5 s Workplace Organization Implementation CONFIDENTIAL AND PROPRIETARY

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5 s (Workplace Organization) Implementation CONFIDENTIAL AND PROPRIETARY – © 2008 KELLOGG NA COMPANY

5 s (Workplace Organization) Implementation CONFIDENTIAL AND PROPRIETARY – © 2008 KELLOGG NA COMPANY in partnership with

Understanding the Kellogg approach to LEAN manufacturing & how it effect you. n One

Understanding the Kellogg approach to LEAN manufacturing & how it effect you. n One does not do 5 -S or LEAN, one must live it every day; day in and day out! in partnership with

Agenda n n n n What is 5_S? 5_S History & Background. Why 5_S

Agenda n n n n What is 5_S? 5_S History & Background. Why 5_S at Kellogg? How it effects our Workplace 5 -S Process Examples at Kellogg Review in partnership with

What is 5 S? Sort, Set, Shine, Standardize, & Sustain § It is a

What is 5 S? Sort, Set, Shine, Standardize, & Sustain § It is a concept born from LEAN manufacturing § It is a new developing culter at Kellogg § GMPs are its foundation. § in partnership with

History § § Henry Ford first perfected flow production in the early part of

History § § Henry Ford first perfected flow production in the early part of the 20 th Century. Toyota improved Ford’s design in the 30 s and 40 s developing its LEAN production system to be more adaptive to needs and changes. It is based on “order & structure” It was required to ensure the sustainability of the “Visual Factory” concept. in partnership with

Benefits n n n It supports Kellogg SAFETY initiatives. People feel better about their

Benefits n n n It supports Kellogg SAFETY initiatives. People feel better about their work area and take pride and ownership in the results. (Looks better, feels better) Individuals have more control over their workspace through identifying what, where, and how much they need as well as maintaining it in a visual atmosphere. in partnership with

5 S Kellogg Benefits § § § Supports Kellogg SAFETY initiatives. Promotes & supports

5 S Kellogg Benefits § § § Supports Kellogg SAFETY initiatives. Promotes & supports discipline in the work place. Supports & enhances GMPs. Provides visual organization. Sets the foundation for consistent & sustainable processes. in partnership with

5 S Kellogg Benefits cont. n n n Eliminates the waste resulting from disorganization.

5 S Kellogg Benefits cont. n n n Eliminates the waste resulting from disorganization. Helps to eliminate duplication of unwanted/un-needed materials. Kellogg sees this as a catalyst for Continuous Improvement. in partnership with

5 S Workplace Organization n n Key Items for Implementation & Success Identify a

5 S Workplace Organization n n Key Items for Implementation & Success Identify a Plant Resource to become the subject matter expert. Identify a Pilot Area, and educate everyone working in that area on 5 S. Take “before” pictures. (Recommend only 1 area at a time. ) 5 S initiative must support existing Safety, Quality, Ergonomics and Company Objectives. in partnership with

5 S Workplace Organization n n n Key Items for Implementation & Success People

5 S Workplace Organization n n n Key Items for Implementation & Success People must “let go” of personal preferences. Make the facility “VISUAL”. Make the workplace “Easy to Use”. Think of new methods to make work easy (don’t criticize methods that fail). Think outside the box & don’t accept excuses for “why it has to be that way”. in partnership with

5 S Workplace Organization n n Key Items for Implementation & Success Continually improve

5 S Workplace Organization n n Key Items for Implementation & Success Continually improve – it won’t be perfect in an instant. Everyone owns an area (even common areas). Correct mistakes immediately – never ignore out of standard. Ask Why? Five times to find the root cause. in partnership with

5 S Workplace Organization n n Key Items for Implementation & Success To change

5 S Workplace Organization n n Key Items for Implementation & Success To change the current state you must change the culture. Everyone must “buy-in”. Live 5 S on a daily basis. Lead by example not by exception. in partnership with

The 5 S Process in partnership with

The 5 S Process in partnership with

SORT n n n Definition: Involves the sorting of the contents in an area

SORT n n n Definition: Involves the sorting of the contents in an area and removing unnecessary items. Why: Problems are reduced & it improves work flow & communication. Problems avoided: Clutter in the workplace. (i. e. Time wasted searching for tools and/or parts. Un-needed inventory such as parts and/or material. ) in partnership with

SET IN ORDER n n n Definition: Involves the arrangement of the necessary items

SET IN ORDER n n n Definition: Involves the arrangement of the necessary items for easy and efficient access and keeping them in that order. Why: Eliminates many kinds of waste. (i. e. Scrap, time, lost opportunity. ) Problems avoided: Waste in motion, searching, human energy, excess inventory, & defective products. in partnership with

SHINE n n n Definition: Involves the cleaning of everything in the work area

SHINE n n n Definition: Involves the cleaning of everything in the work area and keeping it clean. Why: Use cleaning as a way to ensure that the area & equipment are maintained as they should be “ in like new condition”. Problems avoided: Low moral, safety issues, & hidden defects. in partnership with

STANDARDIZE n n n Definition: Involves creating or updating SOPS (KSAT – Level of

STANDARDIZE n n n Definition: Involves creating or updating SOPS (KSAT – Level of Detail) for keeping the area organized, orderly, clean and make the workplace more visual and obvious. Why: Integrates first 3 Ss into a unified structure. Problems avoided: helps to prevent regression. in partnership with

SUSTAIN n n n Definition: Involves education, communication, and supervisory and management engagement to

SUSTAIN n n n Definition: Involves education, communication, and supervisory and management engagement to ensure that everyone adheres to the standards developed for workplace organization. Why: Benefits of doing it exceed the excuses of not doing it. Problems avoided: Clutter, chaos, & bad communications. in partnership with

The 1 st “S” Sort UN-NEEDED (Red Tag) means: n Unsafe/ Defective n Obsolete

The 1 st “S” Sort UN-NEEDED (Red Tag) means: n Unsafe/ Defective n Obsolete n Hoarded junk n Too many n Rarely used parts & equipment n Unknown (Green Tag) means: n Used for daily work n Used periodically (changeovers) n Used by someone in the area in partnership with

The 1 st “S” Sort n n Basic Rules for Red Tagging Any item

The 1 st “S” Sort n n Basic Rules for Red Tagging Any item w/ a fixed asset number must go through a special disposition process. Any parts such as motors, gearboxes, bearings, belts, etc. will be referred to Maintenance & Stores for final disposition. Chemicals will be referred to Safety Mgr. & Quality Mgr. for disposition directions. in partnership with

The 1 st “S” Sort n n Basic Rules for Red Tagging Team will

The 1 st “S” Sort n n Basic Rules for Red Tagging Team will establish a deadline for initial disposition. (Usually 24 -48 hrs. ) Team to define a “Red Tag Area” to hold items awaiting disposition. Raw materials are reviewed from a “visual inventory” standpoint. in partnership with

The 1 st “S” Sort n n Basic Rules for Red Tagging Disposition for

The 1 st “S” Sort n n Basic Rules for Red Tagging Disposition for all items should be recorded listing the item description, picture if applicable, & final disposition i. e. scrap, return to stores, etc. in partnership with

The 2 nd “S” Set In Order n n n Analyze the situation for

The 2 nd “S” Set In Order n n n Analyze the situation for the designated area. Target issues & areas to improve. Decide where things belong, how they should be kept and agree upon the best location and method to address these concerns. Make it obvious - “Visual Controls”. Labels & color coding (shows ownership, optimal set-points). Signboards (metrics, component names, etc). Make certain there is adherence to GMPs! in partnership with

The 3 rd “S” Shine n n n Inspect the work area and equipment,

The 3 rd “S” Shine n n n Inspect the work area and equipment, with an emphasis on health and safety. Begin eliminating obvious defects on the shop floor and on equipment. Identify areas needing attention such oil leaks, frayed belts, excess grease, peeling paint. Itemize required materials such as cleaners, degreasers, paint, etc. All material must be approved for use in a food facility. Itemize work required & develop schedule. in partnership with

The 4 th “S” Standardize n n n Review & incorporate GMPs as required.

The 4 th “S” Standardize n n n Review & incorporate GMPs as required. Establish operations SOPs & maintenance work instructions for the visual workplace. (KSAT-SAP) Create schedules and checklists that define required activities and responsibilities. (SAP) Establish “visual controls” (sign-boarding). Establish procedures for maintaining & sustaining 3 rd S –Shine. in partnership with

The 5 th “S” Sustain n n Establish & promote routine audits to sustain

The 5 th “S” Sustain n n Establish & promote routine audits to sustain GMPs. Managers, Supervisors, and Team Leads must be committed to establishing & maintaining the 5 Ss Adhere to first 4 S categories. Set practical goals and giving adequate feedback to all. Implement a discipline for culture change to maintain the 5 S concepts. in partnership with

Examples of 5_S § § § § Silverware organizers Library/Bookstores Traffic Signs & Maps

Examples of 5_S § § § § Silverware organizers Library/Bookstores Traffic Signs & Maps Parking Lots Department, Building Supply, & Grocery Stores Airports Fire Stations & Engines Fast food restaurants in partnership with

Areas In Need Of 5 S in partnership with

Areas In Need Of 5 S in partnership with

5 S in Action in partnership with

5 S in Action in partnership with

5 -S Work Floors in partnership with

5 -S Work Floors in partnership with

5 -S Work Floors in partnership with

5 -S Work Floors in partnership with

Organized Work Areas in partnership with

Organized Work Areas in partnership with

Review § § § 5 -S is a systematic organizational approach to manufacturing Developed

Review § § § 5 -S is a systematic organizational approach to manufacturing Developed in its current form by Toyota Sort, Set, Shine, Standardize, & Sustain A new culture developing at Kellogg A method we live EVERY day – NOT a one time occurance 5 -S is here to stay – let’s all get on board! in partnership with