5S_Training

MPS@CKD 5S-training We ensure Quality & Safety Gökhan Gök MO/PCNP The 5S method should involve all levels of the organization MPSbasics@CKD – 5S | Gökhan Gök, MO/PCNP | 20180306 The origin of 5S Taiichi Ohno, 1912-1990  5S was developed in Japan by Toyota engineer Taiichi Ohno and is one of the methods, which were later described as “lean manufacturing”  The 5S methodology, offers each employee a high level of importance and encouragement that every job is essential to the process and end product  Waste is kept to a minimum and proper workspace organization leads to timely outcomes with appropriate employee pride MPSbasics@CKD – 5S | Gökhan Gök, MO/PCNP | 20180306 The 5S elements Sustain: create firm conditions to support 5S Sort: remove all Standardize: unnecessary items from workplace maintain the first disciplines Shine: keep Set in order: arrange needed items everything clean MPSbasics@CKD – 5S | Gökhan Gök, MO/PCNP | 20180306 Sorting out Description:  Make work easier by eliminating obstacles  Avoid being disturbed by unnecessary items  Prevent accumulation of unnecessary items Examples in practice: MPSbasics@CKD – 5S | Gökhan Gök, MO/PCNP | 20180306 Setting everything in order Description:  Arrange all necessary items in order so they can be easily picked for use  Prevent loss and waste of time  Make workflow smooth and easy Examples in practice: MPSbasics@CKD – 5S | Gökhan Gök, MO/PCNP | 20180306 make the production Shine Description:     Clean your workplace completely Use cleaning as an opportunity for inspection Prevent machinery and equipment wear and tear Keep your workplace safe and easy to work with Examples in practice: MPSbasics@CKD – 5S | Gökhan Gök, MO/PCNP | 20180306 Standardize the process Description:     Standardize to keep everything in a working order Describe standard for workplace organization Describe standard for cleanliness and order We must have standards to avoid falling back to previous problems Continuous Improvement/ Kaizen Plan Act Do Standar Check d Quality Awareness MPSbasics@CKD – 5S | Gökhan Gök, MO/PCNP | 20180306 Sustain all obtained standards Description:  Sustain is translated as “do without being told”  Maintain high standards of housekeeping and workplace organization at all times  Maintain cleanliness and order  Maintain everything in order and according to its standard  Perform regular audits Examples in practice: MPSbasics@CKD – 5S | Gökhan Gök, MO/PCNP | 20180306 5S implementation concept Where we implement 5S?  in the whole factory:  Logistics  Paint shop  Body shop Which tools should we use?  Introduction of 5S shopfloor board  contents of sheets will be created in workshops ( 5S checklist; 5S check schedule; action list; 5S audit; shop status)  Assembly shop  Training of current staff and all newly hired staff  Offices  Yearly 5S workshop in each department How we implement 5S?  Management level training for white collar  Blue collar training by management  Weekly 5S check activities according to checklist created out of workshop  Auditing of the 5S implementation  5S Award for the best department (quarterly)  Kick-off 5S workshops in each shop Blue collar Management/ white collar MPSbasics@CKD – 5S | Gökhan Gök, MO/PCNP | 20180306 10 5S Roles & Responsibilities Co m pe te nc y R Blue collar e s p o n s i b i l i t y Respecting 5S 5S checks daily & weekly during standards waiting time & continuously downtime Blue & white Department collar manager Performing 5S workshop 5S & training minimum workshops to once a year improve the standards Performing 5S 5S check every week to audits control process compliance MPSbasics@CKD – 5S | Gökhan Gök, MO/PCNP | 20180306 11 5S workshop step 1: sorting out  The 5S check starts in each station of the section with the section manager handing out the 5S checklist, cards (red, yellow) and action items template to the staff  The staff walks through the station and the area nearby the station (e.g walkways, corners with line side storage, …) and looks for items/documents, which are not needed anymore or their use for the company is to be discussed  For items not needed anymore: write information on red tag apply red tag on the item,  move all red tagged items in a container  For items which have to be discussed: write information on yellow tag  apply yellow tag on the item  move all yellow tagged items in a corner of the station where the normal workflow is not obstructed (items will stay in the station until further need is clarified)  When finished, the station staff calls the section manager to confirm the red and yellow tagged items Red tagged items must be disposed from station must be written inside the  immediately The yellow tagged items forthe clarification action items list by the section manager with clear responsibility and due date This is very important, otherwise it will remain unclear whether the items are still needed! MPSbasics@CKD – 5S | Gökhan Gök, MO/PCNP | 20180306 12 5S workshop step 1: red tag template What to tag Where to look  Inventory  Under stacks of inventory  Equipment  Furniture  Storage  Fixtures and jigs  Clutter  Defects  Outdated signs or posters Red = not needed, dispose it now  Allocate a central red tag area or container, where items should be thrown in, that cannot be simply disposed in a normal waste bin Include disposal instructions if necessary  Wall hangings  Unlabeled boxes or containers  Under machines or cabinets  In corners and dark areas  Behind equipment or cabinets  Under tables and conveyors  Along walls Walk through the production process and deal  In draws and storage out red tags on items, which cabinets are not needed MPSbasics@CKD – 5S | Gökhan Gök, MO/PCNP | 20180306 13 5S workshop step 1: yellow tag template What to tag Where to look  Inventory  Under stacks of inventory  Equipment  Furniture  Storage  Fixtures and jigs  Clutter  Defects  Outdated signs or posters Yellow = may be needed, keep it until disposal date  Define a yellow tag area and install a review of the action items list on the 5S Shopfloor board for questionable items  Review on a specific date  Store occasionally necessary items in a place outside of the working area  Wall hangings  Unlabeled boxes or containers  Under machines or cabinets  In corners and dark areas  Behind equipment or cabinets  Under tables and conveyors  Along walls Walk through the production process and deal  In draws and storage out yellow tags on items, that not cabinets contribute to the companies venture anymore MPSbasics@CKD – 5S | Gökhan Gök, MO/PCNP | 20180306 14 5S workshop step 1: template for 5S action items list To-Do‘s  Based on the findings of the 5S check, the tasks are to be put into the action items list Responsibilities Due Dates Progress Comments  For each item: define the responsible person and due date  In the next 5S audit check whether all open points are closed MPSbasics@CKD – 5S | Gökhan Gök, MO/PCNP | 20180306 15 5S workshop step 2: set everything in order  Do not start with step before step is completely finished All red tagged items must be out of the station and all yellow tagged items collected in a corner of the station or nearby the station  The staff starts with arranging all necessary items in order according to the current standard Initial Initialsituation situation  All folders should be arranged in the correct order and put into the correct place 1st improvement (set in order)  If during Step additional items are found which are unnecessary or need clarification, apply red and yellow tags  After items areasstored in 1the correct areas in the station, in theall same way in step the staff should think of ways how to improve the storage and positioning of the items in the station to promote more efficient working (short walking distances, items can be easily picked up, smooth workflow, less risk of part damage,  Ideas to improve the station should be discussed with the …) section manager/engineers and written down in the action items list 2nd improvement (new standard) MPSbasics@CKD – 5S | Gökhan Gök, MO/PCNP | 20180306 16 5S workshop step 3: make the production shine  Do not start with step before step is completely finished Everything must be set in order and put into the correct place before the cleaning of the station can start  The staff starts with the cleaning & maintenance actions according to the current cleaning standard  After the cleaning is finished, staff should think of ways how to improve the cleaning & maintenance standards in order to prevent wear and tear of machinery and equipment and keep workplace safe and easy to work  Ideas to improve the station should be discussed with the section manager/engineers and written down in the action items list S Checklist 20 MPSbasics@CKD – 5S | Gökhan Gök, MO/PCNP | 20180306 17 5S workshop step 4: standardize the process  The check is finished for the operators in each station after steps 1, and are completed  Before the production is continued, the section manager takes pictures of each station to document the current best practice status These pictures can later be used to update the cleaning plan and 5S checklist for each station S checklist  The section manager should thank all workers for their cooperation, but should also give critical in case the 5S activity was not done in a  feedback In step 4, the section manager is responsible to sufficient way follow up on the 5S findings, which have been documented in the action items list This includes:  clarification of the yellow tagged items  Improvement of the 5S standards (e.g providing/building of new storage solutions, visualization,…etc.)  Documentation of the improvements in the 5S checklist  Improvement of the 5S cleaning instruction MPSbasics@CKD – 5S | Gökhan Gök, MO/PCNP | 20180306 18 5S workshop step 5: sustain all obtained standards  Step simply means “do without being told”  We are all responsible to respect the 5S standards and take care for the workplace This includes:        Inventory Equipment Furniture Storage Fixtures and jigs Documents Safety clothing  We are all responsible to maintain high standards of housekeeping and workplace organization at all times  We are all responsible to maintain cleanliness and order  CI manager will check the fulfillment of the 5S standards in 5S audits which will be performed in all MPSbasics@CKD – 5S | Gökhan Gök, MO/PCNP | 20180306 19 5S workshop: example findings  Respect the defined due dates & accept to remove unneeded inventory from the factory  Only by doing this consequently, we will be able to improve the working conditions in our factory MPSbasics@CKD – 5S | Gökhan Gök, MO/PCNP | 20180306 20 5S workshop: example findings at CKD plant Target Current Situation MPSbasics@CKD – 5S | Gökhan Gök, MO/PCNP | 20180306 21 Let‘s move on together…  The work environment is clear and the security for the employee is increased  The employees can find a better deal with shift changes and job rotation  The responsibility for well-managed work systems promotes well-organized work systems  The method is the basis for standardization because the process reliability is encouraged  No search times mean no additional waste  order + cleanliness = quality + safety  Promotes team spirit  External image or external representation at supplier visitations MPSbasics@CKD – 5S | Gökhan Gök, MO/PCNP | 20180306 22 5S training  In order to maintain the newly obtained standards, it is essential to host 5S trainings on a regular basis The plant Blue Collar Staff (incl teamleader) shall:  have a responsible person to consult in case of emerging questions/problems  fully understand the benefits and bear all principles of 5S  know, what kind of behavior affects the 5S audit in which way  implement all defined standards into their daily working routine  recognize, that they are the basis of each and For this scheme to happen, the management will need to:  define responsible persons for the plant staff to consult in case of 5S related problems/difficulties/misunderst anding ( section manager/department manager, CI-manager)  frequently offer trainings (at least once a year and for all newly hired blue collar staff)  perform audits quarterly MPSbasics@CKD – 5S | Gökhan Gök, MO/PCNP | 20180306 23