Quality Training 6S A Lean Manufacturing Tool P. Wysong, QA MgrWhat is 6S? = Itis a system that employs six easy-to-remember steps. = Each step plays an integral role in helping facilities successfully implement and sustain the system. = Has been proven to reduce OSHA recordable incident rates up to 44% and up to 50% reduction in days-away-from-work claims. " To achieve this level of sustained success, Managers and all Workers MUST embrace the system. Th is done by integrating 65 methods and techniques into your daily work routines.What is 6S? Seiton Seiso Seiketsu Shitsuke Shitse Pcie acu acme econ idiness Orderliness Cleanliness Safety First SORT SET (IN ORDER) SHINE STANDARDIZE SUSTAIN SAFETY Throw away rubbish and unrelated materials. Set things in proper place for quick retrieval and storage. Clean the workplace. Everyone is a janitor. Standardize the way of maintaining cleanliness. Make it a way of line. This means commitment. Respect workplace and employee.What is 6S? Bae eas (ceri) Sais corse) eer Py6S Benefits? = Typical 6S Benefits include: creases: & - Safety & Moral - Extended Equipment Life Decreases: + Injuries ¥ - Production Costs - Downtime - Defects - Supplier Mistakes - Underutilized workers Inefficient handling - Training/Orientation Time - Tool/Inventory Searches - Inventory storage costs Inefficient work routines - Underu' ized floor spaceVisual Communication Effective Signage * Visual communication ultimately results in greater efficiency and lower costs. Visual communication is the key to 6S. * Visual communication plays a lea into a Lean system. ig role in helping turn a traditional manufacturing system “You cannot reach lean — until you get visual... The waste we're trying to eliminate comes directly from a lack of information. Specifically from hundreds, even thousands, of information deficits in our workplaces.” -Rhonda Kovera, Toyota Production System Consistent Visual Style Consistency reduces wasted time. "Consistency boosts produc workplace injuries. ity, quality levels, customer satisfaction and helps to reduce * 65 & Visual Communication can help increase productivity by 35%, decrease over and can assist on increasing on-time shipping to 99%. e by 45%Step 1 - SORT = Reduce Workplace Clutter A build-up of unnecessary items is a serious issue in any facility. Clutter impairs productivity, creates hazards and frustrates workers by limiting job performance. = Red Tagging An items frequency of use provides excellent criteria for determining its value to a work area. (Regular use items are kept / rarely used items are considered for removal.) Items found to meet the criteria for removal are marked using a visual communication method known as “Red Tagging”. Items marked for removal must be logged into a record book, tracking sort actions, removal date, storage location and log number for tracking back to the red tag. Store all removed items in “Red Tag Zones” so they are easily found when needed. Separate the red tag zone into two sections; “Unused items” and “Infrequently used items”. Limit item storage time to no longer than five days. Allow items to be retrieved, should they be found to be essential. If not removed for use within 5-days, the items should be disposed of.Step 1 - SORT = Dispose of Unused Items Finally, each facility should dispose of donation, recycling, disposal, or resale. = Put SORT into Action: items remaining in their red-tag zones through Record work area duty task times and photograph work areas prior to 6S implementation. Establish criteria for sorting. Dedicate space to a work area as “Red tag storage zone”. Red tag, document and move items to these zones. & é Dispose of items once established time has expired. WYStep 2 — Set = A Place for Everything = From hammers to forklifts, every necessary items dedicated place for storage when not in use. side and around a facility requires a * Allows workers to easily find any item and wasteful searching is eliminated. unreasonable distances from work areas should be relocated to closer prox Items stored at ies. * Har close access to tools and supplies decreases wasted time and reduces workplace injuries. Installing modular shelving and cabinets provides a simple solution while shadow-boards and well organized storage makes it easy to identify, find, and move contents. = Review Storage = In this step, team members must critically evaluate existing facility visual communication to ensure new storage locations are properly labeled and accurately display their contents. = Ifno labels, signs or standards exist, they must be established at this time. "The goal is provide uniformity and proper vi they're looking for. 'y So workers immediately find whatStep 2 — Set = In-House Standards Once in-house visual communication standards are established, ensure existing signs and labels comply. In some cases, this will mean removing and replacing existing labels and signs to create facility-wide compliance and harmony. = Workflow Indicate workflow directions with signage. Place fa Provide signage with legends to simplify instruction(s) where applicable. ity maps at strategic locations. = Procedures / Inspections Label electrical equipment for fast recognition. Describe equipment operation with signage. Stick to in-house labeling standards facility-wide. Consider electronic visual and auditory alerts where beneficialStep 3 - SHINE Clean It Up! A poorly kept workplace is a clear sign of inefficiency. Workers and machines operating in dirty environments don’t function at peak performance and issues leaks, squeaks, and vibrations often go overlooked. Ultimately, the result is losses in production and money. True facility cleaning requires more than just simple sweeping and dusting. ALL debris or contaminants that do not belong in the workplace must be eliminated. Dust, dirt, and fluids all fall into this category and require removal Workers must have access to the right cleaning supplies to put Shine into action. These are supplies designed for use in specific work areas and on specific equipment: Workers will need a detailed cleaning checklist describing Shine duties. Post this list within each work area. Make Shine a routine so workers quickly grow to accept these duties and are regularly reminded of its importance. Where possible, assign cleaning responsibilities to workers in each work area. When charged with maintaining the tools and equipment they use, workers will have greater pride in their work and surroundings. Workers should be held accountable for issues arising in their work areas.Step 3 - SHINE Beyond Clean Maintaining Shine in the workplace goes well beyond basic cleaning. Workers should participate in making basic repairs to all visible surfaces during scheduled cleaning times. This may include repainting equipment, walls, floors, or any other visible work area surfaces. The benefits of Shine may not be immediately apparent. It’s impact on a facility, however, wi often ripple well beyond work areas. Shine is known to positively influence entire facilities. Even seemingly unrelated departments, such as sales, can experience benefits from Shine. Cleaner work environments: * Improve Morale. * Improve Safety * Motivate Workers When Shine is properly implemented, dirt and debris are removed daily so previously unforeseen issues are more evident.Step 3 - SHINE Put SHINE into Action: Photograph workplace before and after implementing Shine. Explain Shine to workers and set goals. Develop a uniform test to evaluate cleanliness. Stock appropriate cleaning suppliers for work areas, Post a calendar of Shine activities and times in work areas. Assign cleaning and self-monitoring duties. Implement by cleaning and eliminating small imperfections. ioe race" The backbone of the 6S System is “Standardize”. This step helps fac Step 4 - STANDARDIZE oersiy anyon program previous steps into routine tasks. Standardizing steps also help create uniformity in the workplace so 6S duties are seamlessly intergrated into daily, weekly, and monthly work schedules. 6S duties are best standardized with a work area duty-list. Within the list, workers’ names should be associated with a new duty each day so each worker feels they are doing their fair share. The entire 6S System requires standardization. Document those standards and post them at strategic facility locations. As an example, minimum and maximum fonts used on in-house visual communication standards should be described, along with a standardized system of color-coding. Uniform facility labels and signs breed efficiency. Workers recognize what they are communicating quicker and more clearly.Step 4 - STANDARDIZE Color Coding Colors help rapidly convey information to workers and others. Associate a color with each item category so they are recognized instantly from a distance. Post a printed legend for 65 visual communication at strategic facility locations. Reserve colors already established by OSHA / ANSI for their respective safety issues as to reduce confusion and help increase recognition. Safety = Green - Safety Equipment, First Aid, Exits, OSHA Items Equipment & Inventory = Blue - Machines, Inventory Lines / Signs, inspection Points Standards = Yellow - Machine Guards, Aisles, Op Standards, Handrails, Warnings Defects & Fire = Red - Scrap Containers, Fire Fighting Equipment/Location Total Process Management = White _- Repair Tools, Cleanliness Items CUE Racks & Storage = Gray ~ Racks, Warehouse, Mold / Tooling SkidsStep 4 - STANDARDIZE = Put STANDARDIZE into Action: Managers meet regularly with workers to review the 6S System. Implement employee-provided ideas once management approves. ual adjustments. Involve internal system leader in 6S to reduce system redundancies and improve support. Update documentation to reflect system changes. Ensure 6S labels and signs describe new processes and methods. Progress charts should be displayed as banners and posted at a central location. Successes and failures should be clearly visible in these charts. Workers can then track their achievement and managers can set facility goals. Progress charts are generally based on a standardized point system developed by the 6S team.Step 5 - SUSTAIN = Sustaining 6S is the final step in implementation and helps m system for the life of the facility. Previous steps should now be embedded into daily operations. Sustaining them helps 6S to keep functioning efficiently and providing maximum facility organization and efficiency. " Workers are expected to routinely complete assigned 6S duties with little supervision or direction. = Integrate 6S education into existing new worker training programs. Workers will be expected to understand 6S from their first day on the job. = 6S leaders must work to set examples by following through on scheduled work-area inspections.Step 5 - SUSTAIN = Progress Evaluations Monthly work-area progress evaluations are another important element of Sustain. These evaluations provide 6S team leaders and other managers an avenue to gauge successes. A custom rating system will help provide workds with the feedback they need to make improvements where necessary. Common practice is to award one point per duty when cleanliness standards are achieved and deduct two points when they are not met. Always explain why points were deducted so a worker knows where to improve. = Point System Remember to be fair when awarding and deducting points. Support will come from those who feel the scoring accurately reflects their performance. To eliminate doubt, workers should always see how other coworkers and areas are rated. = Revisit Steps Now that the final step in implementation is nearing completion, go back and photograph the ns of all work areas and re-record improvements / changes made. * Make sure to also collect current and end figures for production, profit, injury, and expen Where possible, organize this data by work area and place them within spreadsheets. Use graphs and charts to provide others with easy-to-understand visual progress reports. con ures.Step 5 - SUSTAIN Visual Progress Once a data collection system has been standardized, goals for individual work areas and entire facilities can be presented. Banners and signs, displaying 6S progress should be placed at strategic locations to help workers visualize goals and feel they are achievable. 100% 90% 80% 70% 50%, 40% 30% 20% 10% 0% August Average Sort Set in Order Shine Standardize SustainSK, Step 5 - SUSTAIN C > _ . = Put SUSTAIN into Action: Provide workers formal calendars for work area inspections and meetings. Hold scheduled work-area meetings and inspections on time. Continue to document worker feedback and implement once management approved. Communicate 6S successes using internal pulications, signs, awards, and banners. Look to worker for 6S improvements and monitor success. Record duty task-times again and compare to earlier times. Record and share before and after photos / info to prove successful implementation.Step 6 - Safety = The sixth “S” was added in order to maintain the focus on Safety within Lean events and to embed safe con ns into all improvements. = Ensures that all safety equipment is unobstructed and accessible. *" Helps reduce the risk of injury through the daily upkeep and cleanliness of all work areas. = Safety is EVERYONE’S responsibility. Keep your co-workers safe!