amin trighi, bilge karakaya, enver kaplan, nuray cekirdekci, turgut mart 27.05.2008ie 545 - 5s as a...

Amin Trighi, Bilge Karakaya, Enver Kaplan, Nuray Cekirdekci, Turgut Mart

27.05.2008 IE 545 - 5S as a Part of TPM 1

TPM vs TQM Introduction of TPM

Fundamentels Pillars of TPM

Role of 5S in TPM What is 5S Benefits of 5S 5S terms:

sort, set-in-order, shine, standardize , sustain

Real life examples


Combination of two or more manufacturing methods is getting more and more attention to suite every organization

o In Japan it is said: TQM=brainsTPM=musclesJIT=nervous system

Why implement TPM next to TQMo TQM´s high cost in the first years and little return

Loose of long-term vision due to costs and less returno TPM provides short-term returns

Combining TQM&TPM solves that problem


TPM is a program for improving the reliability, efficiency and effectiveness of manufacturing equipment

Main difference between other quality programs is that TPM focuses on maintenance of the plant and operational functions as an integral part of the business

Prevent breakdowns before they occur and improve efficiency and effectiveness of machinery and the plant on continuous terms including the design as well

TPM provides enrichment for operators by involving them in the process of continuous maintenanceOperators are the one who are knows the machine the best.


Increase Total Quality of Production

Provide a safer workplace

Summary of objectives for TPM: Zero Defects, Zero Breakdown and Zero

Accidents in all functional areas of the company


IE 545 - 5S as a Part of TPM27.05.2008 9

TPM starts with 5S. Problems can not be clearly seen when the

work place is unorganized. Cleaning and organizing the workplace

helps the team to uncover problems. Making problems visible is the first step

of improvement.


5S is a method for organizing a workplace, especially a shared workplace (like a shop floor or an office space).

The key targets of 5S are workplace morale and efficiency.


5S implementation reduces every unnecessary thing at a workstation. As a result, it helps to increase the quality and safety, and decrease the non-value-added time and costs. Possible benefits of 5S can be summarized as follows: Sales increase Savings from costs Safety increases at workshop Standardization at procedures Satisfaction of employee and customers


Reduced accidents and injuries Increased satisfaction at a cleaner workstation Reduced time losses due to transportation Problems are recognized better and mistakes are

reduced Since the control of machinery increases,

preventive maintenance gets easier Machinery break downs decrease and

performance of machinery increases Efficiency of area usage increases Unusual cases are recognized easier Total productivity increases


This means that you remove all items from the workplace that are not needed for current production. You must first ask, "what job is performed here?" Leave only the bare essentials for the job. When in doubt, toss it out!


This is simply a method for identifying potentially unneeded items in the factory or warehouse, evaluating whether they are needed, and dealing with them appropriately. As implied, red tags are used to identify items removed from the work area for evaluation.


1. Launch the red tagging project 2. Identify red tagging targets (specify the types of

items and the physical work areas to be evaluated) 3. Set red-tagging criteria. Ask three questions:

a. Is it needed? b. In what quantity? c. Where does it need to be located?

4. Make red-tags (note: these are already made; see Administrative Assistant)

5. Attach the tags 6. Evaluate the tags 7. Document results of red-tagging


This step ensures tools needed for a job are in place and arranged so that they are easy to find, use, and put back.

Reasons for Set-In-Order: It eliminates many types of waste in production and clerical

activities. Examples are waist of looking for a tool and motion waste.

Orderliness is the core of standardization. The workplace must be orderly before standardization can be implemented effectively.

Visual controls: Make it obvious at a glance!


I. Consider how to store tools and jigs II. Consider principles of motion waste.

Motion waste is any motion in a process that does not add value. This analysis can help us to discover methods of manufacturing that approach the zero-waste mark.

The 5S Map is a map of the work area used to evaluate current locations of parts, jigs, tools, equipment, and machinery, and to decide best locations for these items based on these two sets of principles.


I. Signboard and Painting Strategies – Identify: What? Where? How many?

II. 5S Map – Map out locations of equipment in the work area

III. Color-Coding Strategy - Distinguish use of tools, parts, etc by color

IV. Outlining Strategy – Draw outlines of tool/jig storage locations


Keeping everything clean and readily usable.

Reason for Shine: One of the key purposes of cleaning is to keep all

equipment in top condition so that it is always ready to be used.

When SHINE is not well implemented, the problems that arise include: poor employee morale, safety hazards, equipment breakdowns, and an increased number of product defects.


Determine Shine targets – What is to be shined? Determine Shine assignments – Who is responsible? Determine Shine methods – How will it be shined? Prepare Shine tools – What is needed to shine? Everyone has some responsibility in the work area 5S Schedules – Have a plan… 5 Minute Shine – Quick & easy!


Creating a consistent way to carry out tasks and procedures. Everyone does it the same (documented) way. Make it a habit!

Without Standardize, improvements made with the first three disciplines would soon be lost as new employees are hired, people forget, etc. Standardize ensures sort, set-in-order, and shine are maintained in their fully implemented state.


1. Making it a habit! - Once daily cleaning and periodic major cleanups are a habit, inspection is incorporated into the Shine procedures. This turns "cleaning" into..."Cleaning/ Inspection."- Placing greater emphasis on the maintenance of machines and equipment. Determine cleaning/inspection targets Assign cleaning/inspection jobs Determine cleaning/inspection methods Implement cleaning/inspection, using all your senses to

detect abnormalities (unusual vibrations, odors, etc.) Correct equipment problems by repairing all defects

immediately or (if your team can’t repair) making a formal request to the maintenance team to schedule the repair.

Use Cleaning/Inspection Checklists


Integrate-SORT, SET IN ORDER and SHINE into regular work duties. Everyone must know exactly what they are responsible for doing and exactly when, where, and how to do it. 5S work must be brief, efficient, and habitual.

Tools: 5S Job Cycle Charts (known responsibilities) Visual 5S (makes status of 5S obvious at a

glance) Five-Minute 5S (brief, efficient, habitual) Standardization Level Checklist (evaluation;

tours) IE 545 - 5S as a Part of TPM27.05.2008 30

Unbreakable standardization means making Sort, Set in Order, and Shine procedures "unbreakable", where it’s difficult or impossible to do a task wrong. The three aspects of unbreakable standardization are:

I. Preventive Sort procedures - find ways to prevent unneeded items from accumulation in a workplace by keeping them from entering it!

II. Preventive Set in Order procedures – Keep Set-in-Order from breaking down by making it difficult or impossible to put things in the wrong place.

Use the 5 "Why", 1 "How" approach Suspension Incorporation Elimination

III. Preventive Shine procedures - Treat problems at the source. Get as close as you can to the problem.


To make a habit of properly maintaining correct procedures over time. We must make 5S part of our work "culture" and a thorough habit.

Reason for Sustain: The rewards of implementing the five pillars are

greater for you than the rewards if they are not!


5S Posters 5S Photo Exhibits Story boards 5S Newsletters 5S Pocket Manuals 5S Events 5S Department Tours 5S Months Success Stories

Etc. (What motivates? Be creative!)


Tool board was redone (outlining method) Worktable and work instruction area redone Parts racks were stripped, cleaned and

organized. Parts list created and attached to the rack.

Toolboxes and equipment were cleaned, locations outlined

General cleaning and painting of the area This event took a total of 170 hours to complete.


Easier to find tools and parts Found $1,000 worth of replacement parts we

were about to order Found 20% more space in the maintenance

area


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amin trighi, bilge karakaya, enver kaplan, nuray cekirdekci, turgut mart 27.05.2008ie 545 - 5s as a...

Documents

shared workplace

workplace morale

quality programs

continuous terms

problems visible

tpmreduced accidents

effectiveness of machinery

manufacturing methods