2
1.4

1.4.3
(Container /
Rack)

1.4

(Container /
Rack)

1.4.4
1.4.5
1.5.1

1.5 1.5.2

(Forklift /
Trolley) 1.5.3
1.5.4
1.6.1
1.6.2
1.6
(Tools/Cabnit)

1.6.3
1.6.4
1.6.5
1.6.6
1.7.1
1.7.2

1.7
(Work 1.7.3
Table/Bench)
1.7.4
1.7.5
1.8.1
1.8 1.8.2

1.8.3
(Cleaning
tools)
1.8.4

1.9
(Temp.
material)

1.9.1
1.9.2
1.10.1

1.10
(Aging
material)

1.10.2
1.10.3
1.11.1

1.11
(Lubericate) 1.11.2

1.11
(Lubericate)
1.11.3
1.12.1
1.12/ 1.12.2

(Chemical)
1.12.3
1.12.4
1.13.1
1.13
(walking
passage

1.13.2
1.13.3
1.13.4
2.1.1
2.1.2
2.1.3

2.1 (Wall)
2.1.4
2.1.5
2.1.6
2.2.1
2.2.2
2.2 2.2.3

(Document
2.2.
/Sign)
2.2.
2.2.
2.3.1
2.3
2.3.2

(Kanban)
2.3.3
2.4.1
2.4
(Table)

2.4.2
2.4.3

2.4
(Table)
2.4.4
2.5

(Electricity,
Cabling,
switch,
lamp)

2.5.1
2.5.2
2.5.3
2.5.4
2.6.1

2.6.2
2.6
Fire
Protection 2.6.3
2.6.4
2.7.1
2.7.2
2.7 2.7.3
Assistant
facilities
2.7.4
2.7.5
2.7.6
3.1.1
3.1
Dress 3.1.2
code &
Labor
3.1.3
insurance
3.1.4
3.2.1
3.2.2
3.2.3
3.2.4
3.2.5
3.2.6
3.2.7
3.2.8
3.2 3.2.9
Discipline

3.2
Discipline
3.2.10
3.2.11
3.2.12

3.2.13
3.2.14
3.2.15
3.2.16
3.3 3.3.1

Personal
3.3.2
effects
4.1
4
Reward & 4.2
Punishment
4.3


Shopfloor 5S Scoring Sheet
/Appraiser5S Team

StandardCheckpoint

Defined storage areas, identification, marking and correct container

No dirty on the floor e.g. seeper, oil foot, paint, etc.

No rejectamenta,sundries and perdu area on shop floor

,
Correct and reasonable floor segment, region marking is visible and not break off.

Ensure the goods stay in defined area, not on the border.

Visible and correct hanging safety section & evident caution marking

Show keep away or caution in safety area (hidden trouble, outshoot, pit)

Visible switch and control panel, control unit definition

,
Equipment & apparatus keep clean and orderly, no spilth

Defined the responsibility for equipment, daily piece test & necessary maintenance, ensure
the record in focus and correctly

Make sure equipment to be in normal working, otherwise mark status

Correct dangerous mark, defend containment in dangerous place

Defined valve marking

Clean dial plate with correct & necessary limits marking

Periodical maintenance and right recodation

Reasonable placement segment, with correct container has a definitude marking

Every raw material, WIP,FG stay in defined location

Parts positioning stay (in red area) with status cards

No dirty, sundries,partilce on material, WIP and FG

No apart parts & materials on floor

Container & rack keep clean, material place in order by sorts

,
Storage marking clearly and faces to outside

Marking on container / rack clearly and correctly, not be out of date


No disrepair and distortion

Safe move the dangerous container

Defined and clear place, clear marking

Correct department marking and ID

Keep clean and safety in working

Correct responsible department and daily check record

Correct & corresponding marking

Right tools status e.g. name, specification, quantity

Right container with reasonable placement

Storage without risk of damage

Administered issue

Tidiness and cleanliness

Tidily and safe place on table, no unnecessary and non-working things

Keep noraml status, tidiness and cleanliness

Idle status on the right location

Good grounding
ESD
Correct ESD test with right record

Defined location, no stack, clear marking, return on time

Tidiness and cleanliness

No overstocking

Cleaning material & tools stay in defined location, not on the power line/tube directly

Non-temporary things on temporary area must have right temporary-marking

Tidiness and cleanliness

Defined area, separate place

Clear marking

Do well dustproof and clean activity, ensure cleanliness and original state

Defined area, place by tyle, with clear marking status

Place tidily according to proceudre.
Greaser on the defined location, avoid mix up


Separate and protect countermeasure

Defined area, place by tyle, with clear marking status

,, Holding store, holding areas .Keep away from dangerous
cargo. Assign person to manage specially.

Identification / marking for warning

When idle, in defined area

,,
Correct walking passage, keep clean, not block

Side goods not exceed passage edge

Move or clean up tools/goods on walking passage

Passage sign keep clear and full

Wall and protection board repair on time

,
No dirty, cleanliness and tidiness

All things on the wall tidy place, Notice and message in call-board
,
Cleanliness, no overdue banner or seal etc

Marking or layout for main area/room

Not block on production area

Fixed defined area, correct marking

WI,record and nameplate etc hang/place correctly and tidily

Correct marking, document and record with the reference meaning

All files or documents should be correct, tidy

Controled documents: no wrong description, tidy surface, correct revision

5S5S
Leader or above shoul have specical folder for 5S, and record 5S activities

Production message management
,
Update on time, no overdue message/notice

Good space of a whole page, clear title, and enrich content

No sundries, press and magazien

Defined place, not crowd

Cleanliness, no disrepair


No over things besides calendar and phone list
,
Objective switch marking

Cleanliness and tidiness

Right electric wire layout, no hidden danger

Warning during maintenance

In-sight location

Correct state, right red waring line

,,
Tidiness and correct placement follow procedure

Responsible person to do piece testing periodly

,,
No sundries on fan, light,air-condition, and place follow request
,
No electric power waste

Clear public establishment

Clean up disue equipment

Good status, tidiness and cleanliness

No sundries on pipe

Defined storeage area, and tidiness, marked by type

Correct dress code according to procedure

Wear veil, safety helmet during work

/
Rain gear put in special area

No sleeping within work

No chat,socking or make a racket within work

Don't read books, newspaper and magazine

()
No contraband e.g. smoke, lighter, enamel, cosmetic, etc
5S
Work in 5S activities and defer to appariser, initiative attitude
5S
Correct understand 5S, and talk out 5S request

No off work station without permission

5S5S
Have special file for 5S and attend 5S activities
5S

Every area has a special person to perform 5S

5S

5S file and record compliance with fact

5S
Establish 5S Performance Procedure, and perform, save necessary record
5S

Speacial persone to publicize 5S, and update periodly

5S

Often educate and record the employees (include new employee) about 5S

Establish the morning meeting system (one time via week for workshop, daily morining
meeting for production team)

Educate and ensure employees civil and courtesy

Train and ensure employees to stand by Profession Criterion

Defined area, tidiness and cleanliness, separate private and
public things

Water jug and cup place correctly and keep clean

:,
Punish: same problem occurs again in the same area
:5S
Punish: all emplyoess that not perfrom / follow 5S
:
Reward: outstanding activities and employees (e.g. 5S innovation)


Sheet

Pass

Fail

Problem

Responsible
Department

Comment

ESD System Audit Data Sheet

Project/:

Line#/Area

Audit size/Frequency: 5pcs /Item/ Project / Week

Auditor/:

No.

AuditItems

01

Wriststrapasworn

02

ESDSockettogroundresistance

03

04

05

Acceptancecriteria

0.9 Mohms <RTG<1.1 Mohms

<4ohm

B--Equipmentgroundingconductor
resistance

<1 Ohms

Equipmentcontinuityresistancebetweenany
conductiveordissipativeelements(suchas
nozzle,conductiveelementandchain)
/
(,)

Surfacepoint-to-pointresistanceforsmock,
cap,glove,fingertip,packagingbag,tray
/////

<1000 Mohms

RTGforworkstationmat,seating,
floor,cart,shelf
////

07

Resistancetogroundforsolderingiron

08

StaticvoltageforHumanBody

<100 V

09

Staticvoltagefor
workstation,computer,testingequipment
//

<100 V

Ionizer

<1000 Mohms

<20ohms

Decaytime:T1000100V3s
Offsetvoltage:50V
:T1000100V3s
50V

OtherESDitems/
SurfaceResistiviyforDissipativeMaterial

01

<1000 Mohms

06

10

AuditData

Pass / Fail

A--Equipmenttogroundresistance

105Ohms/sq<R<1011Ohms/sq

01

SurfaceResistiviyforShieldingMaterial

R<104Ohms/sq

SurfaceResistiviyforConductiveMaterial

R<105Ohms/sq

Date/:
Week/:

AuditData

Result

Score

Remark

Monthlyfull-check

FTQAI-503-F3.01