This article is written by Nisha Sah.
1S: SORT
Keep only the items that are required in the workplace and separate what is and is not needed. Throw away anything that isn't needed. An item that is used only once a year would not be considered regular. Furthermore, we wouldn't require every single one of the daily necessities at once, but a replacement would be required in case it was lost.
Sorting does not imply discarding everything you are positive you will never need. It also doesn't imply that you put items in orderly, linear patterns. Sorting reduces everything to the bare necessities. If in doubt, discard it. Finding the right tool can be challenging even with a neatly organized collection if we haven't removed the ones we don't need. We might run out of space for the things we actually need if we don't get rid of stuff.
Wastes reductions through the use of Sort
- Wastage of Space: This includes cabinets and shelves
- Inventory waste resulting from products and parts becoming obsolete and unusable
- Time wasted on parts searches and rearranging of items.
- Waste management for unnecessary goods.
- Wasting time when taking inventory.
SORT- METHOD
Step 1: Establish precise criteria for determining what is required
- Items used once a day, put them near the area of use
- Items used once a week, put them near the process
- Items used once every two months, put them near the plant
- Items we're not sure we'll use, put them in temporary storage (Take additional action and discard if not used within a year.)
- Items not in use: discard them
Step 2 – Choose a work area where success is sure; schedule a red tag event
- Decide on the spot, implement on the spot
Step 3 – Audit Committee regularly checks for obedience
- Inspect frequently and without advance notice
- Evaluate the workplace; provide feedback to the associates regarding what is to be kept and what is to be discarded
Step 4 - Make sure that no unneeded things are brought into the plant.
- Do not create storage places for unneeded things.
- If it doesn’t have a storage place, we’ll know it’s unneeded.
RELATED ARTICLE | 10 Steps for Effective Implementation of 5S
SORT- RED TAG AREA
Sometimes it is unclear whether to keep or remove a piece of equipment while using the "Sort" feature of the 5S process. Instead of struggling with the option of keeping or discarding anything, a Red Tag area will assist the team in temporarily "letting go" of it.
Procedure
1. Identify unwanted items in the workplace. While sorting it find out,
- If the items are needed, how often is it been used by
- The frequency of use
- If the items are removed, what are the effects?
2. Fill out the 5S red tag
- Make sure that the tags are fully filled with the date of creation.
3. Log the red tagged items into the 5S Red Tag Register.
- The Register will be having information such as the Red Tag number, its classification, Quantity and name of the person who logged the record.
4. Move the items to the red tag area
- Make sure the red tag area is nearer to the area where items are coming past 5s, as the items may be taken back to workspace if requirement demands.
5. Disposal procedure:
- After giving considerable time (typically 2 months) remove the items from the red tag area, as it has no necessity anymore (Removing from Red Tag area only).
- Removed items from the red tag area can be sold or recycled
2S: SET IN ORDER
What to do with set in order stage?
Set in order is the second 'S' among 5S. This comes after the Sorting of items.
- Arrange and label necessary work items neatly.
- Every necessary item should have a designated location so that everyone can find it.
- Items should always be put back in their proper places.
- New hires, visitors from other companies, and those who don't often visit the plant should be able to find things easily.
- Storage spaces should be clearly marked to allow for the quick and easy removal of necessary items.
- If everything is in its proper place, time wasted on searching is eliminated.
Wastes Avoided by Implementing Set-In-Order
- Waste of time searching for parts or tools
- Waste from stopping the process
- Waste from replacing lost items
- Waste caused from changing plans
- Waste from late deliveries
SET IN ORDER-METHOD
Promoting SET IN ORDER into cabinets
Arrange items in cabinets so they can be removed quickly and easily when needed
Red tag inventory: Defects, Dead Stock => Dispose,
Non-circulating items = Move to the other section or dispose
1 Decide the quantity and location of items to be stored in the cabinet.
- Frequently used items are placed close and at an easily reached height.
- Arrange by function or process.
2 Determine the placement method so it can be easily seen if an item is in place.
- If the returning task is helped by using different shapes, use a base plate with matching shapes.
- On files, file number is written diagonally.
3 Clarify the contents of cabinets with labels on the outside of the door.
- If stored in boxes, identify the contents of each box.
3S: SHINE
Clean with a purpose and always maintain a clean and shiny workplace. Even if you straighten up, put things in order, and arrange necessary items so they can easily be taken out, it’s not enough unless the object taken out is in a usable condition. Ensuring equipment is in usable condition is the primary purpose of shine.
- Eliminate all trash and dust from the workspace.
- Dust every surface, including the inside of cabinets and the side of the fluorescent lights, as well as the floor, walls, and ceiling.
- Particularly now that high quality and high value-added products are being developed and produced, even a small amount of dirt or dust can cause rejects.
- All machine equipment, shelves, and lockers must also be cleaned. No matter how sophisticated the machines are, it won't matter if they aren't cleaned properly.
- Cleaning up (Shine) should be seen as an essential step in the manufacturing process, not just a cleaning procedure.
- Polish the machinery frequently so that our equipment really shines.
- Never just paint over the dirt on machines. Don’t mistakenly think that if it looks clean, it is clean.
- Thoroughly polishing the machines and equipment every day will allow any little abnormalities to be discovered. This is called a clean-up examination.
SHINE-METHOD
Step 1 - First, get rid of all that dirt
- Use the top-down cleaning method – clean from the ceiling to the floor
- Clean thoroughly with a broom, mop, and a dust cloth
- Make sure that the office staff and the leaders participate.
Step 2 - Correct any issues uncovered by cleaning up
- A bumpy floor makes transport difficult, it scratches the products, and is not safe
- Is there any trouble with any of the machinery?
Step 3 - Pinpoint the root cause of dirt and cut it off at the source.
- Are you cleaning every day, but are still unable to keep things clean?
- Pinpoint the root source of the dirt and take corrective measures so that dirt does not occur
- Conduct a Kaizen project with local operators to locate the root cause of the dirt, decide how to prevent it, and keep the areas clean.
Step 4 - Make up a standard cleaning chart with areas and responsibilities assigned and implemented every day without fail
- Self Cleaning Program to be performed by each and every one based on the schedule decided by the organization
- For example, twice a day (11 am and 4:30 pm)
- Autonomous Maintenance Program to be performed by equipment operators
- A Planned Maintenance system
- Training to improve operation and maintenance skills
- A system for Maintenance Prevention and early equipment management
Step 5- Allocate responsibilities to each operator and hold them accountable for any defects or failures within that area.
- Allocate everyone an area centered around his or her work area until the entire group has been covered,
- Supervisors should audit this procedure once a week. Address any violations.
- This must be maintained.
AREA TO BE COVERED-SHINE
Items that break are either fixed right away or replaced with new ones. Operators should be instructed to notify their supervisors right away if they discover broken items on the shop floor. Explain at every opportunity the need to alert supervisors and make them aware of the broken items.
Step 1- Identifying work areas by painting or taping white or yellow lines, the entire plant is to be divided into:
- Work Area
- Aisle Area
- Parts Area
Step 2- Decide on areas of work, aisle, and parts storage draw white or yellow lines
- Line width to be 100 mm, or 4 inches.
- Drawn straight from one end to the other
Step 3- Edges of chutes, carts, parts, and other items to remain within the lines
- The front of chute should be inside the lines
- Objects should not protrude over the line
- Empty boxes, cart hooks, and waste bins should be inside the lines
Step 4- Maintain the lines
- If lines get erased, repaint or re-tape them
Step 5- Define responsibilities.
Ensure everyone's participation once an area has been improved. It is important to have compliance by everyone to make certain what has been decided is communicated to every person concerned.
- Explain at every morning meeting
- Have everyone caution people who are not complying with directions
Step 6- Regular audits
- Supervisors should audit this procedure once a week, checking for noncompliance
- Follow Up to prevent recurrence
- Set a schedule to be followed at all times (An example: every Tuesday at 1:00 p.m.)
- Pursue causes of “non-conformance”
4S: STANDARDIZE
Become a role model for adhering to the standards of the first three S’s and encourage others to follow them. Make rules and procedures to promote a good work environment until the first three S’s become everybody’s second nature.
Once the need to standardize becomes part of the culture of our workplace, everyone in the plant will have the discipline to follow through on what has been decided.
STANDARDIZE-METHOD
- Developing standards for workstations, storage, display boards, etc.
- Safety equipment such as finger guard, gloves, pulley guard etc are fixed in the machines and are used.
- Notices and displays are under specified the standard (same font on all displays, uniform orientation of display, authorized signature on the notices & retention period mentioned on the notices).
- Visual SOP displays
- Visual Control displays
- WIP management system (Kan-Ban system)
- Visuals system (And-On system)
- Quality control (traffic light system)
- Develop Standard checklist
- Audit checklist
- Daily audit checklist
- Cleaning checklist
- Preventive maintenance checklist.
5S: SUSTAIN
Maintain and put the first four Ss into practice. Be diligent when organizing your space, placing items, and once you begin the 5Ss. Do not allow them to stop work in the middle. People tend to resist change and, as a result, improvement that is crucial to our future when this cycle of enthusiasm loss occurs. When this happens, the business frequently settles into a rut. We as a corporation always seem to be leaving things undone.
The only way to overcome this mindset is to break the cycle and fully commit to the 5-S approach and continuous improvement program. Together, as a team, we can successfully implement this method of managing our daily operations.
SUSTAIN-METHOD
- Define roles and responsibilities in the organization
- 5S Signage campaign organize
- 5S Refresher training
- 5S Cards distribution.
- Periodical audit and review
- Self-discipline among the entire workforce is evident
- 5S posters displayed in the zone.
- Monthly review conducted on 5S performance on each zone.
- Inter-zonal competitions can be conducted and rewarded. (such as 5S posters, slogans, etc.)
About the Author:
Nisha Sah graduated from GCETTS with a degree in Apparel Production Management. She has also done her Masters from NIFT New Delhi, in Fashion Technology, where her specialization was in operational excellence which includes Industrial Engineering, Quality Control, Production Planning, etc. Currently, she is working as an IE Executive with the primary responsibility of overseeing the development & improvements division within operational excellence.