The 5S Method of Control....
Information | Understanding | Best Practice.
How the 5S method of control is implemented.The “5” relates to a “5” level standard for organization of the workplace. The 5 levels progress from most disorganized to most organized as follows:
– 1S = ‘Seiri’ = Sort = Cleaning up: eliminating non needed material.
– 2S = ‘Seiton’ = Storage = Organizing: creating a place for everything.
– 3S = ‘Seiso’ = Shine = Cleaning: eliminating dirt, oil, etc..
– 4S = ‘Seketsu’ = Standarize = making all spaces and places the same.
– 5S = ‘Shitsuke’ = Sustain = Maintaining: making continued compliance automatic.
Get rid of what is not needed. Clear workspaces and remove all un-needed items such as racks, tools, containers, equipment, excess materials. This stage involves asking the question “What can we get rid of?” Move questionable items which we are not too sure what to do with to a ‘hold area’
The types of questions to be asked will be,…are there any unnecessary items cluttering up your workspace, are there any unnecessary cables or pipes just left as they are, are there any tools or materials left on the floor, are all unnecessary items sorted out, classified, stored and labelled, are all tools, hoses etc., properly classified & stored?
Organize what’s left after the Sort stage. Arrange and identify for ease of use. Everything needs to have a place and everything needs to be in it’s place. There should be designated locations, which may take the form of visual aids such as lines on the floor, tool boards, signs hung from the ceiling, Kanban’s, etc.. Define storage methods and storage places.
At this stage you will be asking questions such as,…are the positions of main corridors, aisles and storage places clearly marked, are tools divided into specialized use and regular items, are all pallets always stacked to the proper heights (sign up and mark height), is anything stored around fire extinguishers, does the floor have any depressions, protrusions, cracks or obstacles?
This stage is about cleaning up what remains. This may involve a daily clean, performing painting, refurbish, etc.. Get remaining items into the same condition as they were when new. Effectively this cleaning stage results in a detailed condition check of all items in a functional area.
Here you may develop and use a check sheet. Look carefully at the floors and aisles around equipment. How much oil, dirt, dust, debris, dead insects, nuts, bolts, gaskets etc. can be find? Is any part of the equipment itself dirty, are the HVAC, electrical supply, gas & water pipes dirty or in need of servicing or repair? Are drains clogged with dirt? Are light fittings, shades, etc. or any other overhead areas dirty?
Standardize clean up methods. Make standards obvious and maintained. Post a 5S Map. Standardize is a state that exists when sort, storage and shine are maintained in their fully implemented state. Make Sort, Storage & Shine a daily habit, put time aside for this task. Assign responsibilities to apply these procedures. Integrate Sort, Storage & Shine into regular work activities. Perform internal audits to check on the maintenance of Sort, Storage & Shine.
You will be confirming that you have standards, procedures and assigned responsibilities for Sort, Storage & Shine.
Set discipline, plan, schedule. Follow the rules that you set. Involve all relevant staff in the compilation of Standard Operating Procedures, Standard Documents and Check Sheets. Does everyone observe standard procedures? Is cleanliness maintained without intervention?
What are the lessons learned? Start with a cross functional team, discuss the benefits of the 5S process and of achieving and maintaining an organized workplace in general. Training will be required plus there will be a need to ensure there is buy-in, by all involved. Aim to reach agreement on a vision and standards of performance. Define the area “to do’s” and the “roles” of all involved. Don’t let the participants walk away without actively buying-in.
The key to successfully implementing the 5S process and achieving all its benefits is to get everyone involved, get commitment and authorization for site wide raising of standards, have leaders set expectations and do follow-ups, establish standards and establish routines. Most of all keep it simple.
Lean & Just-In-Time.
– 5S Method of Control
– Total Productive Maintenance
– Design for manufacture
– Set-up reduction
– Operations focus
– Total staff involvement
– Overall Equipment Effectiveness (OEE)
– Visual management
– Flow layout
– Just-In-Time Supply
– Pull scheduling & Push systems of control
– Kanban control
– 5S method of control
– Levelled scheduling
– Etc. Etc..