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5S IN OFFICE ENVIRONMENTPutting 5S To Work For You
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Objectives The importance of 5S 5S Elements and 5S
Process Put 5S into practices Continuous
Improvement Culture
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Nice Place?
There is no second chance to make the second impressions
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The History of 5S 5S traces it back to the 1950s
(Post WWII) Originated in Automotive industry
(Toyota) Developed out of necessity
Few and limited resources Make every scrap count and waste
nothing Made famous by Hiroyuki Hirano
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What is 5S? Principles taken from Japanese
philosophy Effective WPO & Standardize Work
Procedures K.I.S.S
Oriented towards waste elimination (NVA) Time, space, effort, material, etc
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What is 5S? Foundation for Continuous
Improvement When 5S is achieved everywhere is
visually managed Easy to distinguish normal and abnormal
condition at a glance Involves employee participation
Team based activity
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In Summary: What is 5S? A method of creating a CLEAN
and ORDERLY workplace that exposes WASTES and make ABNORMALITIES immediately VISIBLE
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Life Without 5S8
A Clean and Orderly Office…. Is more conducive Is more organize Is more productive Is more safety Is not a shame!
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What are 5S? Seiri – only what is necessary
(sort) Seiton – a place for everything
(set) Seiso – clean (shine) Seiketsu – standardize Shitsuke – sustain
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5S Practical Level11
Level 1: Tidy Up First Active 5S
Level 2: Making a Habit of 5S Effective 5S
Level 3: Taking 5S to a Higher Level Preventive 5S (Why Still….?)
2 Dimensions of 5S
Physical (Appearance)
Psychological(Cultural)
More than just a housekeeping activities
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5S: Change of Mind Set13
5 Steps Towards 5S Implementation
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Step 1: Team Preparation Step 2: Involvement from top
management Step 3: Gotong-royong Step 4: Complete 5S Step 5: Audit
Preparing the Team15
Top management 5S Buy-In Training & Tour
Get full management support 5S Steering Committee Identify 5S leader and team and
team members
Steering Committee16
Define roles and responsibilities for each members
5S Promotional Approach17
Active 5S
Step 1: Tidy Up First19
Preparation20
Record present situation before launching 5S activities Pictures around your workplace Useful for comparison purposes
Checkpoints Position of each photos taken Date all photos and use high
resolution color photos
1S – Sort (Seiri)21
Dictionary Definition To put things in order (or
organize them) according to a specific rule or principle
Industrial Definition To distinguish between necessary things and unnecessary things, and getting rid of what you do not need.
Do These Situations Look Familiar?
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Do you know what is where? What are they used for?When will they be used?
Our Workplace is Messy23
48-hour Rule: If it is not going to be used in the work area within 48 hours, it does not belong there.
Do You Throw These Things Away?
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Not necessary now, but maybe
in the future
It works! It has a value! It’s still new! It’s usable!It looks nice!
Red Tag Tactic – Visual Cleaning Up
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Vital clearing up technique Too much inventory, obsolete, damaged Have been there more than 48 hours Anything out of its place
As soon as unnecessary item is identified Marked with a red tag Visible for anybody to see what need to be
eliminated or moved Use of red tag is 5S survival
Everything that moves should have a tag!
Sort – Basic Flow26
Procedures to Implement Red Tag
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3. FIXING RED TAG STANDARDSClarify standards for unnecessary items: e.g. “NO TAG” for items to be used
within the next month. “TAG ON” for items not to be used within the next month.
2. DISTINGUISHING RED TAG ITEMS
Stock – Office Materials, Pantries, Parts
Facilities – Machines, Furniture,
Spaces – Floor, Shelves, Storage, Columns, Toilet
1. STARTING POINT
Participants – Management & Workers, EHS
Period – 1 to 2 months
Key Point – Ensure workers never hide unnecessary items
Procedures to Implement Red Tag28
6. DEALING WITH RED TAG ITEMS & EVALUATION
Stock – List unnecessary stock, by dividing into dead or sleeping stocks
Equipment – Move or eject any items which hinder the implementation of
5S activities
5. ATTACHING TAGS
Don’t let people directly concerned attach them
Listen to no excuse (be strict about it!)
Attach tags to any doubtful items!The no. of tags indicates efficiency
4. PRODUCTION OF RED TAGS
It’s important that everybody can see them at a glance
A4 size red paperInclude name of items, quantity,
reasons, etc.
What do we attach Red Tag to?
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Anything that is not needed Stock, part or supply
Forms, Samples Documents
File, cabinets, memos, reports, board, stationeries
Machine, furniture or equipment Copy/fax machine, shredder, flower pots, desk,
chairs But never red tag people, even if you are
tempted toEverything that moves should have a tag!
Where: Examples of Places30
Along walls, partitions, corners & columns In designated room, mezzanines or staircase On top of all flat surfaces Under desks or workbenches Inside storage cabinets Any stack or pile Information board or schedule board Tool boxesNo Man’s Land: Land or area that is unowned, uninhabited, or undesirable.
Standards for Red Tag31
People common and natural reactions It’s wasteful to throw things away I spent so much time to make these things We might need it later
How to decide on clear standards What is really needed?
How much is really needed? What is not needed?
Examples of Standard – Pattern A32
1 Month 2 Months
Now
Needed Not Needed = Red Tage
Examples of Standard – Pattern B33
1 Week 2 Weeks
Now
Needed Not Needed = Red Tage
Examples of Standard – Pattern C34
1 Month
Now
Not Needed = Red Tage
Examples of Standard – Pattern D
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No 5S Tag Used at least once every 2 days Do not remove from its place of
use 5S Tag A
Use about once a week Remove it from direct work area
but store it close 5S Tag B
Used once a month Store it somewhere accessible
in the facility
5S Tag C Used once a year or less
frequently Consider storing it outside or
moving it off-site 5S Tag D
No longer needed Remove: sell, scrap, return,
donate
Examples of Standard36
Red Tag Example37
Red – to make the tag stand out & draw attention to office “grime”
To remind people of safety considerations
Any material can serve this purpose as long as it is striking
Attaching Red Tags38
“Shouldn’t workers at the workplace attach them? NO! Get 2nd person viewpoint Someone other than the place
owner Put tag on any doubtful items
Attaching Red Tags39
Checkpoints Person responsible
Manager or members of staff not directly responsible for that workstation
Attachment period 1 or 2 days if necessary (max. 1 week)
Attitude Employees will believe everything is necessary Look at situation with a very critical attitude Be a red tag demon
Action & Evaluation40
Clarify WHY red tag have been attached
Decide what appropriate action to take Tagged stock/supply Equipment
Eliminate anything which interferes with improvement activities
TAGGED SUPPLY/STOCK
DEFECTIVE ITEMS
DEAD/OBSOLETE STOCK
SLEEPING/SLOW MOVING STOCK
LEFTOVER MATERIAL
(WRITTEN OFF ALREADY)
Eliminate
Move to tagged item storage area
Distinguish between un- & necessary & disposition plan
Let’s Go Out And Play41
30min Exercise Designate Red Tag Area for
each team Bring the Red Tags with you Take pictures of each items
or place tagged Compile the List Pile them up
2S – Set/Organize (Seiton)42
Dictionary Definition Establishing a neat layout
so that you can always get just as much of what you need when you need it.
Industrial Definition It is a way of eliminating
search.
Where Do We Need to Organize?
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Rack & Shelves Cabinets Storage Bins Scan & Save
Cleaning Before Organizing45
Get the dirt off Organizing means
standardization, but standardization cannot start until everything is clean
Eliminate unnecessary items first Clean every dirty places and empty spaces
from which unnecessary items have been removed
Cleaning Before Organizing46
Do cleaning together Gotong-royong
Clean and paint
Set/Organize Key Words47
What Do We Search In An Office?
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Files, Documents & Forms Building, Level, Department, Desk
& Person Rooms – Meeting, Store, Toilet,
Cafeteria (Pantry), Lobby Power Source, Switches, LAN,
Aircon & LightingError proof the guide so that anyone can move around with less assistance
How Long Can You Wait?49
When you ask someone to bring a hammer, how long can you wait without getting mad?
How long is your Patience? 5 min 2 min 5 sec
How Long Can You Wait?50
What about searching file inside PC?
Storage Proximity – Reducing Buffer
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If item is used several times a day Store “in the workstation” if possible.
If item is used at least once every 2 days Store in the work area.
If the item is used about once a week Store close to the work area.
If item is used once a month Store somewhere accessible in the facility.
Don’t be a Squirrel Warehouse
Creating Address Grid (Zone Map)
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Does your office have a proper address grid?
Every equipment, cubicle and every storage place needs its own address What to look for Where to look for
Drawing Floor Lines53
Draw line to delineate workplace into sections Each section denotes separate
responsibility (accountability) Draw line to mark location, space
or position Draw line to regulate traffic
Flow Exit & entrance
Implement a Signboard & Label
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Part of visual organization strategy Sign or label should be
large and clear Major signboard should
be visible from entrance Floor Dept Section
Unit Name Tag
3 Keys to Organizing55
Organizing is a form of standardization
To organize is to standardize storage
Standardization
AnybodyImmediately
Can See
Can Take OutCan
Return
Where?
What?
How many?
Fix Position
Fix Items
Fix Quantity
3 KEYS
3 Keys – Basic Rules for Storage/Label56
Remember – WHERE? WHAT? HOW MANY?
Do labeling that anybody can understand these questions
Where? Fix Position (indication of place)
What? Fix Items (identification)
How Many? Fix Quantity (indication of amount)
Labeling Strategy
Labeling Strategy57
Labeling Strategy (Visual
Organization)
Stock/Supply
Where?District ID
Sub District ID
What?Shelf ID
Item ID
How Many?ID of Min Qty
ID of Max Qty
Equipment/ Workstation Identification
Fixing Position58
Fixing Items59
Fixing Quantity60
Open Storage System61
Closed Storage System Cannot be seen
Open Storage System Visible at a glance
Shadow Board System62
Classify into groups
Store them together
Let’s Go Out and Play63
30min Create an efficient
layout and less search storage system Map Label Kanban
3S – Shine/Sweep (Seiso)64
Definition Eliminating trash,
filth, and foreign matters for a cleaner workplace. Cleaning as a form of inspection.
Shine/Sweep Key Words65
Order of Cleaning66
Decide what to clean Decide who is in charge
of each cleaning task Decide on cleaning
methods Prepare cleaning tools
and equipment Implement cleaning
Treat office properties as family treasures
Cleaning Targets (What to Clean?)
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Storage Areas Cabinets, Rooms, Shelves
Office Equipments Fax/Copy Machines,
Aircond Blower, Fans Cubicles, tables, chairs
Surrounding Workplace Aisles, windows, meeting
rooms, toilets, lights, etc
Cleaning Responsibility68
Draw up a cleaning responsibility map Divide into small areas
Create a cleaning schedule Duty roaster
Clearly display the map and the schedule
Cleaning Methods69
Decide how cleaning should be done Identify tools needed Identify locations to
be cleaned Identify cleaning
procedures
Let’s Go Out and Play70
15min Take one area and
think of all the cleaning needs
Develop your duty roster
Develop your cleaning methods
4S – Standardize (Seiketsu)71
Definition Keeping things organized (seiri), neat
(seiton) and clean (seiso), even in personal and environment aspect
A tidy workplace at all times
Institutionalizing everything that was implemented The first 3S Everyone follow the best practices
the best way Define best practices?
Check Unnecessary Items First
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No unnecessary items remaining after application of red tag tactic
List items for scrap
DEPTCHECKER DATE
YES NO1 Are there any unused items in storage?2 Is there anything in the aisles which is not in use?3 Are there any unnecessary equipments?
4Are there any unnecessary items on or above the shelves or cabinets?
5Are there any unnecessary items around or under the equipments or furnitures?
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CHECKLIST FOR UNNECESSARY ITEMS AT THE WORKPLACE
ACTION(INC. DATELINE)
CHECKCHECKPOINTSNO.
Check Storage (Set in Order)73
Are all items properly organized?
DEPTCHECKER DATE
YES NO1 Is storage of supplies fully organized?
2Have the 3 keys been applied to the storage of supplies?
3Have more than 80% of floor lines location been drawn?
4Are there any unnecessary items on or above the shelves or cabinets?
5 Do supplies have an open storage system?6 Van all stored items be seen at a glance?78910
WORKPLACE CHECKLIST
ACTION(INC. DATELINE)
CHECKCHECKPOINTSNO.
Check for Dust & Dirt74
Running a finger along a certain location can show just how clean the workplace is
DEPTCHECKER DATE
YES NO
1Are the items and shelves in storage/workplace is free of dust?
2 Are supplies and shelves free of dust?3 Are workplace free from dirt and dust?
4Is the are around the workplace free from dirt and dust?
5 Are all the aisles and floors clean?6 Has a clean strategy been implemented?78910
DUST FREE/DIRT FREE CHECKLIST
ACTION(INC. DATELINE)
CHECKCHECKPOINTSNO.
Let’s Come Out and Play75
20min Use Google to search
for checklist and develop your own: Unnecessary
checklist Organize checklist Cleaning checklist
5S – Sustain (Shitsuke)76
Doing the right thing as a matter of course
Key Words77
Visual Control78
Visual Control Build
competitive environment
Welcomes constructive criticism
Look at a glance
DEPTCHECKER DATE
YES NO1 Are the 3 keys in operation in storage area?
2Can you distinguish unnecessary items in the offi ce at a glance?
3 Are all the lines work effectively?4 Is the color of the line correct?5 Is the offi ce cleaned?6 Is everybody sticking to the rules?78910
VISUAL CONTROL CHECKLIST
ACTION(INC. DATELINE)
CHECKCHECKPOINTSNO.
5S Photo Display (Exhibition of Success)79
Photos of before and after
High traffic area Communicate to
everybody Keep display for
some timeThe office must have changed a lot since last taken picture.
5S Slogan80
Get everybody to participate in 5s Make everybody
submit at least one idea
Select the best slogan Put slogans on display
(high traffic) Change slogans
frequently
Radar Chart81
Full evaluation of the effectiveness of 5S
Results posted with prizes Incentive for CI
Separate checklist can be developed for different types of workplace Office, Receptionist,
Storage Room Develop first, improve later
Checklist 1Checklist 2
Making A Habit Of 5S82
5S boards & checklist are valuable records of improvement Now you should have a clean office This is just a start of 5S journey
Don’t become complacent Is it possible to keep it that way?
Strive to make 5S habitual Only if you make it a habit
Habitual 1S83
Continuously apply red tag tactic Monthly red tag patrol team Red tag on unnecessary
stock/inventory Controlling quantity for
inbox/outbox
Monthly Red Tag Tactic84
Inspection tour to ensure disposal of unnecessary items Cross-functional team Visit every area Inspection results are
announced
Red Tag On Stock/Inventory85
Controlling the quantity purchased/store Reduce the quantity per order
Start with more than one month Increase the number of deliveries
of supply (stagger) Min-Max level should be visible at
a glance
Controlling Quantity for Inbox/Outbox86
Reduce work discontinuity between functions Regularly reduce the quantity
Transit in smaller batch Improve processing time
FIFO & GreenLane-RedLane
Habitual 2S87
Make it easy to use, return and arrange things Oblique reference lines Shadow board Placement mark Color coding Creating working flow
Oblique Reference Line88
See at a glance any disorder from a distance
Color code
Shadow Board89
See at a glance any disorder from a distance
Color code
Placement Mark90
Outline the shape and position of equipment, furniture, dustbin, flower pots, ashtray, etc Put names on placement
even nothing is present Remember the 3 Keys
Organize by Color Coding91
Avoid mistake by color coding Divide items by group
AP, AR, PO, DO Assign each group a color
Get the Work to Flow92
Make work flow seamlessly between function Setup suitable layout Effective and efficient work
Reduce T.A.T Reduce Work-In-Progress
(WIP)
Habitual 3S93
Making cleaning and checking habitual Checking as part of cleaning Procedures for Clean & Check
Deciding what to Clean & Check Deciding responsibility to Clean & Check Deciding on Clean & Check procedures Implementation of Clean & Check
Checking As Part of Cleaning94
No time to clean & check separately Cleaning should include
checking Point out checking point
Procedures for Clean & Check95
Aim to achieve zero failure, zero error and zero stoppages Step 1: Decide what to clean
What & where Step 2: Decide responsibility
Do not allow no-man’s land Step 3: Decide how to clean & check
Which points & in what order Step 4: Implement cleaning & checking Step 5: Implement cleaning and maintenance
Simple autonomous maintenance
Deciding on Clean & Check Procedures96
Obvious problem points Identify repeating points
5-Why? Develop countermeasures
Clean Repair Replace Lubricate
Implementation of Cleaning & Checking97
Display the Clean & Check List near workstation/work area
Implement the schedule Check and confirm at each point to
be cleaned and checked
Habit 4S98
Maintaining a spotless workplace Is there a standard for the elimination
of unnecessary items? Can order be restored quickly? Is the dirt cleaned up immediately? Are the first 3S is being practiced
fully?
Standards to Eliminate Unnecessary Items
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Establish standards to make eliminate clutter from your immediate surroundings How long are items kept surrounding
by Red tag and remove ASAP
Can Order be Restored Quickly?
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What happens if any items lying around and not returned after use? Is 3 Keys working? Does manager regularly patrol the
workplace? Is proper storage taken seriously? Be strict “on the spot” about a messy
workplace
Is Dirt Clean Up Immediately?101
Is the workplace is ever left dirty? Cleaning area defined? Responsibility fixed? Daily cleaning schedule? Has inspection patrol team set up? Are frank opinions and advice
freely exchange?
Are the First 3S Practiced Fully?
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To what extend the first 3S become habitual? Do you have a standard? Do you follow you
standard? Can you detect messy and disarray at a glance?
Is it taken care of immediately? Is environment kept so clean and dirt
noticeable? Is there regular checking schedule? Do what you say and say what you do
Habitual 5S103
Has 5S become a habit and taken root? Rewarding the right behavior Give constructive behavior Focus improvement Radar Chart
Rewarding the Right Behavior104
Suggestion System Participation & Desire
Contest or Quiz Build knowledge
Penalizing the Wrong Behavior
Giving Constructive Criticism105
Constructive criticism is a sign of commitment
Boss who fail to provide constructive criticism is a failure manager
Leaders should also be ready to accept criticism
Focus Improvement106
Whenever there is a sign of disorder or failure Do you react immediately? Is corrective action identified? Is the actions effective?
Habitual 5S Radar Chart107
Have you succeeded in doing that yet? Cleaning up after unnecessary items appear
Cleaning up so that unnecessary items don’t appear Organizing after things become disordered
Organizing so that things never get disordered Cleaning after things get dirty
Cleaning so that things won’t get dirty Standardizing to avoid mess
Standardizing so that mess becomes impossible Compulsory 5S
Quick implementation of improvement
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5S In a Nutshell109
6S Terminology110
Sort
Set In Order
Shine
Standardize
Sustain
Safety
When in doubt, move it out A place for everything and everything in
its place To clean and inspect Make up the rules and follow them Make it part of everyday life No job is so important that we can not
stop to do it safely
Seiri111
Seiton112
Seiso113
Seiketsu114
Shitsuke115
Safety116
Create a safe place to work. Safety is priority #1. Prevent accidents and injuries
while enhancing safety consciousness.
Safety and quality go hand-in-hand.
Safety improves as the other S’s are established.
5S Job Cycle Chart117
Single Piece Flow118
Milk-Run System119