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Savoir faire Management Services Pvt Ltd
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Foundation for improvement initiatives
◦ Zero defects
◦ Cost reduction
◦ Safety improvements
◦ Zero accidents
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Sort (Seiri)
Set in Order (Seiton)
Shine (Seiso)
Standardize ( Seiketsu)
Sustain (Shitsuke)
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Sort Set in Order
(Organisation) (Orderliness)
Clearly distinguish needed items from Keep needed items in the correct place to
unneeded items and eliminate the later allow for easy and immediate retrieval
Sustain
(Discipline)
Make a habit of maintaining
established procedures
Standardize Shine
(Standardized Cleanup) (Cleanliness)
This is the condition we support when we
Keep the workshop swept and clean
maintain the frst three pillars
“What’s so great about Sort and Set in Order?”
“Why clean when it just gets dirty again?”
“Implementing sorting and set in order will not boost
output”
“We already implemented sorting and set in order”
“We did 5S years ago”
“We’re too busy for 5S activities”
“Why do we need to implement fve pillars?”
Higher productivity
Fewer defects
Meet delivery schedules
Safer place to work
Removing all items from the workplace that are not
needed for current production (or clerical) operations
When in doubt, throw it out
Only what is needed
Only in the amounts needed
Only when it is needed
Crowded workplace
Search
Costly to maintain unneeded items
Excess stock hides problems in production
Hard to improve the process flow
Inventory occupies storage space and management
Transportation of parts require extra pallets & carts
Larger the inventory , harder to sort
Obsolescence due to design changes, limited shelf life
Defects resulting from unneeded inventory
Obstacle to production activities
Unneeded items makes designing the lay out diffcult
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Red Tag Strategy
◦ A simple method for identifying potentially unneeded items in the
factory, evaluating their usefulness and dealing with them
appropriately
Red Tag questions
◦ Is this item needed?
◦ If it is needed, is it needed in this quantity?
◦ If it is needed, does it need to be located here?
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Launch Red Tag Project
Identify the Red Tag Targets
Set red tag criteria
Make red tags
Atach red tag tags
Evaluate red tag items
Document the results of red tagging
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Launch Red Tag Project
Identify the Red Tag Targets
Set red tag criteria
Make red tags
Atach red tag tags
Evaluate red tag items
Document the results of red tagging
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Organise a team
Organising supplies
Organising a time or schedule to perform red tagging
Setting aside a local red tagging area
Planning for disposal of red tagged items
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Launch Red Tag Project
Identify the Red Tag Targets
Set red tag criteria
Make red tags
Atach red tag tags
Evaluate red tag items
Document the results of red tagging
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Specifc type of items to evaluate
◦ Inventory
◦ Equipment
◦ Space
Physical areas to evaluate
◦ Zones
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Launch Red Tag Project
Identify the Red Tag Targets
Set red tag criteria
Make red tags
Atach red tag tags
Evaluate red tag items
Document the results of red tagging
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Items needed for the schedule (eg one month
production) are kept in that area
Items not needed are not kept in that location
Evaluate in terms of
◦ Usefulness
◦ Frequency
◦ Quantity
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Defective parts
Outdated or broken jigs and dies
Worn out tools
Outdated inspection equipment
Old rags and other cleaning supplies
Electrical equipment with broken cords
Outdated posters, signs, notices and memos
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Launch Red Tag Project
Identify the Red Tag Targets
Set red tag criteria
Make red tags
Atach red tag tags
Evaluate red tag items
Document the results of red tagging
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Information on red tag
◦ Category (Equipment, RM, Jig, Fixture, Tools etc)
◦ Item name and manufacturing number
◦ Quantity
◦ Reasons
◦ Division (name of the zone responsible)
◦ Value of the item
◦ Date of tagging
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Launch Red Tag Project
Identify the Red Tag Targets
Set red tag criteria
Make red tags
Atach red tag tags
Evaluate red tag items
Document the results of red tagging
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Best way to carry out red tagging is to do the whole
target area quickly
Red tagging should be a short and powerful event
Red Tag all the items in question, without any
evaluation
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Set a number of red tags to be used
◦ Eg., 4 tags per employee
Apply one red tag per item
Red tag ‘excess’ needed items
◦ Red Tag is for unneeded items
◦ Red tag also applies to needed items if they are in excess
quantity to the extent of excess beyond requirement
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Launch Red Tag Project
Identify the Red Tag Targets
Set red tag criteria
Make red tags
Atach red tag tags
Evaluate red tag items
Document the results of red tagging
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Keep the item where it is
Move the item to a new location in the work area
Store the item away from work area
Hold the item in Local zone for evaluation
Dispose of the item
◦ Throw it away
◦ Sell
◦ Return it to Vendor
◦ Lend it out
◦ Distribute it to a different part of the company
◦ Send it to 5S Museum
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Launch Red Tag Project
Identify the Red Tag Targets
Set red tag criteria
Make red tags
Atach red tag tags
Evaluate red tag items
Document the results of red tagging
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Create own system for logging and tracking
Measure the improvements and savings
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Area set aside for use in storing red tagged items that
need further evaluation
Safety buffer
Emotional buffer
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Arranging needed items so that they are easy to use
and label them so that anyone can fnd out
Set in order is the core of standardisation
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Motion waste
Search waste
Human energy waste
Waste of excess inventory
Waste of defective products
Waste of unsafe conditions
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Step one:- Deciding Appropriate Locations
1. Principles of storing tools & dies to eliminate waste
2. Principles of Motion Economy to eliminate waste
I. Improve retrieval of parts
II. Improve Layout of parts
S tep two:- Locations
1. Identifying
The signboard strategy
2. Painting strategy
3. Color-coding strategy
4. Outlining strategy
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Improve retrieval of parts
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Improve layout of parts
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Signboard Strategy
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Painting Strategy
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Outlining strategy
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Sweeping floors, wiping of machinery and generally
making sure that everything in the factory stays clean
Why Shine?
◦ When someone needs to use something, it is ready to be used
◦ Cleanliness for factories & offces should happen on daily
basis.
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Step 1:- Determine shine targets
◦ Warehouse items E.g. raw material, parts.
◦ Equipment E.g. machines, welding & cutting tools
◦ Space E.g. floors, work areas.
Step 2:- Determine shine assignments
◦ 5S Assignment map
◦ 5S Schedule
Step 3:- Determine shine methods
◦ Choose target & tools
◦ 5 minute shine
◦ Standards for shine procedures
Prepare Tools
◦ Set in order of cleaning tools
Start to shine
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Oil leaks
Machines dirty , operator avoid touching
Gauges dirty, cant be read
Loose nut, bolts
Motors overheat
Strange noises from machines
Daily cleaning/inspection can help locate and correct
these problems
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WE MIGHT HAVE
AVOIDED THIS IF
YOU INSPECTED
THIS MACHINE
MOIC!EOFTEN.
re 5-5. Systematic Cleaning/Inspection Can Help Prevent Major Equipment Proble
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Step 1:- Determine cleaning targets e.g. m/c, dies
Step 2:- Assign cleanliness/inspection jobs
Step 3:- Determine clean/inspection method e.g.
Cleaning/inspection checklist
Step 4:- Implement Cleaning/inspection
◦ Look, listen, smell, touch
Correct equipment problems
◦ Instant maintenance, Requested maintenance
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It is the method to maintain the frst three pillars –
Sort, Set in Order and Shine
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Back to old undesirable levels
Pile of unneeded items
Disorganized tool storage
Cutting shavings needs to be swept up
More stationery supplies
Basic purpose of standardization
Prevent setback in 1st 3 S, implement as habit, maintain 3 S in
full implemented state
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Step 1:- Assign 3S responsibilities
◦ When, where and how to do it
◦ Outside suppliers
◦ Tools Used
5S Maps
5S Schedule
5S Job Cycle Charts (which lists jobs to be done in each area, and set
frequency cycle for each job)
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Step 2:- Integrate 3S duties into regular work duties
(maintenance should become a part of everyone's regular duties)
Two approaches to make it every day routine
◦ Visual 5S
(ability to distinguish between abnormal & normal condition)
◦ Five Minute 5S
(immediate action, reduced cleaning time, 5min 5S signboard)
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Step 3 :- Check on 3S Maintenance level
◦ Evaluate how well 3 pillars are being maintained
◦ Use Standardized level checklist
◦ 5S Checklist
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When same problems keep happening over and over
again e.g. oil puddle, tools unarranged
Unbreakable standarization
◦ Unbreakable sorting
Preventive sorting (prevent accumulate, prevent enter
into workplace) JIT Philosophy
◦ Unbreakable setting in order
Achieve preventive setting (make it difficult or impossible to put
it in wrong place)
5W1H approach
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Incorporation
Tool Unification
Method substitution
Suspension
Use Elimination
Tool Substitution
◦ Unbreakable shining
Treat at source e.g. oil puddle –> source broken valve
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Making a habit of properly maintaining correct
procedures
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Unneeded item pile up
Tools not in designated place
Unclean equipments
Unattended items in shop floor could injure, trip
Machine malfunction, defective items
Low workers morale
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Rewards greater for keeping course of action rather
departing from it.
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Awareness
Time
Structure
Support
Reward and recognition
Satisfaction and Excitement
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Role of management
◦ Educate workers
◦ Create teams, provide resources
◦ Allow time to implement & schedule for this work
◦ Acknowledge & support, encourage
◦ Create both tangible & intangible award
Your Role
◦ Continue to learn, educate coworker
◦ Be enthusiastic, take initiative
◦ Participate fully in implementation and promotion
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5S Slogans
5S Posters
5S Photo exhibits and storyboards
5S Newsletters
5S Maps
5S Pocket Manuals
5S Department Tours
5S Months
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Power of Zero
◦ Zero Changeovers – Product Diversifcation
◦ Zero Defects – Higher Quality
◦ Zero Waste – Reduce costs
◦ Zero Delays – Reliable deliveries
◦ Zero Injuries – Promote safety
◦ Zero Breakdowns – beter equipment availability
◦ Zero Complaints – greater confdence and trust
◦ Zero Red ink – Corporate / company growth
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