1. 5S – A Program
to Improve Project
Performance
3
Venue: Project Site Office – LSI 3 Project
Date : October 10, 2006
Quality Assurance
2. Objectives
Improve housekeeping 1
Make every individual
2
3
responsible for housekeeping
Productivity improvement by
saving time, reduced waste,
space etc. 4
5
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 2
3. COMMON MIND SETS…
Its an additional burden. Too busy to do 1
5S activities.
Why clean it? It will get dirty again 2
We cannot change the existing setup.
3
4
More work pressure – No time for these
things
5
Expensive – Why to waste money?
We are comfortable – Why to change?
It will take time
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 3
4. So,
What’s good in 1
it? 2
3
Before we
answer . . . 4
5
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 4
6. So, what’s good in it again?
The winning companies 1
says…
2
Work efficiency enhanced due to organized
work place
3
Achieve remarkable cost reduction in
construction process and improved
productivity by 20%
Waste elimination, Cycle time reduction,
Space generation, Inventory reduction and
improved work ethics
4
5
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 6
7. Remove waste
1
Implement so that ‘waste becomes
2
visible to facilitate waste removal’
3
Waste = Current work – money generating
work
From current work remove work that does not generate money
4
5
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 7
8. 1
2
3
A program to help us
improve project
performance
4
5
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 8
10. Definition of 5S
(1) SEIRI (Sort)
Distinguishing between necessary and unnecessary things, and getting rid 1
of what you do not need
(2) SEITON (Set in Order) 2
The practice of orderly storage so the right item can be picked efficiently
(without waste) at the right time
3
4
(3) SEISOU(Shine)
Create a clean worksite without garbage and dust
5
(4) SEIKETSU(Standardization)
Standardization of best practices
(5) SHITSUKE (Sustain)
The practice of developing customs so that the workplace regulations and
rules are correctly practiced
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 10
11. Promotion of 5S
(1) (2) (3) (4) 1
SEIRI
(Sort)
SEITON
(set in
SEISOU SEIKETSU
(Standard)
2
3
Dispose what order) (Shine) Standardized
is not needed the solution
Can retrieve Make the
workplace
4
when required
clean
5
(5)
SHITSUKE
(Discipline)
Develop customs that allow practice of regulations and rules
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 11
12. First Module
1
SEIRI 2
3
(Sort) 4
5
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 12
13. SEIRI (Sort) refers to:
Distinguishing between necessary
1
things and unnecessary things and
getting rid of what you do not need 2
3
Steps
Stratify Dispose Assign fixed place
4
5
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 13
14. ‘Stratification’ refers to:
Assorting things around oneself into those 1
that are required and those that are not 2
required
3
• Other than things used daily are non-required things
• Quantity in excess of what is used daily is non-required
• ‘Leave only this, just in case’ is strictly prohibited
4
5
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 14
15. Standards Action
Frequency of Usage Dispose
1
Things used approximately once in 1 to 6 months Place in a warehouse faraway
2
Things used once a week
Gather together in the store in
3
4
vicinity of work
5
Place so that they are easy to pick.
Things used daily
Make it easy to return. Identifiable
Place within arm’s length where
Things used every hour
they can be easily reached
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 15
17. Assigning fixed places refers
to: 1
Preparing rules and making visible ‘where’
2
3
and in ‘what quantity’’ the required things are
to be placed
• Decide locations for things that will remain
• Make rules for locations
• Making visible refers to visual management
4
5
• Start with what can be done
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 17
18. Location of things that will remain 1
should consider : 2
(1) Where it will be used
3
(2) Where it will be placed
(3) How much it will be placed
(4) How it will be placed
4
5
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 18
19. Seiri = Sorting Improvement methods
1.Flow Process Chart (Procedural 1
Analysis)
2
3
Drawing a process flow chart for the system
Ex. How to make and use category wise grouping
2.Operational Analysis
Preparing the sequence of operations for system
Ex. How to perform Seiri (sorting)
3.Check List
A check sheet is used to decide what sort of main
system and sub system are necessary.
4
5
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 19
20. SEIRI = Sorting
Meaning Distinguish between necessary and unnecessary
1
items and eliminate the unnecessary items
2
Activity 3
Establish a criteria for eliminating unwanted items
Success
Eliminate unwanted items either by disposing
them or by relocating them.
Area saved or percentage of space available
4
5
Indicator
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 20
21. isc1
INTERACTIVE BIT
1
Give me three examples 2
of areas that could benefit
3
4
from sorting
By: Sid Calayag
QAQC Manager LSI-3 Project
Version 1: Rev. 0
Date: September 25, 2006
5
Quality Assurance
page 21
22. Slide 21
isc1 ntil here, we can conclude the first ,module of the presentation.
Sid Calayag, 10/9/2006
23. Second Module
1
2
SEITON 3
(Set in order) 4
5
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 22
24. SEITON (Set in order) refers to :
Implementing functional storage by deciding 1
correct placement method and layout so that
2
3
the required objects can be quickly used
what it is required
Steps
Assign fixed places and
fixed quantity
Make it compact
4
5
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 23
25. Assigning fixed places and
fixed quantity : 1
Refers to facilitating picking and placing and
ensuring zero shortages 2
• Give priority to use frequency and decide fixed place
3
• Consider also safety (mainly weight)
• Place heavy objects at a height where they are easy to pick
from
• Eliminate labor required for searching and returning
• Decide placing volume bused on usage volume (1 time, 1 day)
4
5
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 24
26. Decision standards for fixed positions
1
(1) Where it will be used Clarification of usage objective and place
Near where it will be used so that work can be done
(2) Where it will be placed
2
while walking. Stand-up operations
(3) How much will be placed Maximum, Minimum, Order point
(4) How will it be placed Easy to place, Easy to remove (one-touch operation)
3
4
(5) Indication of placing location Coloring, boundaries
5
Illustrative indication, component name indication,
(6) Recognize visually
Quantity indication
First in- First out, Recognize by observing
(7) Stagnating time is visible
placement date
(8) Decide person in-charge of supervision Indicate person responsible
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 25
27. Seiton = Systematic Arrangement
How to achieve Systematic 1
Arrangement ? 2
• Decide where things belong 3
•
•
Decide how things should be put away
Obey the Put away rules
4
5
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 26
28. Seiton = Systematic Arrangement
How to achieve Systematic Arrangement ?
1
• Decide where things belong
• Standardize Nomenclature
2
3
• Determine an analytical method of storage
•
4
Decide how things should be put away
• Name & locations to everything. Label both item and
5
location
• Store material functionally
• Prevent mistakes with coding by shapes & color
contd..
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 27
29. Seiton = Systematic Arrangement
How to achieve Systematic
Arrangement ? 1
2
3
• Decide how things should be put away
• Follow first in first out rule
4
• If two identical items are to be located, then store
them separately, color code them.
• Obey the rules
• Put the things back to their location after
their use
By: Sid Calayag
QAQC Manager LSI-3 Project
Version 1: Rev. 0
Date: September 25, 2006
5
Quality Assurance
page 28
30. Examples of tools arrangement
(Seiton)
1
2
3
4
5
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 29
31. SEITON = Systematic Arrangement
1
The main target areas for Seri-Seiton improvement are :
2
3
Tool-setting and preparation operations,
line balancing and process planning,
peak time problems etc.
Improvement Methods
Kit Method / Assembly box method / Outside tool setting
Cassettisation / Parallel operations / Changes in
assignment method
4
5
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 30
32. SEITON = Systematic Arrangement
1
Meaning To determine type of storage and layout
that will ensure easy accessibility for everyone . 2
Activity - Functional storage 3
- Creating place for everything and putting
everything in its place
Success - Time saved in searching
Indicator - Time saved in material handling
4
5
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 31
33. isc4
INTERACTIVE BIT
1
Give me three examples 2
of areas that could benefit
3
4
from systematic arrangement/
By: Sid Calayag
QAQC Manager LSI-3 Project
Version 1: Rev. 0
Date: September 25, 2006
5
Quality Assurance
page 32
34. Slide 32
isc4 This wiull conclude the second module of the presentation.
Sid Calayag, 10/9/2006
35. Third Module
1
2
SEISO 3
(Shine-Clean) 4
5
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 33
36. SEISO (Shine, cleaning) refers to :
Removal of dirt and by investigating source 1
of dirt preparing countermeasures
2
3
Steps
Identify source of occurrence
Take action to prevent
dirtiness and its
occurrence
4
5
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 34
37. Actions to prevent dirtiness and its
occurrence refers to:
1
countermeasures against source of occurrence
include countermeasures (challenge towards
2
common sense) for process methods (defects in
processing conditions etc.) 3
• The basic point is sweeping, cleaning and inspecting
• It is also important to take immediate actions such as placing a
cover etc.
• Accumulation of small points will lead to a situation where
4
5
sweeping is not required
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 35
38. SEISO – SHINE - CLEANING
Meaning Cleaning trash, filth, dust and other foreign
1
matter. Cleaning as a form of Inspection.
2
Activity - Keep workplace spotlessly clean
3
4
- Inspection while cleaning
- Finding minor problems with cleaning
5
inspection
Success - Reduction in machine down time
Indicator - Reduction in no. of accidents
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 36
39. isc5
INTERACTIVE BIT
1
Give me three examples 2
of areas that could benefit
3
4
from cleaning.
By: Sid Calayag
QAQC Manager LSI-3 Project
Version 1: Rev. 0
Date: September 25, 2006
5
Quality Assurance
page 37
40. Slide 37
isc5 ntil here, we can conclude the first ,module of the presentation.
Sid Calayag, 10/9/2006
41. SEIKETSU (Standardization )
refers to: 1
Standardization of 5S through ‘visual
2
3
management’
Steps
Grasp vital points for
management
Make abnormalities visible in
management points
4
5
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 38
42. Standardization of 5S
Clarification of vital points for management
(1)
- What are the minute defects
- Basic conditions: Cleanliness, refueling, replace tightly bind
1
2
fast, dirt, looseness
- Operating conditions: lighting, temperature, time, weight,
3
Equipment, jigs and tools, sub-materials
Prepare standards for the conditions
4
- Objectivity of judgment standards for normal versus
(2)
abnormal
5
- Judgment without using measurement, knowledge, intuition
and knack
Judgment standards for abnormalities
(3) - Inspection methods that can be used by anybody
- Methods for actions against abnormalities
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 39
43. Points for Visual Management
(1) Recognize well even from a distance
1
(2) There are indicators on items to be managed
2
(3) Whether good or bad is clear, and anybody can point out
3
(4)
(5)
(6)
Anybody can use, and convenient if used
Anybody can follow and repair quickly
Use of tools leads to neatness
4
5
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 40
44. SEIKETSU - STANDARDIZING
Regularizing 5S activities by putting 1
systems in place – Everyone does things
the same way 2
Make it easy for everyone to identify the
state of normal or abnormal condition. 3
For maintaining previous 3S, use visual
management
5S IS EASY TO DO ONCE –
CONSISTENCY IS DIFFICULT
4
5
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 41
45. SEIKETSU - STANDARDIZING
Meaning Setting up standards / Norms for a neat, clean,1
workplace and details of how to maintain the
2
3
norm (Procedure)
Activity - Innovative visual management
Success
- Color coding
4
5
- Early detection of problem and early action
- Increase in 5S indicator
Indicator
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 42
46. INTERACTIVE BIT
1
2
3
Give example of how to
make the practice become
standard.
4
5
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 43
47. SHITSUKE (Sustain ) refers to:
Preparation of workplace atmosphere 1
where visual management is properly 2
observed
3
Steps
Check state of
observance of
standardization of 5S
Innovate to ensure
observance
4
5
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 44
48. SHITSUKE – SUSTAIN – SELF
DISCIPLINE & TRAINING
1
Make ‘5S’ is a HABIT 2
Without this, the time involved in 3
all the other S will be in vain.
4
5
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 45
49. Shitsuke = Self Discipline
We need everyone to maintain 1
5S guidelines.
2
To maintain DISCIPLINE, we 3
need to practice and repeat
until it becomes a way of life. 4
5
Discipline is the Core of 5S
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 46
51. SHITSUKE - SUSTAIN
Meaning Every one sticks to the rule and
1
makes it a habit 2
Activity - Participation of everyone in developing good
3
4
habits
- Regular audits and aiming for higher level
Success
Indicator
By: Sid Calayag
QAQC Manager LSI-3 Project
- High employee morale
- Involvement of all people
Version 1: Rev. 0
Date: September 25, 2006
5
Quality Assurance
page 48
52. The rules…
Remove fixed ideas. 1
Think of ways to make it possible.
2
3
No excuses needed.
Go for the simple solution, not the perfect one.
Correct mistakes right away.
Repeat ‘Why’ 5 times.
Ask ideas from many people.
There is no end to improvement.
4
5
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 49
53. The benefits . . .
Reduced set-up times 1
Reduce searching time
2
3
Increased floor space
Lower safety incident/accident rate
4
Less wasted labor
5
Higher Quality
Lower cost
Reliable Delivery
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 50
54. Elimination of Waste
5 S Element Waste/ Improvement Item Deliverable
1
2
Sorting-Visual Elimination of finding. Reduced Costs
Elimination of nonconformances. Increased Safety
Placement Elimination of motion. Improved Quality
Reduction of part selection errors. Increased Product Options.
Systematic Elimination of finding.
Reduction of part selection errors.
Reduced Costs
Improved Quality
3
4
Organization Increased Product Options
5
Scrubbing Clean Increased safety. Increased Safety
Preventive maintenance. Improved Quality
Increased equipment knowledge.
Standardization Increased equipment life. Improved Quality
Higher morale. Consistent Delivery
Control Clean environment. Improved Safety
Increased visibility of nonconformances.
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 51
55. 5S
Implementation
Plan
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
1
2
Systematic
Progressive
3
4
Organization Standardization
Enhancement
s
5
Cleanliness
Visual Placement
Step 6
Verification of Effectiveness
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 52
56. 5S Audit
1
2
Conduct an audit
3
4
to measure
5
improvement
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 53
57. Roles and Responsibility
Leaders must set the tone and lead by 1
example.
2
3
We should commit to the initiative, Provide
time to the workforce to develop and
implement 5S changes.
Any implementation should have a drive.
Conduct short, focused and frequent
communication sessions.
Share the successes
4
5
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 54
58. Expanding the Strategy
Performance Excellence
1
6 Sigma
• Disciplined Methodology
Kaizen
• Philosophical Approach
2
3
• Technical Approach • Common Sense Approach
(Quantitative) (Qualitative)
• Data Driven - Statistical • Data Driven - Observation
• Customer Focus
• Reduce Variation
• Focus on Large Impact
• Larger/Longer Projects
Complimentary Tools Driving Continuous Improvement
• Operational Focus
• Waste Elimination 5S
• Incremental Change
4
5
• Smaller/Shorter Projects
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 55
59. Comparative Analysis
6σ Improvement Methodologies Kaizen/Lean
Measure • Similar in Structure
1
Evaluate
- Data Collection
- Determine Process Potential / Goals • Improvements measured against - Baseline Process Performance
established process - Establish Target
Evaluate • Team oriented Decide
- Root Cause / Vital Few
2
-Compare solutions
- Statistical Analysis
- Choose
Improve & Verify • Similar improvement tools
• Measure effectiveness of improvements Act
- Implement Improvement
3
-Communicate
- Validate Improvement • Maintain new performance level - Implement improvement
• Standardize & Proceduralize - Control
Standardize
- Standardize / Leverage
Measure
- SPC
4
Results - Validate improvement
- Update Procedures
- Standardize
• More Efficient Processes
- Update Procedures
Focus
5
- Reduce Process Variation Focus
- Eliminate Waste 5S
- Identify Critical Cause and Focus Comparison
Resources for Maximum Impact - Seek Incremental Process Changes
• Both are Effective Improvement
Mechanisms Summary
Summary
- Technical Approach based on Statistical • CPI/6s best applied to large complex - Common Sense Approach based on
problems Observation
Analysis
- Applicable to all types of processes
- Requires Significant Data Collection • Kaizen/Lean best applied to achieve
- Defined improvement strategy
- Best applied to Manufacturing Processes incremental changes and eliminate wastes. - Typical Projects 1 week
- Typical Projects 1-3 Months
Quality Assurance
By: Sid Calayag Version 1: Rev. 0
QAQC Manager LSI-3 Project Date: September 25, 2006 page 56