5S Office Facilitator Guide 9780973750966

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5S Office Facilitator Guide

A PRODUCTIVITY PRESS BOOK

www.enna.com www.productivitypress.com

Copyright 2005 Enna, Inc. All rights reserved. No part of this book shall be reproduced, stored in a retrieval system, or transmitted by any means, electronic, mechanical, photocopying, recording, or otherwise, without written permission from the publisher. No patent is assumed with respect to the use of the information contained herein. Although every precaution has been taken in the preparation of this book, the publisher and author assume no responsibility for errors or omissions. Neither is any liability assumed for damages resulting from the use of information contained herein. For information contact: Enna Products Corporation 1602 Carolina St. Unit B3 Bellingham, WA 98229 Telephone: (360) 306-5369 Fax: (905) 481-0756 E-mail: [email protected]

The 5S Office Facilitator Guide and design are trademarks of Enna Products Corporation. International Standard Book Number: 9780973750966 Distributed by Productivity Press, an imprint of CRC Press 711 Third Avenue, New York, NY 10017 2 Park Square, Milton Park, Abingdon, Oxon OX14 4RN www.productivitypress.com CRC Press is an imprint of the Taylor & Francis Group, an informa business

Note: This publication contains the opinions and ideas of its authors. It is intended to provide helpful and informative material on the subject matter provided. It is sold with the understanding that the authors and publisher are not engaged in rendering professional services in this book. If the reader requires personal assistance or counsel, a competent professional should be consulted. The authors and publisher specifically disclaim any responsibility for any liability, loss, or risk, personal or otherwise, which is incurred as a consequence, directly or indirectly, of the use and application of any of the contents of this book.

Dear Facilitator, Thank you for choosing this guide; you have purchased a comprehensive tool that can work to further your company’s Lean transformation experience. We want you to be the hero of all your 5S Office projects, and this book will help you master 5S Office by providing you with successful methods and structures for the workshop that will culminate in a successful Lean implementation. If you’re new to 5S Office Facilitator Management, you’ll learn exactly how to guide your teams from beginning to end using proven tools created by seasoned professionals who specialize in 5S Office implementation. If you already have 5S Office Facilitator experience, you’ll find new structures, systems, and ideas, as well as time-tested ways to avoid common mistakes made by other 5S Office implementation methods. The 5S Office Facilitator Guide provides comprehensive instructions. The Facilitator Perspective section, located at the top of every page, gives an overall view of the concepts that will be covered on that page; the Presentation Notes section, also included on every page, provides specific ways to communicate concepts and ideas to your participants. It also contains presentation guidelines, communication tips, and techniques to maintain control of the project, therefore guiding you to outstanding results that are both on time and within budget. From preparing for the event, to presenting the material, to selecting the sub-teams, the 5S Office Facilitator Guide can help get your Lean transformation implemented more effectively and with greater success. The processes and techniques offered in this book are appropriate for all 5S Office projects, large or small. Whether you are tackling Lean transformation on your own, or managing a larger 5S Office project involving hundreds of people, this book offers project techniques that are easy to understand and implement. We encourage you to follow the steps and advice in this book, and you’ll have the knowledge necessary to ensure success in your company. Sincerely, Collin McLoughlin President Enna

Special Symbols: This book is organized to guide the Facilitator through the simulation game. In addition to the Facilitator Perspective section and the Presentation Notes section described on the previous page, there are a number of symbols used to help facilitate the event. For your convenience these symbols are repeated at the introduction of each section.

Suggestion: This symbol represents a suggestion or is a general statement relating to facilitation of the training. Tip: This symbol represents a tip to the Facilitator and is specific to the concept that the Facilitator is presenting. Question: This symbol represents a question that may be asked to the Facilitator or to the participants in the workshop. It is intended to foster interaction during the training.

Table of Contents Section 1 5S & Lean Operations ...............................................1 Section 2 5S & the Office: Each Piece of the Puzzle ...............19 Section 3 5S & Teamwork .......................................................39

5S & Lean Operations

Facilitator Guide In this Section - Learn the context of 5S - Discover how 5S fits into improvement projects - Study the 7 Wastes of Operations The purpose of this section is to establish the underlying themes and principles of 5S Office. This includes not only providing the content and perspective for improvement, but also recognizing its value to both the participants and the organization as a whole.

Suggestion

Tip

Question

1

Facilitator Perspective: In this section 5S will be fully explained. This stage, the presentation stage, is where the preparation and support of management comes together. This first slide is the introduction; it is important as it sets the tone for the whole presentation. The presentation notes below are intended to be a guide only. As you go through the presentation keep in mind the tone and the theme. Before starting, assure the participants that they are not here to work harder or faster, but to work together in a more effective manner. Clearly explain the difference between effectiveness and efficiency; after doing so, begin the presentation.

5S

Tip: Remember to keep the presentation fun. Thank everyone for taking the time to attend, and ask them for their cooperation and attention. As an ice breaker try telling a light-hearted joke or an inspiring short story.

Presentation Notes, Slide 1: The first thing one notices about a company that is successful in its operations is how clean and well organized that operation is. I think all of you can remember going into a business—even if it is the bakery down the street—where you immediately notice its cleanliness, or lack thereof, and instantly form an impression about the company. This is true for larger organizations also; a well-organized workplace is better. 5S is a fundamental step to achieving and maintaining a successful operation. 5S can be summed up as “organization in the workplace”. 2

Facilitator Perspective: At the end of this slide, ask the participants what people generally think of an office that is clean. Ask them to write down the components of what needs to be considered in a 5S operation (tools, information, stationery, and office equipment).

5S

Suggestion: Pause on the major subjects of each sentence. It is important that you are communicating effectively to the participants and that they fully absorb the context and content of the message.

Presentation Notes, Slide 1 Cont’d: When tools, information, and equipment are not easily found or in their proper places, it is difficult to work effectively. When they are in the right places with no unnecessary items in the way, effective work can begin. 5S is the best starting point for Lean Operations because 5S can be implemented immediately! 3

Facilitator Perspective: This is the time to provide some structure to the presentation. You may have already provided some insight on this with an outline, however it is good to review it one more time in this format. Remember, the participants have this slide also, as it is important to provide the presentation structure both visually and verbally.

Introduction Section 1: 5S & Lean Operations Section 2: 5S & the Office: Each Piece of the Puzzle Section 3: 5S & Teamwork

Suggestion: As a Facilitator always be prepared.

Presentation Notes, Slide 2: This 5S Office presentation has three major sections. The first section will cover how 5S fits into our organization. The second section will provide a review of the five steps of 5S, during which I will be asking you to provide some examples from your departments. The third section will review and clarify the team activities that we will be undertaking over the next few days. During this last section we will use classroom exercises to review and ensure that you are familiar and confident with the 5S forms and are amply equipped to track 5S in the future. 4

Facilitator Perspective: In this section you need to communicate how 5S is critical to your company’s overall improvement strategy. At the end of the presentation the participants must have a clear understanding of what 5S is all about. It is also essential that the participants understand the 7 Wastes of Operations.

Tip: Make sure there is one poster of the 7 Wastes in the room. Take the time to walk over to the poster when you are discussing the issue.

Section 1

5S & Lean Operations

Presentation Notes, Slide 3: In this section we will make the fundamental link between 5S and Lean Operations; also, the idea of eliminating the 7 Wastes will be communicated and formalized. 5

Facilitator Perspective: This slide is meant to get the participants involved in the presentation. It is key to get people participating and discussing the issues at hand. Take the time to go through the questions, then pause for participant response.

5S & Organization Sort, Straighten, Sweep Standardize "Determine what excellence looks like" Using visual tools allows for Sustainment

Suggestion: Keep interest up through changing your tone of voice.

Presentation Notes, Slide 4: Consider this, would you eat at a restaurant that was not clean? Would you decide to get treated at a walk-in medical clinic if it was noticeably dirty? Are there any areas in our company that we would not want our customers to see? What does “good” look like to us? Any comments? What “good” looks like is an area where there are standards, everything is clean (Sweep), put in its proper place (Straighten), and not cluttered with unnecessary objects (Sorted). Like the illustrations above, the desk has the proper tools, is clean, and requires little self-discipline to keep it that way. The other image is the same. The key question is, How do we get an area to this level of 5S and keep it there, day after day, and improve on it? We won’t dwell on this question, but know that this is the goal of 5S. 6

Facilitator Perspective: The goal of this slide is to effectively communicate the value of a workplace that is visually understandable to someone from outside of the department. Recognize that it may be a competitive advantage for your sales force to use the office as a way to sell your service or product.

5S & Visual Systems Easy to Understand Fun to Setup Works better for all

Presentation Notes, Slide 5: A fundamental basis of 5S is that waste must be visible so that it is obvious to all. If a workplace is truly visual, anyone can see and understand if something is in the wrong spot, or not supposed to be there at all. Look at the desk on the left. Notice that it is not understandable although all objects are visible; you can see that the area is a mess. In the illustration to the right it is easy to see if something is missing or that the document goes into that specific spot. Can you think of a job that may require the need to be visual? The landing of an airplane on a carrier deck is one. In fact, it is such that everyone wears specific colors so that the pilot knows who to look to for specific information regarding aspects of the landing. This minimizes the chance of something going wrong, which in this situation could be the difference between life and death. Can you think of any examples in our company where improvement could be made? (Pause for answers) In the aircraft carrier example and the those that you provided, a workplace needs to be visually designed so that we can work safely and be as effective as possible. 7

Facilitator Perspective: The company will be more profitable if the employees and management fully comprehend 5S and implement it in their daily operations. Increased profits may be realized from the ability to have a safer workplace with less clutter, a better quality product, or it may be due to the ability to have a potential customer see the office.

Why 5S Allows us to maintain a more organized area Able to clean less and clean easier Makes our work area more productive Makes the 7 Wastes obvious Creates a standard for improvement A way to get many people involved Low real cost, high-impact for company

Suggestion: Make eye contact with each of the participants.

Presentation Notes, Slide 6: So, why are we doing 5S? We are doing it to ultimately make our company more competitive. 5S is a great place to start a Lean Transformation as it is hands-on and everyone can apply these concepts no matter what department they work in. We will focus on making the seven wastes visible, getting everyone involved, recognizing the results, and creating group discipline as a working organization. 8

Facilitator Perspective: 5S is important as a starting point for three reasons: 1) you can start anywhere and you can start today; 2) the 7 wastes at the core of 5S are easily understandable and everyone can quickly understand and relate to them; and 3) 5S is very hands-on and visual, therefore when you implement the program in your organization it is easy to see where improvement is needed. Also, everyone sees where the company is doing things well and supporting the program as well as where help is needed. If you use 5S properly, the employees will be motivated by the exciting changes that they see; everyone will be involved because the transformation is visual.

How 5S Eliminates Waste

Presentation Notes, Slide 7: See next page. 9

Facilitator Perspective: This is something that the participants will be quizzed on, so please encourage them to write down the definition of each waste as well as an example. The Participant Workbooks have adequate spaces for these slides, so everyone should be taking notes during this section of the presentation. You will be evaluating the participants on their comprehension of a few of these definitions in the assessment form.

How 5S Eliminates Waste

Tip: Make sure that everyone understands the seven wastes. Take your time to ensure that they fully comprehend, as this is a fundamental building block of 5S.

Presentation Notes, Slide 7 Cont’d: We will now spend some time introducing and reviewing the 7 Wastes of Operations. By focusing on waste elimination as a general goal of 5S it will be easier to sustain 5S improvement, since the workplace will be safer, more pleasant, and easier to work in. 10

Facilitator Perspective: In this next sequence, communicate the definitions of each of the 7 Wastes and provide examples. Do not focus on the causes of each waste, but provide the participants with examples you have prepared from your company. We will start discussing the individual wastes with the Defect Waste, since it is the easiest one for the participants to relate to.

Defects Producing bad information, having extra information, wrong information, incomplete information, and/or having to redo work. Possible Causes: Batch Processing Input Errors Questionable product design Poor work instructions

Suggestion: Always affirm and thank those who respond to your request for input. It is this kind of interaction that will ensure success as the participants gain more confidence in themselves and as a group.

Presentation Notes, Slide 8: The first waste that we will be discussing is the waste of Defects. A defect by definition is a waste that is created due to producing bad information, having extra information, wrong information, incomplete information, and/or having to redo work in order to make it acceptable. These are all examples of a defect. Producing defective information does not mean that we are not good workers, or that we are not trying hard enough. It is a fact of a living business; defects will happen, but we can work to reduce the number and/or degree of defects. Remember that we discussed the need to reduce waste; would we be better off if we had less defects? Would having less defects lead to a cleaner, more organized workplace? Can someone give me an example of defects in your department? Make sure that you write down a concise definition along with an example in your Participant Workbook. 11

Facilitator Perspective: Inventory is the one waste that is easily tracked in most companies. Not only does it occupy space, but people have to accommodate for it in a number of ways. A computer system tracks inventory in its different stages of development, from purchasing through to shipping. Also, there are a number of people in each department responsible for inventory. Moreover, employees are probably measured based on the output of inventory. Due to its measurability, 5S improvement can be measured by inventory placement and reduction. If 5S is done properly, inventories will be reduced. Tip:

Inventory

Stay true to these definitions of the 7 Wastes as they are the most accurate versions translated from the Japanese originals.

Any material in the area other than what is immediately needed for the next process, stage, or step. Possible Causes: Long processing times Supplier dependence Individual department design Just-in-case logic Unknown market demand

Tip:

Presentation Notes, Slide 9: One of the first things that we have to realize regarding inventory is that it only exists because we are not able to fulfill customer requests immediately. This is a fact of doing business. By lowering inventory a company will become faster, more agile, and increasingly responsive to customer demands. What are the three stages that inventory lives as in our company? The answer: raw materials, work-in-process, and finished goods. The best definition of inventory is this: “Any material or information in the area other than what is needed for the next stage, step, or process is considered waste”. A good way to illustrate inventory is to think of our company as a boat sailing on the sea. As long as the sea level is high enough we will keep on sailing. Now, as a company, what does the sea represent? If we were really good we would want to reduce the inventory just low enough to keep us sailing. This will keep us agile, involve less costs, less frustration, less movement, and less handling. Can anyone provide some examples of inventory? 12

Draw a boat sailing on the sea and rocks on the sea floor. Write the company’s name on the boat and ask the participants what the rocks represent. (The rocks represent problems such as set up times, quality issues, etc.)

Facilitator Perspective: Processing is the hardest waste to identify because it looks as if it is adding value to the materials. This is because processing can be easily confused with doing an action that the customer may require. Think of an example where someone is doing a little extra for the next department, say preparing files so that they are organized alphabetically. The employee is not aware that the next department needs it to be organized numerically instead of alphabetically. At first glance the extra action looks like value, but it is 100% waste. Try to think of your own example to communicate to the participants. This is key because it gets the participants to question traditions and behaviors; to start asking themselves why things are done a specific way.

Processing Activity that adds no value to the product or service from the viewpoint of the internal/external customer. Possible Causes: Redundant activities No communication Unnecessary or excessive reports Next customer s needs

Tip: Provide a few examples when giving the definition.

Presentation Notes, Slide 10: The waste of processing is the hardest to find because it looks like value is being added when in fact it’s not. Let’s go through the definition: the waste of processing is activity that adds no value to the product or service from the viewpoint of the customer. (Use the example from above and/or an additional example that you have from within your company.) Can we think of anything that we do to a product that the customer may not require? 13

Facilitator Perspective: Let the participants know that waiting is not their fault, as it is not the employees’ responsibility to reduce waiting times. It is the responsibility of the management team to design a system that reduces or eliminates waiting altogether. However, employees should identify when and where waiting occurs so that they may communicate the information to management, which can then direct the appropriate resources to eliminate waiting.

Waiting Is created when materials, information, machines, or approvals are not ready for the person. Possible Causes: Intranet failures Work load variance Quality issues Too much work

Presentation Notes, Slide 11: Waiting is a hard thing to do. Since childhood we have been told to keep busy; it is inferred that waiting is equivalent to laziness. This is not necessarily true in business. In some instances, when we are not waiting, we are spending time performing actions that do not add value, or using material that could be used on another job. Seen this way, waiting may actually be the less wasteful alternative. The definition of waiting is time that is created when information, materials, office equipment, or approvals are not ready for the person. It is simple definition that we all can relate to. Can you provide some examples in your department where you are waiting? What are you waiting for? 14

Facilitator Perspective: Motion is an exciting waste for everyone because each individual is able to affect the amount of motion that they perform in their job function. The goal is to reduce motion, and knowledgeable employees with a good understanding of the 7 Wastes will be amazed at how much they can reduce motion in their departments. Less motion means more enjoyment on the job and more productivity for the company.

Motion Any movement that does not add value to the product or service. Possible Causes: Lack of process design No standard work methods Design of work area Too much clutter in an area

Presentation Notes, Slide 12: Motion is defined as any movement of people that does not add value to the product. Excess motion is considered to be waste. Motion should not be confused with moving product or information around; that is referred to as transportation and will be discussed later. Let me demonstrate with an example of motion waste. (Grab a marker.) Let’s pretend that I am in a old western movie and that me and my arch rival are going to duel at sundown. As a gun slinger, you want to have as little motion as possible so that you are the quickest to the draw, right? (Take the cap off of the marker and toss it a few feet in front of you.) If I had to draw, but before doing so had to go and retrieve the bullet (the marker cap), I would not be the first one to shoot and therefore would lose both the duel and my life. To succeed, the bullets must first be loaded in the pistol, enabling one to quickly draw and fire. Can anyone explain an example of waste of motion in their department or work area? 15

Facilitator Perspective: In most companies that have normal transportation, from forklifts through to shuffling papers and filing information, transportation accounts for between 25% and 40% of costs. While this seems high, almost everything that we do involves transportation; reducing transportation will lower the costs of doing business.

Transportation Moving information, paperwork, drawings, or ma from one process to another process. Possible Causes: Batch processing systems WIP storage for jobs Layout of the facility Job staging Utilization of office

Tip:

Presentation Notes, Slide 13: Transportation, by definition, is moving information, paperwork, drawings, or materials from one process to another process. It is a significant waste, and if we can directly lower the amount of transportation in our business, we will greatly improve our success in implementing 5S. Recognizing proper amounts of inventory and finding appropriate places for it to be located will immediately help reduce transportation. Transportation is often paired with the previous waste that we discussed, motion. When you are going to get something, the action of walking to the area is motion, once you pick it up and walk it back to your desk, it is transportation. Transportation can encompass such diverse actions as moving a piece of steel from the work yard into the building, or returning to your desk from the fax machine with a sheet of paper. These are examples of transportation. Does anyone have an example from their work area? Let’s have at least have two examples from an office environment. 16

Get and give constant feedback.

Facilitator Perspective: This is the worst of all the seven wastes because it is a multiplication of the other six wastes. If you overproduce you have: more defects, more inventory, more processing, more waiting, more motion, and more transportation. Overproduction in business will result in the death of the business, it is that simple.

Overproduction Making more components/products than the next process (or internal/external customer) requires. Possible Causes: Just-in-case logic Focus on equipment only Setup times for processing jobs Keep-working environment Demand issues in each dept.

Tip: Ensure that the participants fully understand the meaning of overproduction. Provide many examples.

Presentation Notes, Slide 14: Overproduction occurs when we make more than the next process truly needs at the present time. It is the worst waste because it multiplies all the previous wastes. Overproduction increases defects, inventory, processing, waiting, motion, and transportation. Can you provide some examples of overproduction? Examples can be either with information or with product(s). 17

Facilitator Perspective: The importance of understanding the 7 Wastes of Operations is key to the future success of your 5S Office program. Use this slide to communicate to the participants that 5S is important in all Lean activities and that it will be a part of the larger program implemented to improve your facility. Depending on where you are in your Lean transformation journey will determine how in depth you present this slide. If you are just beginning a program at your company keep it light; explain a few of the other tools of Lean and reassure the participants that 5S will always be used. If your company is advanced in Lean, and the participants know other tools and techniques, ask for examples and discuss 5S from a more in-depth perspective. This will provide even more interactive discussion, which aids in fully understanding 5S for the office.

5S & Lean Operations Most, if not all, of the essential tools of Lean have the 5S as the key building blocks. Examples: OEE 3P Design of Flow Lean Accounting Office Kaizen

Suggestion: Plan stretch breaks and energizers. Many people struggle with long periods of sitting.

Presentation Notes, Slide 15: The fundamentals of 5S lie with the 7 Wastes, which is the pinnacle starting point of Lean. 5S is also the foundation for other tools of Lean such as those listed on the slide. Remember that we are implementing 5S to eliminate waste in all the activities that we perform in the workplace. This slide illustrates that we need it in all the activities that we do as an organization, from OEE through to Office Kaizen; 5S is a foundation that cannot be ignored. All Lean activities start and end with 5S. 18

5S & the Office: Each Piece of the Puzzle

Facilitator Guide In this Section - The meaning behind 5S - Procedures to employ when applying 5S in an instructional role and environment - The five elements of 5S - Guide through the proper sequence of instructing 5S When starting a 5S Office program it is important to focus on the right “S” at the appropriate time. In this next section we take you through the most logical flow to follow when facilitating 5S Office in your organization.

Suggestion

Tip

Question

19

Facilitator Perspective: In this section of the presentation concepts pertaining to 5S are studied further. Along with reviewing the individual “Ss” to a deeper extent, the history of 5S, as well its role in the long term success of the business, are also looked at. The intent of this first slide is to show the participants that there is a continuous flow to 5S; it is a never-ending process as illustrated by the diagram.

Five words begin with "S"

Suggestion:

Presentation Notes, Slide 17: People ask why 5S is called 5S, instead of house-keeping or good organizational skills. The origin of the name comes from the manufacturing industry in Japan, and stands for five organizational actions that begin with the letter “S”. The original Japanese words are, Seiri (Sort), Seiton (Straighten), Seisou (Sweep), Seiketsu (Standardize), and Shitsuke (Sustain). The Toyota Corporation was the first company to implement elements of 5S and began with only two: Sort and Straighten. As the concept became more popular, more Ss were added to improve the manufacturing process. Some companies have even added a sixth S (Safety) while others, including Toyota, have stopped at four; the last S, Sustain, is not included in their improvement regime. 20

Take the time to write out these words on a board or easel stand. It will provide movement to the presentation, as well as show that the facilitator is knowledgeable in the elements of 5S.

Facilitator Perspective: 5S is the second core teaching of this module; the first was the 7 Wastes of Operations that was studied in Section One. While presenting this section, keep in mind that providing examples and encouraging the participants to provide feedback is a very important aspect of the learning process; two-way communication is a valuable educational tool. The first “S” that is discussed is Sort.

Sort Ask yourself if you really need these things.

As a rule, if you have doubt ’Red Tag’ it.

Tip: Learning includes a social aspect; when one person asks questions and participates fully, the other members of the group will feel more compelled to participate as well. Encourage input from the participants as this drives true group learning.

Presentation Notes, Slide 18: Sort is the first stage of 5S. Think of sorting as a selection process; select what you need to complete your job and remove everything else from the work area. It is surprising, you will find that not as many tools, office machines, supplies, etc. are needed to complete the job. While it is human nature to collect things, in business it is important to reduce excess and only work with objects that are truly necessary; anything more is wasteful. Remember the 7 Wastes from the previous section; extra tools and supplies contribute to the waste of motion. Can anyone think of a place, either in their work area or in the company as a whole, that needs sorting? Red Tags are used to distinguish objects that are not needed in an area. After determining that the item is not useful, it is tagged and relocated to the “Red Tag Area”. If later on it is required, or if it was inappropriately tagged to begin with, it can be recovered from the area. Sort items into two categories: what is needed to do the job on a daily basis, and everything else. We will be sorting our work areas later on during the practical exercises. As we are doing so, allow each person to be the expert of their own area, as they themselves know the space and job function intimately. I think we will be surprised at what objects and items we find that are not needed. 21

Facilitator Perspective: Red Tags were developed due to the high cost of some of the unneeded items; equipment, expensive material, etc. are capital-intensive objects. As a business, such items cannot simply be “thrown out”. Red Tags are beneficial in that if an item again becomes useful or needed, or if it was erroneously tagged initially, it may be moved back from the “Red Tag Area” to the work area or department that requires it.

Sort: The Red Tagging Step Two Sorting Categories: 1. What you need 2. What you do not need Each team will have an area expert to properly categorize items for other members to take to the Red Tag Area. What should we do with the articles... Throw it out? Have a company auction? Donate or give away? Recycle?

Tip:

Presentation Notes, Slide 19: Red Tags are to be used during the sorting process on objects that you are not sure about; if there is any doubt as to whether or not an item is used in daily operations, Red Tag it. The tagged item can be moved out of the work area without the risk of getting rid of it altogether, or taking the time to make a justified “throw out” versus “keep” decision. If you are completely sure that the old empty filing cabinet is not needed, then put it in the trash bin, but attach Red Tags to objects that you think are probably not needed. When Red Tagging items, fill out the Red Tag in detail, attach it to the object and move it to the designated Red Tag area. It is a simple yet effective action to rid work areas of possibly unneeded items. We will go through the actual process of filling out one of these tags at the end of the presentation. At that time, more tips and instructions will also be provided. 22

Hold up a sample Red Tag at this point. Let them know this is the tool that allows the 5S Teams to make quick decisions in order to keep moving through the workshop.

Facilitator Perspective: The second S, Straighten, is one of the most physically changing Ss. After completing the Sort stage, there will be less materials, fewer machines, etc. cluttering up the work areas; the Straighten stage re-organizes the space so that it can be utilized to its full potential. This is done by making the workspaces smaller. The machines, tools, mail drop off, or other needs may be located too far apart, or desks may be too big now that there are less items taking up space. Encourage the employees to make their office areas smaller.

Straighten Focus on placing items in the proper places.

What is left needs a place.

Presentation Notes, Slide 20: This next step is where things start to come together. Remember, although each of the 5Ss is only one simple word, in reality the concept may take a few hours or even a few days to put into practice. The second S, Straighten, customizes your desk and surrounding area specifically to meet your work needs. In the Straighten stage the location of tools, equipment, materials, work-in-process, and other items is analyzed with the idea of minimizing transportation and motion. Remember that we talked about the gun slinger example in the last section? How important is it for the gun slinger’s weapon to be at the “point of use”? If we adopt that perspective and locate everything exactly where it is needed, we will be faster without working harder because there is less motion. When customizing your work space, think of it terms of chronological order; items or materials that are needed first in the process will come before items that are needed later. This will allow you to create a one-way flow to your job function. Just like the gun slinger, all items will be where you need them and when you need them, so that motion is limited and reaching is as natural as possible. 23

Facilitator Perspective: This is another illustration of the concept of having a place for everything that is needed and keeping it in its proper place. This picture is of a small parts manufacturing plant that makes finished products composed of many small parts. Due to volume levels, they decided that they needed a specific workstation to fill out shippers as they walked by through to the shipping department. Therefore, if you look at the picture you will see just enough tools and paper for the station to make it efficient and understandable.

Tip:

Decide Where to Place Items

Keep emphasizing the need for as little motion as possible. In a typical assembly process about 40% of productivity is lost due to excess motion caused by missing tools, information, or excess work-in-process.

Tip: This illustration has more secrets than you may realize. There are many items that can be classified as innovations in this workplace design. How many can you find?

Presentation Notes, Slide 21: During the exercises, your teams will spend a lot of time discussing where things should be placed. To make this process easier, make two lists: one of the paperwork/ forms that are needed, and one of the tools that are required to complete the job. The lists will serve as guides to ensure that all materials and tools are remembered when rearranging the work areas. Don’t be afraid to try different combinations; attempt to assemble information or orders in various spots to see which movements are faster and more natural and easier to understand. 24

Facilitator Perspective: Provide an example of a store which provides displays that are easily accessible to the customer. An office supply store has products which are placed at an angle to the customer within easy reach of the customer. Heavy items are located lower on the wall than lighter ones; color is used to attract attention. They have just enough stock, but still offer a wide variety of products. All these factors lead to the Straightening example. Ask the participants why a store displays products. Is it for the ease of the store’s employees, or is it for their customers, so they can quickly and effortlessly pick out what is needed? Ask how this might apply to work areas within your company.

Example of Straighten Why do office supply stores position items on shelves the way they do? Can this apply to what we do?

Tip: Write out a few of these words that end in “ing”. They are action words and are related to the design of a work area. Ask the participants if they perform any of these actions in their work areas.

Presentation Notes, Slide 22: Straightening eliminates the waste of motion. It eliminates all the words that end in “ing”. Examples of these words include searching, lifting, carrying, stretching, arranging, etc. Locating tools, materials, or information to complete the task should be instantaneous. When everything in the proper spot it does not take time or discipline to find it, use it and put it back. Straightening should only happen once, since the act of putting the item back in its specific spot should be so natural that it just happens. This is evident with the image above as the products go back into their spot automatically. 25

Facilitator Perspective: This sequence of slides provides more examples and definitions for the participants to learn. If you have examples of your own include them in order to get the participants to relate to these concepts and ideas.

Point-of-Use

Ask yourself where the item needs to be used.

Focus on placing the item so that it is within your natural range of motion.

Tip:

Presentation Notes, Slide 23: The best way to understand point of use is to first understand what it is not. If you are reaching for something, it is not point of use. If you are walking to get an item, it is not point of use. If you are asking for further information or clarification, it is not point of use. Look at the pictures and ask if the items are at point of use. If you analyze the illustrations, it appears as though the one on the right is not point of use; it is an open workstation with storage beside it of office supplies. If a person had to use these tools they would not be in one area like that, rather they would be spread out a little as the product is being built like the picture to the left. Can you provide any examples of point of use in your area? Can you recognize where point of use would be beneficial? 26

Animate this slide by explaining what point of use is not and acting out those motions. Some examples are: bending, lifting, and reaching.

Facilitator Perspective:

Tip: Occasionally relate the training to your own personal and professional experiences. Regularly invite participants to offer examples. This helps them apply the learning to their work and helps others see concepts in diverse contexts and from diverse perspectives.

Another key concept in Straighten is that of the visual workplace. A visual workplace is one where it is evident at first glance what is missing from the area. For example, if there are shadow shapes behind tools on a surface, it is immediately evident when a stapler is not replaced in its designated space. In order for a visual workplace to be successful it must have four qualities; first, the area can only contain what is needed to perform the job tasks, storage of items has to be effortless, the space has to be visual in design and set-up, and lastly, the space must have utility. This last factor, utility, is a difficult one. If a worker is replacing items in their spots repeatedly, the area will become worn and most likely will not be able to stand up to the test of time unless there is a change of materials, holding devices, labeling, etc. This will ensure that the area can withstand constant use over time.

Items Have Homes Are these illustrations good examples of Straighten?

Presentation Notes, Slide 24: One of the key elements of Straighten is the visual factor. While keeping in mind the idea that everything has a place, think about the sequence of your job function. Could the steps that you perform be represented with different colors? What about numbering the stages, or providing shadow shapes where the tools and parts are supposed to sit in your work area? Provide markings on the floor for larger items like computers, paper shredders, or trash bins; maybe even go so far as to put foot prints down to show where a person should stand for particular key processes. When attempting to create visual workplaces in the exercises, be creative and try some new ideas. Can you think of a way to make your office space or area more visually-friendly? 27

Facilitator Perspective: This slide is meant to communicate idea of not cleaning on a daily basis. The third S, Sweep, reveals the source of uncleanliness and eliminates it.

Sweep Ask yourself why items get dirty.

How about cleaning to inspect, not just cleaning?

Tip: Point out the differences in the two images on this slide.

Presentation Notes, Slide 25: Many people think that 5S is basically good housekeeping, and the Ss that we’ve covered so far do sound like housekeeping skills—Sort, Straighten, and now Sweep. However, that thought of 5S is a misconception. At the root of 5S is the development of a system where a work area does not need to be Sorted, Straightened, or Swept. Why do we mop up the same spill everyday? Because we have not fixed the source of the spill. A lot of sweeping up and cleaning will be done in the exercises however, that is not the intention for the future. We will identify the root causes of uncleanliness and eliminate the need to Sweep. Can anyone provide an example of the root cause of an unclean part of your work area? 28

Facilitator Perspective: Communicate that this is an important task to perform and tell the teams that they should be taking an inspector’s perspective into why machines and areas are getting dirty. Reinforce the idea that we are not just cleaning to clean, we are cleaning to allow for identification of root causes.

Sweep Clean enough to identify root problem Move beyond just having a clean area Clean to discover how not to clean

Tip: Good shining will ensure good standards.

Presentation Notes, Slide 26: The saying “seek to understand” is definitely relevant with Sweep. This 5S tool is powerful because its purpose is to find the reason why things become untidy or dirty. In the exercises, remember that we are cleaning to find the source of untidiness. Once the source is found, record it and fix it so that no more cleaning is required. Ultimately, this concept will allow us to get closer to producing better information or products and provide for a more enjoyable work area. Remember this sentence throughout the exercise, “we are cleaning to be able to inspect the area or equipment”. 29

Facilitator Perspective: It is a team effort to achieve a continually clean work area, and the 30 Day 5S Action Log is meant to help you keep track of unclean areas. After a problem area is recognized, it is recorded in the Action Log; the company then has thirty days to solve the problem. Communicate this concept to the team; it is a valuable tool that will aid in the elimination of unkempt work environments.

Sweep Cleaner work environments increase the quality of our work.

Presentation Notes, Slide 27: After implementation of the Sweep step, our work environments will improve, the quality of our products will get better, and we will spend less time cleaning our areas and more time producing parts and products. A clean work area says a lot about both the company and its employees and we should strive to improve the cleanliness of our areas. 30

Facilitator Perspective: The next S, Standardize, is closely linked to the last one, Sustain. In Standardize, As explained earlier with regard to visual management, developing standards is difficult. There will be a lot of trial and error as the standards are customized to fit your company’s specific needs. It is a continual process, however manage the process through a controlled change of standards. If one team discovers a unique way to standardize, ensure that it is communicated to the other teams as well. It is important for teams to share information at each stage of the process. This is why you will see several meetings and discussions scheduled into the 5S workshop. Make sure you use these meetings times wisely. Tip: Many times when a group of people is divided into two or more teams, a competitive spirit emerges. It is crucial that this does not impede the exercises, as ideas should be shared freely between the groups.

Standardize Ask yourself how to create a work area free of checklists.

Once you see it, you know what needs to be done even without years of experience.

Suggestion: Ask the participants to provide examples of good standards currently in place.

Presentation Notes, Slide 28: Standardization can be viewed as improving the previous 3Ss. If the actions that contribute to Sort, Straighten, and Sweep are Standardized then the progress that we’ve made during this workshop will not be lost after the conclusion of the event; if good standards are put in place then it will be easier to maintain and continue improving. In order to Standardize, many elements must be considered including safety, maintenance, access, markings, colors, specific steps, and overall processes. The 5S Sustainment Schedule provides some direction for us as a team; it highlights what to clean, by whom, and how frequently. However, we will still have to develop standards for 5S concerning colors, shading, outlining, and such. This will allow us to come to a best practice solution. Remember that good Standardization will lead to everything always looking like it belongs in the spot. 31

Facilitator Perspective: When Standardizing, focus on providing examples of visual items. The previous example of an aircraft carrier landing deck illustrates that color can play a large part in daily operations. The landing deck team dressed in different colors lessens the confusion when airplanes are landing or taking off. This is an excellent example to show the use of colors so that no miscommunication occurs. Focus on applying visual concepts to standardization on simple items and areas first, then, over time move onto the more complex areas and processes.

Standardize: Examples

Tip:

Presentation Notes, Slide 29: Without a doubt, simplifying and visualizing processes is the best way to operate. Contrary to popular opinion, checklists are not beneficial; they add to paperwork, slow down the process, and mistakes can still be made with a checklist. Utilizing colors, shapes, symbols, guidelines, and other methods will create a visual area. Imagine trash cans that only fit in specific spots, or different heights for various inventory items so that counting is no longer required. These visual suggestions make it easy to see if something is not right; no matter if you work in the area or are just passing by, you can tell if an item is out of place. When choosing colors and symbols, remember to ensure that safety colors and symbols are kept solely for the safety use, do not also use those colors or symbols for other uses. A good example of this is a stop sign; the color red and octagon shape are easily and universally recognized. 32

As not everyone has exact color vision, also use symbols, shapes and/or lettering to effectively communicate on a visual level.

Facilitator Perspective: Because the teams will identify more problem areas than the company can handle in the initial weeks of this 5S Office Workshop, we have provided a way to record identified areas to keep them as clean as possible until the root cause of the problem can be recognized and fixed. The 5S Sustainment Schedule allows the company to keep track of these identified issues until there is time to address them.

Sustaining & Cleaning

5S Sustainment Schedule Start Date: ______________________ Person Responsible

Specific Location

Work Area:_______________________ Frequency of Activity

Activities to Perform

Suggestion: Be enthusiastic while conducting workshops.

Presentation Notes, Slide 30: In order to sustain a clean environment, we have the 5S Sustainment Schedule. This tool allows us to identify and maintain clean areas on a regular basis until we can finally address the cause of the problems. Use this schedule to create a system where the cleaning is consistent, minimal, and on a pre-determined frequency. More detailed information regarding the 5S Sustainment Schedule will follow shortly. 33

Facilitator Perspective: Although there are 5Ss, this last one, Sustain, is a state of mind and the pursuit of perfecting the other. Communicate to the participants that if the other 4Ss are done well then Sustainment will be easy to achieve. Sustainment is the ultimate goal of 5S, and true sustainment is attained when we do not rely on self-discipline to reinforce the changes that were made.

Sustain

Keep asking how to simplify the issue to ensure it is sustained.

The idea: if we have less selfdiscipline it will be easier to sustain.

Tip: Speak clearly.

Presentation Notes, Slide 31: An organization that does the first 4Ss well will not have to try hard to achieve the fifth S, Sustain, as it is a direct result of the successful application of the initial four. It is important to keep this in mind that the fifth S is a mindset, ensuring that Sort, Straighten, Sweep, and Standardize are implemented to their full potentials. It is crucial in the Sustainment stage that we think of ways to eliminate effort in maintaining an area. Once we no longer have to work at the initial 4Ss then we have succeeded at sustaining and improving our work place. Focus on doing this 5S workshop well so that in the future we spend less time cleaning and more time performing our job functions. 34

Facilitator Perspective: Communicate to the participants that this activity is not confined only to this workshop but is the starting point for everyone, including management, to be active in 5S. Inform the teams that their areas were chosen to be transformed because they were the most visual and high impact areas of the company; other areas of the company will be transformed in due time.

Sustain Management shows commitment to program Everyone leads by being an example of 5S 5S is a component of every workshop Goal is to have customers tour your facility Use the Evaluating 5S Forms to assess 5S score

Suggestion: Emphasize the importance of customers touring the facility. This will enforce the idea of outside eyes looking at the work areas, causing the employees to find real solutions to Sustainment.

Presentation Notes, Slide 32: What does Sustainment really mean? It is the end result of how well we have performed the previous 4Ss. Think of it as a way to measure our success. If we find that it takes a lot of self-discipline to sustain the changes that we have made, we need to back track and revise our efforts so that the 4Ss are sustainable without expending a lot of effort. The entire organization has to commit to the 5S strategy by leading by example. For instance, if you see something on the floor, pick it up and think about ways to ensure that the object will not fall to the floor again; inform the supervisor of your suggestion. Of course, we also need the commitment of management; they must support us by giving us the time and resources necessary to perform workshops such as this one. We should use the 5S forms to evaluate work station layouts and score the overall work areas regularly. Take pride in your stations, one day our offices may be used as a selling tool for the sales team; allowing customers to tour our facility may be the deciding factor that seals the deal. Lastly, be open to other departments’ input regarding problem areas, they may have a great solution. 35

Facilitator Perspective: This slide communicates two concepts regarding the 5S Board. The first is the need to display the schedule for items that need regular cleaning; however, continue to emphasize to the participants that we are still looking for ways to eliminate cleaning altogether. The second concept is that the 5S Board is a tool that we can use in each work area in order to hold ourselves and the company as a whole to the principles of 5S. The board contains the 5S Map, original 5S Evaluation, most recent 5S Evaluation, 5S Radar Charts (both original and most recent), and the 5S Sustainment Schedule, along with a few before and after pictures.

5S Sustainment Schedule

5S Sustainment Schedule Start Date: ______________________ April 08, 2008 Person Responsible

Sarah Janzen

Specific Location

Order Entry - Desk 3

Work Area:_______________________ Order Entry Frequency of Activity

weekly

Activities to Perform

Organize & clean area, turn off HVAC before leaving.

©

Tip: Draw out an example of a 5S Board with the sections filled out. This will show the participants what a completed board looks like.

Presentation Notes, Slide 33: Lets go through this tool in more detail to illustrate its exact uses. The 5S Sustainment Schedule allows people to know what is expected of them concerning 5S on a regular basis. It provides information regarding repair and maintenance so that everyone knows what needs to be fixed. It provides a visual aid for management so that they may visit and discuss with employees issues concerning 5S in specific areas. Also, the 5S Board contains a 5S Evaluation form that allows us to develop our own standards at the beginning of the implementation process, and lets us review them periodically; this form serves as our own internal evaluation. 36

Facilitator Perspective: Communicate to the participants that 5S is about creating a safer and more enjoyable work environment for the employees. 5S includes everyone, and every person is expected to contribute, including supervisors and top management. Remember, if our 5S activities do not reduce the 7 Wastes then we have not achieved our goal. The end result of 5S is the elimination of the 7 Wastes, higher employee morale, better safety record, increased productivity, and improved output quality.

Tip: As a Facilitator, you cannot be the focal point of the company’s 5S transformation. The focus of 5S must be the managers and top executives; their commitment to the principles of 5S demonstrates support of the employees’ Lean efforts. Make sure management is included in the opening presentation, closing remarks, and follow-up after the event.

Long-Term 5S Success Management is expected to be involved in activities Involvement of everyone 7 Wastes are an integral part of 5S Link improvement to a financial benefit

Presentation Notes, Slide 34: 5S is greater than just cleaning and organizing; it is about creating a work area that is more interesting to work in. It is about innovative ideas regarding the creation of a workplace that is more safe, produces higher-quality product, is cleaner, and requires less effort on a daily basis. It also requires a commitment from all the employees in an area, as well as other departments. By having commitment from everyone, including management, new standard ways of performing tasks are realized. In order for 5S to be successful does it need the commitment of everyone? 37

Facilitator Perspective: Review the key concepts of 5S with the participants and ask for feedback on the presentation and content. This is where the presentation section of the 5S Office workshop ends; from here we will be participating in activities that combine 5S activities and open discussion. You will evaluate the area then move into changing the area. Please reference the 5S Office Preparation Guide’s 5S Schedule.

Suggestion:

Review & Summary

What are the 5S words? Which S is the most important? Can you relate to the need for 5S?

When someone answers a question, always thank them for their input or find another way to compliment the comment. If a participant answers a question incorrectly, suggest the correct answer and ask his/her opinion. This ensures that a participant isn’t made to “feel stupid” in front of co-workers.

What are the 7 Wastes? What is your responsibility?

Suggestion: Ask the participants a few questions to get their feedback. Aim to get two people responding to a question, then move on to the next question.

Presentation Notes, Slide 35: (End this section with a few questions such as:) So now that you have a full picture of what 5S is, what would you like to see change in your work area? Do you think change would be useful? Any other input on issues like safety or quality? What about making work more fun or enjoyable in your area or department? Thank you for your valuable feedback and/or questions. 38

5S & Teamwork

Facilitator Guide In this Section - Transform knowledge into practice - Learn the 5S Evaluation process - Learn the 30 Day Action Log - Learn the 5S Sustainment Schedule - Discuss the workshop format in the specific work areas It is time to start putting the 5S Office principles into practice, and the first step is to form discussions and demonstrations around the worksheets that we will be using, which is the final picture culminating in the 5S Board. We will teach the idea of going through the areas the first time in order to get a baseline, then we can see where the biggest opportunities are regarding 5S. There will be small teams working together as they assess and collect information to form an action plan for the rest of the workshop. Suggestion

Tip

Question

39

Facilitator Perspective: This initial slide is meant to provide an overview of the activities that will be taking place. At this point in the presentation you should provide a general schedule to the teams; briefly highlight the 5S’s: Sort, Straighten, Sweep, Standardize, and Sustain.

5S Teamwork Steps: 1: 5S Evaluation 2: Sort- Red Tag Activity 3: Straighten- Point of Use Storage 4: Sweep- Clean Area 5: Standardize- Visual Management 6: Sustain- Refine and Schedule

Tip:

Presentation Notes, Slide 37: The first team activity will be focused on assessing and evaluating the work area with a number of forms that will act as valuable tools for the group; this is the evaluation stage. Red Tags are used in the second stage of our work area activity (Sort). We will then focus on developing our work areas so there is as little motion as possible needed to perform the job function (Straighten). At the same time we will clean up the area (Sweep). After those activities we will start to develop standards—the visual step of 5S (Standardize). All these activities will take place over the next few days. 40

After the teams get back have them collect their work and place it on the 5S Board that you have created. When the teams are in the work area make up a 5S Radar Chart in a spreadsheet program to show the team a visual representation of the 5S Evaluation Review Form.

Facilitator Perspective: It is now time to divide the participants into teams. The number of people per team depends on the size of the area and the number of teams that are needed. This schedule is the minimum number you should have for the purpose of evaluating the current state of the work area.

5S Team 1. Evaluating 5S Team (2-3 people) 2. Photography Team (2 people) Take pictures of the current state Highlight key objects and areas 3. 5S Mapping Team (2-3 people) Layout where people, materials, and equipment should be located (bird s eye view)

Presentation Notes, Slide 38: We are now going to divide the group into teams to do the following three exercises. One team will evaluate the work area, the second team will take key photos of the area as well as items that represent the current state of the work area, and the third team is going to map the area to show an overall bird’s eye view. We will use the 5S Board to collect our work and post it. After we have developed a baseline for improvement we will begin the action portion of our 5S Office program. 41

Facilitator Perspective: In this portion you will demonstrate each of the forms and illustrate how they are to be used. Make sure to tell the participants that for the 5S Office Evaluation Review Form they should be very critical as they score their areas; even though the scale is from 1-5, let them know that an area can receive a zero. The reason areas need to be evaluated with a critical eye is because when areas score high marks initially, there is less motivation to make further improvements in the future.

Tip:

5S Team

Use the 5S Board as you develop and explain the steps of 5S. Once you have explained each step, place the paper on the board.

Reviewing the Forms

Tip: Go through each form and explain them in detail.

Tip:

Presentation Notes, Slide 39: We will now go through the various forms in greater detail. 42

Ensure that you have communicated the boundaries of the area that is to be evaluated.

Facilitator Perspective: There is not too much detail in this example, but the key thing to highlight is all the major office functions, assembly items, storage, safety issues, etc. Ask the team to use the icons at the bottom to display the specific categories.

5S Map 5S Map From what process to what process Department______________________ Order Entry

Inbound From ____________________________

To _______________________________ Production Planning

Name________________________________________

3/12/09 Date _____________________________

Convert to CD

Print Proof

Into PDF Flow

Connect

Info System

Enter Data

Receive Order

In Box

Improvement Areas Identified Quality

Cost Reduction

Delivery

Safety

Reduction

Morale

Visuals

Inventory Reduction

Reduction

©

Tip: Draw out a sample 5S Map on the whiteboard using one of the icons on the bottom of the form in order to highlight an area of improvement.

Presentation Notes, Slide 40: The 5S Map is used to provide reference to how areas are laid out now and how they will change in the future. On the first time through, just make a rough draft of the area. Ensure that nothing is left out. After classifying the items, analyze the document with a critical eye and list any improvements that you see. On the final draft use the categories at the bottom of the slide to visually identify improvements in each specific area. Once this is done, the 5S Map can be placed on the 5S Board. 43

Facilitator Perspective: Make sure that everyone understands the 5S Office Evaluation Review Form. Take the time to fully explain and illustrate its function by using examples.

5S Evaluation Review

5S Office Evaluation Review Date: ______________________ 5S Element Number I

SORT

II III IV V VI

Evaluation Criteria Are the aisles and walkways open and clear? Is the work zone free of any spills of fluids? Is the work zone free of unnecessary articles and items? Is the work zone free of excess consumables/materials? Is the information board active? Are the areas walls and dividers free of items not used in operations?

Evaluation Area:____________________________ Rank these items from 1 through 5: 5 being well done

Score (1-5)

Ideas / Suggestions / Comments

All items that are not necessary or unsafe have been removed from the area where people travel and work. Consider whether there are any chemicals, lubricants, water, oils or other materials that may be hazardous in the area and on the floor. Are items that are not needed been removed from the work zone, i.e. tools, jigs, stationary, extra items. Evaluate against how many items are in the production work zone. Assess if the materials, parts, and supplies are currently needed for operations. All announcements are displayed currently and in good presentable shape. Arrangement is straight and placed under appropriate headings. Extra items are not on the walls, dividers, or hanging of signs that are not necessary. Category Subtotal Sort Score: Subtotal divided by 6

Presentation Notes, Slide 41: This form is designed to help evaluate the current state of the work area. We need to be very critical in this initial stage so that we do not give scores that are too high. Review the sheet and ensure that you know how to identify and describe specific areas, as well as add up the respective scores to come up with sub-totals and an overall score. 44

Facilitator Perspective: There should be a few photos posted on the 5S Board. Photos can be very informative, and good photos have a definite impact on their viewers. Have the group take a lot of photos from different angles and have them choose those they feel represent the area’s current state as best as possible.

Photography

Tip: Lighting is key for photographs. Have the team borrow lights to make the items in the pictures really stand out.

Presentation Notes, Slide 42: Photography is the best way to communicate the initial condition that the work area was in, as well as improvements that are made along the way. Photos communicate to those not directly involved, whereas the paper forms are internal documents intended for our own use. When taking the photos, make sure that there is enough lighting for the pictures and focus on objects and office machines that obviously need cleaning or organization. Take lots of photos and select those that best represent the area in its current state. Remember that we will also take in-progress photos, as well as photos at the end of the workshop in order to document the transformation process from beginning to end. 45

Facilitator Perspective: This is the last slide in the formal presentation; the following slides detail the specific forms that will be used, and are intended to be shown during the exercises. The groups should already be formed; the last concept to explain to them is the Radar Chart, shown below.

5S Score

Tip: At the end of this slide ask the participants to take a short break and then gather in the training room before leaving for the work area. Structuring the conclusion in this way prevents individuals from wandering away.

Presentation Notes, Slide 43: One final chart that we will be using is the Radar Chart. To create this chart, the 5S Office Evaluation numbers are entered into a computer program in order to display an overall 5S score. This Radar Chart will then be placed on the 5S Board for reference. When we are finished with the workshop, we will re-score ourselves and compare the current evaluation with a new evaluation a few days from now. 46

Facilitator Perspective: Before completing the Red Tag exercise, review this slide, hand out the Red Tags to the participants, and review the Sort function.

Red Tags Red Tag Register Red Tag Register Project Date: _______________________ April 7-11, 2008 Item Description

Spare File Folders Assorted Items Extra Printer Print Drums

Date Sorted

Log Number

4/2/08 4/3/08 4/4/08 4/4/088

B001 B002 B003 B0044 B00

Work Area:_______________________ Order Entry Reason for Tag

Not needed at desk. Too much stuff in area. In work area but not used.

Classification (i.e. need approval, other dept. needs to assess, throw out, etc.)

No need for approval. Need approval of management. Need product development approval.

Not needed neededd in in area areea ea - should should be stored sstore toredd elsewhere. tore el elsewh sewhere sewh ere. Back to stores, not Red Tag Area.

Presentation Notes, Slide 44 & 45: We are now beginning the Red Tag exercise. We will need teams of two to three people discussing the items that may not be required; and remember, if you have any doubt regarding whether or not something is needed, Red Tag it and move on. Each team will need an expert (an individual who works in the area) to identify and make the final decisions. I will explain Red Tags step-by-step while filling out a sample one. Also, because we will be using the Red Tag Register throughout the task, I will go through an example of it as well. 47

Facilitator Perspective: After we standardize the work area, we will have items that the company needs to take action on. At some point, probably during Standardization, we will formally write down the items into our 30 Day 5S Action Log.

30 Day 5S Action Log 30 Day 5S Action Log Office Copy Room Work Area:_______________________

Start Date:______________________ 2/16/2010 Date Logged

Item Number

2/16/10 A001 2/17/10 A002

5S Problem

Suggestion to Solve Problem

Who is Responsible

Main Xerox 95 will not shutdown when running color jobs.

Need to call Xerox to address this.

Gary Fitzman

Too many unnecessary boxes of paper in storage.

Implement Kanban for paper replenishment.

Sarah Ellis

©

Tip: For this slide make sure that engineering, maintenance, and other department representatives are present. Not only does this show support, it also will give other departments an idea of what is expected.

Presentation Notes, Slide 46: We are at the point where we will start to formally write down the improvements required in the next 30 days. (Take the time to explain this in more detail with the 30-Day 5S Action Log and go through an example.) Ensure that we are recording the items we feel have the most impact, lowest cost, and fastest turn-around. Focus on this kind of criteria as we develop the area and improve it. We are looking to record items in this Log that we feel we can achieve in the next 30 days; this means that we will have to get confirmation from other supporting departments on issues as well. 48

Facilitator Perspective: The 5S Sustainment Schedule will be the last item to place on the 5S Board. This will be the item that displays the daily, weekly, and monthly responsibilities of the individuals in the work area. It is vital that each individual on the list is the one completing the activity and supports the action.

5S Sustainment Schedule 5S Sustainment Schedule Start Date: ______________________ April 08, 2008 Person Responsible

Sarah Janzen

Specific Location

Order Entry - Desk 3

Work Area:_______________________ Order Entry Frequency of Activity

weekly

Activities to Perform

Organize & clean area, turn off HVAC before leaving.

©

Tip: Ensure complete cooperation from all the participants at this stage. A verbal commitment can firm up their commitment to the 5S program.

Presentation Notes, Slide 47: This is the last form that completes the 5S Board. Let’s go through an example and we will fill this out as we decide on frequency, location, type of cleaning, and who will be doing the activities. 49

Facilitator Perspective: Finally, we are at the stage to show how all the forms fit together on the 5S Board. This illustration will highlight the different sections of the board.

5S Board

5S Board Work Area: _______________________________

Activity Date: _______________________________

Before 5S Office Evaluation Review

After 5S Office Evaluation Review

5S Office Evaluation Review

Scheduled Current Activities 30 Day 5S Action Log 30 Day 5S Action Log

5S Office Evaluation Review Start Date:______________________

Date: ______________________

I

SORT

II III IV V VI

Evaluation Area:____________________________

Evaluation Criteria Are the aisles and walkways open and clear? Is the office area free of any spills of fluids? Is the office area free of unnecessary articles and items? Is the office area free of excess consumables/materials? Is the information board active? Are the areas walls and dividers free of items not used in the operation?

Score (1-5)

Rank these items from 1 through 5: 5 being well done

Ideas / Suggestions / Comments

Date: ______________________ 5S Element Number

All items that are not necessary or unsafe have been removed from the area used as pathways.

I

Consider whether there are any chemicals, water, oils or other materials that may be hazardous in the area or on the floor. Are items that are not needed been removed from the work zone, i.e. monitors, scanners, stationary, extra items? Evaluate against how many items are in the processing area for work. Assess if the materials, parts, and supplies in the area are currently needed for the job. Closer to actually needed is better. All announcements are displayed currently and in good presentable shape. Arrangement is straight and placed under appropriate headings. Extra items are not on the walls, dividers, calendars, or hanging of posters that are not necessary.

II

SORT

5S Element Number

III IV V VI

Evaluation Area:____________________________

Evaluation Criteria Are the aisles and walkways open and clear? Is the office area free of any spills of fluids? Is the office area free of unnecessary articles and items? Is the office area free of excess consumables/materials? Is the information board active? Are the areas walls and dividers free of items not used in the operation?

Rank these items from 1 through 5: 5 being well done

IX X XI XII

Work Area:_______________________

5S Problem

Suggestion to Solve Problem

Who is Responsible

Ideas / Suggestions / Comments

Red Tag Register

Category Subtotal Sort Score: Subtotal divided by 6

Only documents required for jobs are stored at the point of use. These documents are stored nicely and in an orderly fashion that is recognizable/understandable to outsiders. All locations of items are labeled, marked, and it is known if they are missing.

SET IN ORDER / STRAIGHTEN

SET IN ORDER / STRAIGHTEN

VIII

Item Number

All items that are not necessary or unsafe have been removed from the area used as pathways.

Category Subtotal

Evaluate any documentation storage. How are the shelves, desks, and work surfaces arranged? How are the tools and materials stored in the area? Evaluate container and any packaging locations and tidiness. Assess order and where items are found on the floor. Easiness to access the tools, equipment, and stationary.

Date Logged

Consider whether there are any chemicals, water, oils or other materials that may be hazardous in the area or on the floor. Are items that are not needed been removed from the work zone, i.e. monitors, scanners, stationary, extra items? Evaluate against how many items are in the processing area for work. Assess if the materials, parts, and supplies in the area are currently needed for the job. Closer to actually needed is better. All announcements are displayed currently and in good presentable shape. Arrangement is straight and placed under appropriate headings. Extra items are not on the walls, dividers, calendars, or hanging of posters that are not necessary.

Sort Score: Subtotal divided by 6 VII

Score (1-5)

No items are resting on walls, tucked in corners. No items are resting on equipment, cupboards, or other fixtures. Boxes, storage containers, and other items are stored in the appropriate place and orientated well for the area. Cabinets are secure and not causing any danger to the people working in the area. Nothing is sitting directly on the floor and no materials are left around the area. Items that need to be on the floor are clearly marked and positioned in designated areas clearly outlined on the floor. Materials, tools, jigs, attachments, and fixtures are organized so that they are all easily within reach. Consider this as well for any kind of tools needed for a job including cutting and measuring something.

VII VIII IX X XI XII

Evaluate any documentation storage. How are the shelves, desks, and work surfaces arranged? How are the tools and materials stored in the area? Evaluate container and any packaging locations and tidiness. Assess order and where items are found on the floor. Easiness to access the tools, equipment, and stationary.

Only documents required for jobs are stored at the point of use. These documents are stored nicely and in an orderly fashion that is recognizable/understandable to outsiders. All locations of items are labeled, marked, and it is known if they are missing.

Red Tag Register

No items are resting on walls, tucked in corners. No items are resting on equipment, cupboards, or other fixtures. Boxes, storage containers, and other items are stored in the appropriate place and orientated well for the area. Cabinets are secure and not causing any danger to the people working in the area. Nothing is sitting directly on the floor and no materials are left around the area. Items that need to be on the floor are clearly marked and positioned in designated areas clearly outlined on the floor. Materials, tools, jigs, attachments, and fixtures are organized so that they are all easily within reach. Consider this as well for any kind of tools needed for a job including cutting and measuring something.

Category Subtotal

Project Date: _______________________ April 7-11, 2008 Item Description

Date Sorted

Spare File Folders 4/2/08 Assorted Items 4/3/08 Extra Printer 4/4/08 Print Drums 4/4/08

Category Subtotal

Set in Order / Straighten Score: Subtotal divided by 6

Set in Order / Straighten Score: Subtotal divided by 6

Overall Score: 1.5

Work Area:_______________________ Order Entry

Log Number

B001 B002 B003 B004

Reason for Tag

Not needed at desk. Too much stuff in area. In work area but not used.

Classification (i.e. need approval, other dept. needs to assess, throw out, etc.)

No need for approval. Need approval of management. Need product development approval.

Not needed in area - should be stored elsewhere. Back to stores, not Red Tag Area.

Overall Score: 2.4

5S Map

5S Map

5S 5S Map Receieve From Receieve of of materials materials From ____________________________ ____________________________

To Final Assembly To _______________________________ _______________________________ Final Assembly

Inflatable Name________________________________________ Inflatable pool pool recliner recliner Name________________________________________

2/07/09 Date _____________________________ _____________________________

Assembly Assembly

Air Air Pump Pump

5S Sustainment Schedule

5S 5S Map Map From what process process to to what what process process From what

Department______________________ D1 Department______________________ D1Assembly Assembly

Packaging Packaging

From process From what what process process to to what what process Department______________________ D1 Department______________________ D1Assembly Assembly

Finished

Receieve From Receieve of of materials materials From____________________________ ____________________________

To Final To _______________________________ _______________________________ Final Assembly Assembly

Inflatable Name________________________________________ Inflatable pool pool recliner recliner Name________________________________________

2/07/09 Date Date _____________________________

Assembly Assembly

Air Air Pump Pump

Packaging Packaging

5S Sustainment Schedule Start Date: ______________________

Finished

Person Responsible Parts Parts

Tooling Tooling

Misc Mat Misc

In Material

Parts Parts

Tooling Tooling

Improvement Areas Areas Identified Identified Improvement Quality Quality

Cost Cost Reduction Reduction

Delivery Delivery

SSaaffeettyy

Reduction Reduction

Misc Misc Mat Mat

Work Area:_______________________

Specific Location

Frequency of Activity

Activities to Perform

In Material

Improvement Areas Areas Identified Identified Improvement

Morale

Visuals Visuals

Inventory Reduction Reduction

Quality Quality

Reduction Reduction

Cost Cost Reduction Reduction

©©

Delivery Delivery

SSaaffeettyy

Moorraallee M

Reduction Reduction

Visuals

Inventory Reduction Reduction

Reduction

©©

Photos

Photos

5S Radar Chart

5S Radar Chart

Comments: Everyone enjoyed the event and looks forward to improving on the area in another 3 months, when the team re-visits the area.

Sort

Sort

5.5

5.5

5

4.5 4

3.5

3.5

3

3

2.5

2.5

2

2

1.5

1.5

Straighten

1

Sustain

Standardize

Overall Results Summarized:

5

4.5 4

Sweep

Straighten

1

Sustain

0.5

Standardize

0.5

5S Map: 30% less space used 5S Office Evaluation Review: 1.5 Original Score, now 2.4 30 Day 5S Action Log: 20 items to change for 5S Red Tag Register: 56 items were moved out of area 5S Sustainment Schedule: Defined and taking action 10 items identified as unsafe and removed

Sweep

Tip: Point out the different sections of the 5S Board and what area each team is responsible for.

Presentation Notes, Slide 48: This slide is intended to give you an idea of the general look of the 5S Board. 50

5S Assessment Facilitator:

Name:

Workshop: Date: Circle or write the answer that best fits the question or completes the statement. 5S originally had a) 4 b) 1 c) 2

2.

What company started what is now known as 5S? a) Volvo b) Toyota c) Ford

3.

4.

5.

6.

S’s.

What is the first S of the 5S’s? a) Straighten b) Sort c) Sweep of the 7 Wastes of Operations which one is the worst? a) Overproduction b) Inventory c) Defects If a company implements 5S successfully, the need for self-discipline is . a) Eliminated b) Reduced c) Increased 5S is one of the building blocks of ? a) Operations b) Cleanliness c) Lean

7.

Why do we clean during 5S? a) To inspect b) Because it is the right thing to do c) To prevent bad parts

8.

What does inventory exist in the company as? a) Raw, WIP, FG b) GF, WIP, RAW c) PIW, WAR, FG

9.

The S in Straighten allows for a person to have minimal . a) Work b) Waiting c) Motion

10.

What is the 5S Sustainment Schedule used for? a) Recording workshop activity b) Recording the cleaning that is needed c) Scheduling the next workshop

11.

For 5S to be successful we need the involvement of . a) Top management b) Entire department c) Everyone

12.

The 5S Map provides a simple point of view of the work area. a) Bird’s eye b) Planning c) Outline

13.

Processing is the hardest waste to find because . a) There are so many processes b) It may initially seem to be a value-added step c) It is totally necessary

14.

The 30-Day Action Log allows the company to . a) Document a list of unsolvable problems b) List workshop problems to be solved on one document c) Demonstrate its commitment to 5S

1:c, 2:b, 3:b, 4:a, 5:b, 6:c, 7:a, 8:a, 9:c, 10:b, 11:c, 12:a, 13:b, 14:b

1.

Appendix

Facilitator Guide In this Section You will find copies of the forms used in the workshop filled out for your reference.

©

Reduction

Cost Reduction

Receive Order

Into PDF Flow

Delivery

Safety

Morale

Improvement Areas Identified

Enter Data

Info System

Quality

Print Proof

Reduction

Inventory Reduction

In Box

Connect

Visuals

3/12/09 Date _____________________________

Name________________________________________

Convert to CD

To _______________________________ Production Planning

From what process to what process

Inbound From ____________________________

Department______________________ Order Entry

5S Map

Are the areas walls and dividers free of items not used in operations?

Are the aisles and walkways open and clear? Is the work zone free of any spills of fluids? Is the work zone free of unnecessary articles and items? Is the work zone free of excess consumables/materials? Is the information board active?

Evaluation Criteria

Date Sorted

4/2/08 4/3/08 4/4/08 4/4/08

Item Description

Spare File Folders Assorted Items Extra Printer Print Drums

Log Number

B001 B002 B003 B004

Score (1-5)

Need product development approval.

Need approval of management.

No need for approval.

Classification (i.e. need approval, other dept. needs to assess, throw out, etc.)

Work Area:_______________________ Order Entry

Ideas / Suggestions / Comments

Not needed in area - should be stored elsewhere. Back to stores, not Red Tag Area.

Not needed at desk. Too much stuff in area. In work area but not used.

Reason for Tag

Red Tag Register

Sort Score: Subtotal divided by 6

Category Subtotal

All items that are not necessary or unsafe have been removed from the area where people travel and work. Consider whether there are any chemicals, lubricants, water, oils or other materials that may be hazardous in the area and on the floor. Are items that are not needed been removed from the work zone, i.e. tools, jigs, stationary, extra items. Evaluate against how many items are in the production work zone. Assess if the materials, parts, and supplies are currently needed for operations. All announcements are displayed currently and in good presentable shape. Arrangement is straight and placed under appropriate headings. Extra items are not on the walls, dividers, or hanging of signs that are not necessary.

Rank these items from 1 through 5: 5 being well done

Project Date: _______________________ April 7-11, 2008

VI

V

IV

III

II

I

5S Element Number

Evaluation Area:____________________________

5S Office Evaluation Review

Date: ______________________

SORT

Item Number

©

2/16/10 A001 2/17/10 A002

Date Logged

Gary Fitzman Sarah Ellis

Implement Kanban for paper replenishment.

Too many unnecessary boxes of paper in storage.

Who is Responsible

Need to call Xerox to address this.

Suggestion to Solve Problem

Office Copy Room Work Area:_______________________

Main Xerox 95 will not shutdown when running color jobs.

5S Problem

Start Date:______________________ 2/16/2010

30 Day 5S Action Log

©

Sarah Janzen

Person Responsible

Order Entry - Desk 3

Specific Location

Start Date: ______________________ April 08, 2008

weekly

Frequency of Activity

Organize & clean area, turn off HVAC before leaving.

Activities to Perform

Work Area:_______________________ Order Entry

5S Sustainment Schedule

Flow Simulation

Enna’s Flow Simulation makes it easier for trainers to communicate the principles of Lean in a lean simulation exercise. Our Flow Simulation reinforces employees’ understanding of Just in Time (JIT), Lean Manufacturing, or Kaizen. Use this training aid after training participants in the concept of Lean or to refresh employees of Lean principles. Each Flow Simulation includes a presentation guiding you through the steps of the flow exercise and a program displaying the change in production through each round of the lean simulation. The Flow Simulation is designed using Flash Technology and the Flash Player is included to ensure compatibility. Enna’s programs are designed for practical use and our Flow Simulation allows you to involve and document in an interactive manner. 2005 | $79.99 | Item: 50

Value Stream Mapping Solution Package

Enna’s Value Stream Mapping Solution Package is action oriented using a mixture of training room learning and shop floor implementation. Structuring the package around a teach-do format allows the scope of analysis to be large enough to develop a comprehensive improvement plan with a current state map as well as a future state map. The VSM Solution Package is structured to give the participants the tools and knowledge necessary to developing the most accurate Value Stream Map, as well as guiding them through how to improve upon each process in order to achieve their goal of reaching a future state map. ISBN 978-0-978097-08-0 | 2005 | $429.99 | Item: 15

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We are excited to present an exclusive trip to the birthplace of Lean. We provide a unique one-week tour at a reasonable, all-inclusive price that will guide you to a better understanding of Lean Manufacturing principles. Enna has exclusive access to Toyota and Toyota suppliers due to our publications of Dr. Shigeo Shingo’s classic manuscripts. You will have one-on-one access to Japanese Lean Executives and learn from their experiences and solutions. We also offer custom private tours for executive management teams over 12 people. Join us on our next tour by visiting www.enna.com/japantrip and register online or by telephone at: +1 (360) 306-5369.

Phone: 1+ (360) 306-5369

Fax: (905) 481-0756

Email: [email protected]

Other products from Enna Red Tags Use Enna’s Shadow Board Tool Sheets to organize and standardize your workplace for ease of use. The self adhesive vinyl sticks to most surfaces and comes in a variety of colors to in order to meet any of your needs, whether it be for a specific workplace color scheme or safety and standards requirements. 2005 | $16.99 | Item: 100 7 Wastes Observation Form This form is a template comprised of the 7 Wastes and is used as a tool in the presentation of Lean thinking concepts to provide the participants with an analysis tool for assessing the opportunities to eliminate waste in an area or their department. 2006 | $7.99 | Item: 101 7 Wastes of Operations Poster Enna’s 7 Wastes of Operations Poster is a visual aid that increases the effectiveness of Lean training sessions and continues the communication of the 7 Wastes after the event has come to a close. Fundamental to Lean Manufacturing is the identification and further elimination of waste (Muda). This poster will further this commitment on a daily basis without management having to be constantly present. 2007 | $29.99 | Item: 71 5S Into Action DVD Professionally written and produced to ensure the key concepts of 5S are communicated to an audience that considers managers as well as employees, this video is set both in the training room and on the shop floor. We take the audience through each stage of the 5S process from Sort through Sustain. 5S into Action is an excellent video that will create the vision of what 5S should be to your employees. 2009 | $199.99 | Item: 508 5S Office: Form Solution Pack This package of 5S Forms consists of one pad of each of the 5S Forms (5 pads). It is provided at a discount to encourage the use of these forms to ensure the highest success rate of facilitators. Enna encourages each facilitator to take advantage of the greater value of the Solution Package with all its components such as the forms for the 5S Office Version 1 Solution Package. 2005 | $35.99 | Item: 210 5S Office Version 1: Refill Pack The 5S Office Version 1 Refill Pack is designed to replenish your 5S Office Version 1 Solution Package in preparation for subsequent training sessions. It is provided at a value price to encourage ongoing 5S workshops to ensure the highest success rate for you and your company. 2005 | $165.99 | Item: 953

To Order: Enna Corp., 1602 Carolina Street, Unit B3, Bellingham, WA 98229

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Phone: 1+ (360) 306-5369

Fax: (905) 481-0756

Email: [email protected]

5S Office Preparation Guide

A PRODUCTIVITY PRESS BOOK

www.enna.com www.productivitypress.com

5S OFFICE WORKSHOP PREPARATION The key to a successful 5S Office Workshop is the preparation before the event. This will set the atmosphere of the presentation, the attitudes of the participants, and the support from other departments and management. Below is a general list of the activities and items that you should complete to ensure success of the workshop.

1) 5S Target Areas Where should you focus the 5S Office Workshop? a) A particular product line? (High volume, high variety, special interest to business) b) A selected process? (Lack of quality control, poor communication, etc.) c) A specific issue? (Long lead times, late delivery, high labor content)

2) Workshop Timing and Scheduling The workshop needs to take place when all the key participants are present. a) What week will the 5S Office Workshops be held? b) What should the daily schedule concerning start time, breaks, and lunches, be? c) Keep in mind that everyone selected, including management, should attend the meetings.

3) Assignment of Resources (Review 5S Participant Selection) The participants should focus all of their time on the 5S Office Workshop. a) Who should participate in the 5S Office Workshop? b) What support should be available: enginnering, upper management, outside contractors? c) How much time commitment will be expected from the team members?

4) Make Sure Area is Able to Produce Information or Services 5S Office will be successful if the participants currently work in the area that is to be improved. a) Will there be opportunity for the teams to perform their daily job tasks while in the 5S Office Workshop? b) Consider how the event will affect the work schedule. You may have to make contingency plans to ensure timely shipment of products. c) Choose areas where changes can be made without shutting down departments.

5) Communication of Workshop Before the event, the Facilitator must: a) Provide a one-page summary to distribute to the participants a week before the scheduled event. He/she should personally deliver the documents and talk with the participants about the event. b) Offer to answer any questions that the selected participants have and consider any input that they offer.

6) Participants’ Names Since 5S Office is a team effort, the Facilitator must get to know and memorize the participants’ names and their specific roles in the organization. a) Know the participants. b) Know the supervisors and the department heads. c) Know the management, support staff, engineering, and maintenance.

7) Materials and Supplies A complete list of all needed materials is provided on the 5S Office Material Preparation list. 2

5S OFFICE MATERIAL PREPARATION The exact materials needed for a 5S Office Workshop are standard and listed below. Please ensure that you have all the items, and gather them together so that you are prepared for the event.

Presentation o o o o o

Computer (desktop or laptop) Overhead projector Screen or blank wall for projector Flip chart with easel Dry erase markers and easel markers

Facilities o Training room large enough for group o Lunchroom if different from training room for the daily lunch breaks

For 5S Activities: Observation, Measurement, and Analysis o o o o o

Notepaper for participants Flip chart paper for 5S Board Markers (multiple colors) Pencils, Rulers, Calculator Tape measure

Recording o 2 Digital cameras o Batteries and charger for camera o Computer and printer to print digital pictures

Additional Stationery o o o o

Scissors Clear adhesive tape Masking tape Post-it notes

Creating a Radar Chart in Excel — In a new document, list the 5S’s in one column and the scores received in a second column. — Insert --> Chart --> Radar Step 1 of 4— Select Chart Type (Radar) Step 2 of 4— Select Data Range (select the 5S column) Step 3 of 4— Axes tab (Check “Value (Y) Axis” Gridlines tab (Uncheck all) Legend tab (Uncheck) Data Labels tab Step 4 of 4— Finish —Once placed, right click on the scale and select “Format Axis” Scale tab (Min-0, Max-5.5, Major-1, Minor-.5) Patterns tab (Select “Cross” for Major/Minor, Label “Next to Axis”) Save for re-evaluation and comparison at the end of the workshop. 3

5S OFFICE PARTICIPANT SELECTION Deciding on the right people for the event is a major factor in workshop success. Below are some guidelines to follow when choosing participants.

Team Structure Ideally, consider a minimum of two teams, composed of three people. This will provide dynamic interaction in the training room, as well as enough minds in the work areas to facilitate good discussions and ideas. Additional groups of three can be considered if the scope is large enough and you have the resources and scheduling to accommodate the workshop.

Expert from the Area You need to have one person on each team act as the expert. This person must have an intimate knowledge of the particular area(s), as well as an open mind to try new ideas and new ways of doing things.

Improvement Experience Experience may not be possible in the initial workshop, but as more improvement events are held divide the experienced employees among the teams. This will facilitate a faster adoption of new concepts. Consider individuals that are popular with their co-workers as well. This is politically important, especially in companies with fewer employees.

Other Department Support Make sure that you have access to supporting departments if needed. If you cannot have a representative from these departments on each of the teams, ensure that they can be reached during the workshop for special requests.

4

5S OFFICE SCHEDULE Time

Day 1: Knowledge Transfer

Minutes

Tips

Introductions 7:30AM

Commencement of 5S Office Workshop

2

Senior Manager explains the purpose and expectations of the workshop

4

Facilitator goes over the structure, breaks, lunch, items of interest, etc.

4

Facilitator explains overall objectives of the workshop

5

Each member introduces him/herself, provides personal expectations for workshop

15

7 Wastes 8:00AM

5S & Lean Operations

60

9:00AM

Break

15

9:15AM

5S & the Office: Each Piece of the Puzzle

60

10:15AM

Pause to stretch

2

10:17AM

5S & Teamwork: Review roles and assign team members to specific tasks

12

Distribute and explain worksheets

15

Agree on a time and place to meet back

2

5S Overview

5S Team Activities: Work Area Current State

Go to the work area under the scope of the workshop Initial Evaluation: Start 5S Scan

2

Assign tasks to the teams of 2-3 people

Make sure they leave and return as a team

45

Return to training room to review activity

2

11:35AM

Lunch

12:05PM

Summarize current state: Each team to provide input

20

Post worksheets (Evaluation, 5S Map, Photos, etc.) on 5S Board

25

30

Review and Record: Current State

Identify high-impact and high-need areas as a team; discuss and decide

25

Document action plan for 5S improvements

15

1:30PM

Break

15

1:45PM

Begin thorough Red Tagging

3:45PM

Return to training room to review activity

3:50PM

Review the day and update next day’s schedule

4:00PM

Debrief with management to discuss key issues

15

4:15PM

Review: plan for the next day

15

Sort Exercise 120 5

End of Day Review 10

Management Review

4:30PM

5

Provide lunch to keep teams together

5S OFFICE SCHEDULE Time

Day 2: Record/Straighten/Sweep

Minutes

Tips

Continue Red Tag Activities 7:30AM

Meet to review assignments

5

Continue thorough Red Tagging

60

Return to training room to review activity

5

Complete Sorting and Red Tagging, post the log and inform related areas

25

9:05AM

Break

15

9:20AM

Select and start Straighten; change based on 5S Principles

Straighten Exercise

11:35AM

Lunch

12:05PM

Meet to discuss progress with Facilitator

12:20PM

Return to areas to continue exercise

12:25PM

135

Sweep naturally happens congruently

30

Provide lunch and keep team together

15 5

Continue the Straighten exercise in respective areas

100

2:05PM

Break

15

2:20PM

Meet to review progress, teams discuss what they have done

15

2:35PM

Update and document respective 5S Boards with inprogress items

30

3:05PM

Focus only on the Sweep step

40

3:45PM

Return to training room to review the day

5

3:50PM

Review the day and update schedule for tomorrow

4:00PM

Debrief with management to discuss key issues

15

4:15PM

Review: plan for the next day

15

Sweep Exercise

End of Day Review 10

Management Review

4:30PM

6

Sweep naturally happens congruently

Pictures, logs, collect an item to highlight

5S OFFICE SCHEDULE Time

Day 3: Standardize/Sustain/Celebrate

Tips

Minutes

Standardize 7:30AM

Meet to review progress up to this point

15

Set Standards for coding of items in the work areas

25

Return to work areas

5

Make changes more permanent, Standardize

75

9:30AM

Break

15

9:45AM

Finish Standardization

10:00AM

Return to training room

5

10:05AM

Meet to review next step of documenting the new state of work area

25

10:30AM

Illustrate new 5S Map, new items, layout, and areas of interest

25

10:55AM

Return to the work area to do new 5S Evaluation of the work area

40

11:35AM

Return to the lunch room

5

11:40AM

Break for Lunch

30

12:10PM

Document findings on 5S Boards

20

12:30PM

Meet to review next step of addressing sustainment by minimizing self-discipline

20

12:50PM

Discuss and decide on countermeasures needed to minimize 5S activity

50

1:40PM

Update and document respective 5S Boards with inprogress items

20

2:00PM

Break

15

2:15PM

Meet to discuss walk through presentation

10

2:25PM

Go to the work area and divide up short comments by team and practice

5

2:30PM

Management, other key employees, guided by Facilitator, walk through respective areas

3:00PM

Management and key employees gather in training room for a review of 5S Boards

30

3:30PM

Management speech

10

3:40PM

Facilitator brings to an end the training session. Highlights focus on 30-Day Items

10

3:50PM

Miscellaneous closing activities

10

4:00PM

Debrief with management to discuss key issues

15

4:15PM

Review overall plan for sustainment of 5S and to keep project going

15

Includes color coding, marking standards

Continue Standardization 15

Sustain

Use the 30 Day Action Log Final Pictures, Logs, Items

Prepare for Work Area Walk Through Presentation 30 secs for each person; like a walk-by display

Walk Through Presentation 30

Closing of Training Session

Management Review

4:30PM

7

One team member presents for 2 minutes After closing, ask for comments from people

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