What You Will Learn

5S principles 5S as a foundation for efficient business 5S implementation methods Overcoming resistance to 5S Recognizing opportunities for sorting, and simplifying in the office and on the factory floor Methodology for sweeping Role of standardization and self-discipline

The Big Picture

Lean Is ...
Getting the right things to the right place at the right time, while minimizing waste and being open to change

What are the 5Ss?

Work items, processes, (waste & value)

5S right items/process, right place, right time

Productive work environment, low cost, high quality goods/services

Superficial 5Ss
It all looks good This will make my work more efficient

Why 5S?
A foundational step to begin standard work Enables quick identification of abnormalities to initiate improvement efforts Reduces NVA of searching/sorting Minimizes movement of materials and human resources

5S Examples in Everyday Life

Compartmentalized silverware drawer Waste baskets Peg racks to hold tools Dedicated clothing drawers

What does 5S stand for?

Many versions, same principle meaning

Seiri Seiton Seiso Seiketsu Shitsuke

Sort Simplify Sweep Standardize Self-Discipline

Sorting Out Systematic Arrangement Spic and Span Standardizing Self-discipline

Sort Set in Order Shine Standardize Sustain

Sort Straighten Shine Standardize Sustain

What is Waste?
To understand 5S, you must first understand the difference between Value Added and Non-Value Added. Value Added Non-Value Added Transforms raw material or information into parts, products, or services Consumes resources, but does not transform (directly) to the production of parts, products, or services

Non-value added activity is waste

Value and Non-Value Added Often Co-Exist

Eliminate the Waste in CLOSEDMITTS

Complexity. Labor.. Over Production... Space. Energy. Defects Materials... Idle Materials... Time.. Transportation.. Safety Hazards

Complexity

Complexity resides in almost all of manufacturing and should be minimized. Complexity may be seen in overly complex designs which increases the amount of labor required to transform the materials/products into what the customer wants, when they want it. It may also be seen in the processes we follow to transform these materials.

Labor

Excessive labor may be seen by the need to have several employees required to perform a single operation. Revising the tooling to be lighter and more flexible may be a method to reduce the amount of people required to perform a task. The tooling above was modified (cut into thirds) to allow one operator to perform the task, versus the three that were previously required.

Over Production

Performing work in advance of the customers need contributes to excessive inventory, increases the amount of time from downstream process error detection to closed loop corrective action and has resources working on things that are not needed, versus working on those things that are required.

Space

Space is a precious resource. It can limit your manufacturing capacity and increase non-value added activities such as travel. Excessive space can contribute to collection of unnecessary things. All available space should be properly utilized, ensuring safety and efficiency in your area layout.

Energy

The energy required to transform your products should also be limited. Right sized equipment to perform the task (not too large, not too small) helps to minimize your energy usage. Each of us can easily control lighting, computer use, etc. as well.

Defects

Processes must be established with mistake proofing measures (poka yoke) in place. A zero tolerance pursuit of defects must be embraced to be able to see improvement opportunities in the remaining standard work.

Materials

Unused materials cost us considerably. We spend money to initially procure them, it costs us in labor and space to move and store them and in some cases we pay to dispose of them, only to re-purchase them again after processing at our supplier!

Idle Materials

Idle materials contribute to the lines WIP inventory. Materials should be provided in just the amount required, at just the right time at just the right place (point of use).

Transportation

Excessive transportation contributes to excessive time spent tracking location, increases potential of handling damage and increases the overall time required to provide the item to the person transforming the product from the time of request.

Time

Lean systems rely on a Time Based Strategy - increase profits through reduction of the time required for sales, definition, production and service of our products . Proper utilization of time should cause our improvement activities to focus on increasing the amount of value added time our people expend transforming materials into our products and services. As an example, while machines are running, could the operators be adding value to something else at the same time?

Safety Hazards

From the standpoint of waste, safety hazards, left uncorrected, have the potential of injuring someone keeping them from transforming their product to meet their customers need, when the customer needs it. Additional costs are incurred through medical services, administrative costs, etc. Everyone (support people included) should help to ensure the work areas are maintained in a safe condition.

Causes Of Waste
Layout (distance)
Long setup time Incapable processes Poor maintenance practices

Historic supervisory roles Irrelevant performance measures Ineffective production planning/scheduling Lack of workplace organization
Supplier quality/reliability

Poor work methods

Lack of training

Lack of adherence

More...

Seeing Waste
People see waste differently as they become aware Unaware All operations seem necessary, how can they be improved? Beginner Believes processing and inspection are necessary, but can distinguish redundancies Intermediate Considers processing to be value-added but identifies other activities as waste Expert
Recognizes storage, transportation, inspection and other NVA activities as waste. Also questions processing method itself

Sort
Sorting: Keeping what is needed, and discarding what is not
Just the right amount needed

Excess Inventory (Waste)

Unknown Value

Defect (Waste)

Simplify
Simplify: Organizing needed things so that anyone can find and use them easily

Just the right amount needed

Visuals Tools

Sweep
Sweeping: Cleaning and monitoring/acting to keep things in order

Visual sweeping should easily identify abnormalities

Standardize
Standardization: Putting controls in place to maintain sorting, simplifying, and sweeping. It also defines how tasks should be accomplished, and ensuring all know the expectations

A) B) C) D) E) F)

Red Ball is in Red Circle Green Ball is in Green Circle Blue Ball is in Blue Circle Red Cube is in Red Square Green Cube is in Green Square Blue Cube is in Blue Square

Self-Discipline
Self-Discipline: Always following specified and standardized procedures

5S Implementation
Assess the Organization Where You Intend to Implement Obtain Buy-In
Addressing Resistance Document your baseline (photos) Conduct Sorting and Simplifying Activities Develop Standards Lead the transition to Self-Discipline

Point of Use Assessment - 10 Scoring Categories

Area: ________________ Team Name:
Information (electronic)

Maturity Criteria

Date: ____________
Lead/ Supervisor

5 4

No walking required Within Strike Zone < 5 seconds to obtain Within 5 steps < 10 seconds to obtain Within immediate work area < 30 seconds to obtain Within shop area < 180 seconds to obtain Must leave shop area > 3 minutes to obtain

1
Information Spec
Plan Drawing

2 3

Support Team

3 2 1

4
Parts Hand Tools

5 4 3
Supplies
Includes perishable, sealants, etc.

Power Tools

2 1

Fasteners

Fixtures

Level Achieved
( ) Next Level

(target date)

SORTING
Separates the necessary from the unnecessary. Unnecessary items are to be removed from the workplace.

1 Level Level 2 Level 3 Level 4 Level 5

SWEEPING
Enforces CLEAN AS YOU GO Keeps everything neat and clean.

SORTING

Team #1

5S
SIMPLIFYING
Provides specific, easy to understand directions, methods and procedures.

Star of Excellence

STANDARDIZING
Identifies the best processes to maintain work areas and assures consistence.

Overall Rating

SELF-DISCIPLINE
Expects each individual to assume ownership of housekeeping in their work area.

3.2
HIGHEST ATTAINED LEVEL

Starting 5S Buy-In
Ensure buy-in and support from area leadership Strive to create an understanding of the business benefits to their enterprise Ensure they understand the time commitment to improve and are willing to provide Meet with operators in the area to address any concerns and assure them that this will ultimately make their area easier to work in as well as being safer and more ergonomically friendly

Starting 5S - Resistance
Change typically draws resistance Goals are often misunderstood Whats in it for me? must be addressed Past change initiative failures are remembered more readily than successes who wants to be part of a losing initiative?

Starting 5S Photos

Take Before photographs Use as tool to identify improvement targets Communicate results to leadership Acknowledge team for their achievements

Sorting
Parts Storage Jigs, tools Storage

Claim ownership Tag

(Unnecessary items)

Sorting

Work Areas, Paths Walls, Signs

Auction

Dispose Is it necessary?
Do you use it ? How often is it used? Does anyone else use it? Can you get it somewhere else?

Offices

Sorting
Parts Storage Jigs, tools Storage

Sorting

Work Areas, Paths Walls, Signs

Offices

Sorting
Parts Storage Jigs, tools Storage

Sorting

Work Areas, Paths Walls, Signs

Offices

Sorting
Parts Storage

Jigs, tools Storage

Sorting

Work Areas, Paths Walls, Signs

Offices

Sorting
Parts Storage Jigs, tools Storage

Sorting

Work Areas, Paths

Walls, Signs

Offices

Sorting
Parts Storage Jigs, tools Storage

Sorting

Work Areas, Paths Walls, Signs

Offices

Simplifying Details
Lines

Conveyance

Jigs, Tools

Simplifying
Supplies

Organize items according to frequency of use.

Consolidate

Label
Locate

Ergonomics

Office

Use Visual Aids Identifies a proper location and makes it easy to notice items out of place with a visual sweep.

Visual Control Examples

Number or Line-Coding

1 2 3 4

1 2 3 4

Discrepant Out of Control

In Control

Visual Control Examples

Color Coding

Discrepant Out of Control

In Control

Visual Control Examples

Color Coding Form Input
Receiving
Lean Manufacturing Office AIW Checklist
AIW Facilitator: AIW Team Leader: AIW Number:
Event Dates: through

Processing
Lean Manufacturing Office AIW Checklist
AIW Facilitator: AIW Team Leader: AIW Number:
Event Dates: through

Shipping
Lean Manufacturing Office AIW Checklist
AIW Facilitator: AIW Team Leader: AIW Number:
Event Dates: through

Required Actions
Log AIW Request (Ref. AIW Report Card file in the shared folder) and a hard copy in the AIW Report Card book (maintained in the LMO)

Required Actions
Log AIW Request (Ref. AIW Report Card file in the shared folder) and a hard copy in the AIW Report Card book (maintained in the LMO)

Required Actions
Log AIW Request (Ref. AIW Report Card file in the shared folder) and a hard copy in the AIW Report Card book (maintained in the LMO)

Perform Feasibility Study (Within 5 days of request)

Completed and results communicated w ith submitter (verbally and in w riting) AIW Report Card file in shared folder has been updated. File a hard copy in the AIW Report Card Book (maintained in the LMO)

Perform Feasibility Study (Within 5 days of request)

Completed and results communicated w ith submitter (verbally and in w riting) AIW Report Card file in shared folder has been updated. File a hard copy in the AIW Report Card Book (maintained in the LMO)

Perform Feasibility Study (Within 5 days of request)

Completed and results communicated w ith submitter (verbally and in w riting) AIW Report Card file in shared folder has been updated. File a hard copy in the AIW Report Card Book (maintained in the LMO)

Perform Pre-work (Within 6 weeks of request)

Meet w ith area management to brief on AIW process, gain commitment from area management on resource/follow - up SDWT interview ed and team members determined Actual hour averages captured (3 ship minimum for Must Cost purposes) Make Observations and prepare Standard Work Combination Sheet Standard Work Sheet (spaghetti chart) prepared Percent Load Chart prepared Initiate target progress report Schedule event - arrange meeting location and refreshments Notify team of event dates, scope, etc. (through AIW flyer, distributed by LMO UAW representative)
No tify management o f event details (schedule, sco pe, etc.) and schedule in-brief. Ensure that the Chairman o f the B argaining Co mmittee (B ill Schultz), the UA W Emplo yee Invo lvement appo intee (Ro cky B urke), the zo ne B argaining Co mmittee perso n (Tushana Wil

Perform Pre-work (Within 6 weeks of request)

Meet w ith area management to brief on AIW process, gain commitment from area management on resource/follow - up SDWT interview ed and team members determined Actual hour averages captured (3 ship minimum for Must Cost purposes) Make Observations and prepare Standard Work Combination Sheet Standard Work Sheet (spaghetti chart) prepared Percent Load Chart prepared Initiate target progress report Schedule event - arrange meeting location and refreshments Notify team of event dates, scope, etc. (through AIW flyer, distributed by LMO UAW representative)
No tify management o f event details (schedule, sco pe, etc.) and schedule in-brief. Ensure that the Chairman o f the B argaining Co mmittee (B ill Schultz), the UA W Emplo yee Invo lvement appo intee (Ro cky B urke), the zo ne B argaining Co mmittee perso n (Tushana Wil

Perform Pre-work (Within 6 weeks of request)

Meet w ith area management to brief on AIW process, gain commitment from area management on resource/follow - up SDWT interview ed and team members determined Actual hour averages captured (3 ship minimum for Must Cost purposes) Make Observations and prepare Standard Work Combination Sheet Standard Work Sheet (spaghetti chart) prepared Percent Load Chart prepared Initiate target progress report Schedule event - arrange meeting location and refreshments Notify team of event dates, scope, etc. (through AIW flyer, distributed by LMO UAW representative)
No tify management o f event details (schedule, sco pe, etc.) and schedule in-brief. Ensure that the Chairman o f the B argaining Co mmittee (B ill Schultz), the UA W Emplo yee Invo lvement appo intee (Ro cky B urke), the zo ne B argaining Co mmittee perso n (Tushana Wil

Request AIW w ork order w ithin 5 days of the scheduled event - obtain CCN prior to start of the event

Request AIW w ork order w ithin 5 days of the scheduled event - obtain CCN prior to start of the event

Request AIW w ork order w ithin 5 days of the scheduled event - obtain CCN prior to start of the event

Perform Workshop
Provide team training, utilizing the training format provided in the BCAG AIW Leader's guide. Also brief team on Must Cost requirements Schedule team's out-brief luncheon Perform daily outbriefs to ensure AIW remains focused on customer's needs Obtain feedback from team members using the AIW Leader's Critique Form. Submit results to LMO for tracking purposes. Data to be used to evaluate process effectiveness (reference PBM data) Capture videos, pictures, etc. during event to share site accomplishments Perform end of event outbrief. Ensure any open new spaper items are clearly turned over to the cognizant IPT for closure Status event in the AIW Report Card and Open New spaper Items files of the shared folder. File a hard copy of the outbrief in the "Outbriefs" folder (maintained in the LMO)

Perform Workshop
Provide team training, utilizing the training format provided in the BCAG AIW Leader's guide. Also brief team on Must Cost requirements Schedule team's out-brief luncheon Perform daily outbriefs to ensure AIW remains focused on customer's needs Obtain feedback from team members using the AIW Leader's Critique Form. Submit results to LMO for tracking purposes. Data to be used to evaluate process effectiveness (reference PBM data) Capture videos, pictures, etc. during event to share site accomplishments Perform end of event outbrief. Ensure any open new spaper items are clearly turned over to the cognizant IPT for closure Status event in the AIW Report Card and Open New spaper Items files of the shared folder. File a hard copy of the outbrief in the "Outbriefs" folder (maintained in the LMO)

Perform Workshop
Provide team training, utilizing the training format provided in the BCAG AIW Leader's guide. Also brief team on Must Cost requirements Schedule team's out-brief luncheon Perform daily outbriefs to ensure AIW remains focused on customer's needs Obtain feedback from team members using the AIW Leader's Critique Form. Submit results to LMO for tracking purposes. Data to be used to evaluate process effectiveness (reference PBM data) Capture videos, pictures, etc. during event to share site accomplishments Perform end of event outbrief. Ensure any open new spaper items are clearly turned over to the cognizant IPT for closure Status event in the AIW Report Card and Open New spaper Items files of the shared folder. File a hard copy of the outbrief in the "Outbriefs" folder (maintained in the LMO)

Perform Follow up
Conduct 2 w eek follow up meeting w ith applicable team members to ensure actions are tracking to closure dates determined during the event. Concerns to be presented to the IPT during the next IPT/Cell meeting to ensure resources are assigned to close item Conduct 30 day closure meeting w ith applicable team members to ensure actions are closed and establish the first audit date. If items remain open, schedule w ith the Cell/IPT Leader a meeting to agree on w hether the actions are still required. If Cell/IP Status event in the AIW Report Card and Open New spaper Items files of the shared folder. File a hard copy in the AIW Report Card Book (maintained in the LMO)

Perform Follow up
Conduct 2 w eek follow up meeting w ith applicable team members to ensure actions are tracking to closure dates determined during the event. Concerns to be presented to the IPT during the next IPT/Cell meeting to ensure resources are assigned to close item Conduct 30 day closure meeting w ith applicable team members to ensure actions are closed and establish the first audit date. If items remain open, schedule w ith the Cell/IPT Leader a meeting to agree on w hether the actions are still required. If Cell/IP Status event in the AIW Report Card and Open New spaper Items files of the shared folder. File a hard copy in the AIW Report Card Book (maintained in the LMO)

Perform Follow up
Conduct 2 w eek follow up meeting w ith applicable team members to ensure actions are tracking to closure dates determined during the event. Concerns to be presented to the IPT during the next IPT/Cell meeting to ensure resources are assigned to close item Conduct 30 day closure meeting w ith applicable team members to ensure actions are closed and establish the first audit date. If items remain open, schedule w ith the Cell/IPT Leader a meeting to agree on w hether the actions are still required. If Cell/IP Status event in the AIW Report Card and Open New spaper Items files of the shared folder. File a hard copy in the AIW Report Card Book (maintained in the LMO)

Electronic highlight or physical color by function

Visual Control Examples Physical Templates

Receiving
Lean Manufacturing Office AIW Checklist
AIW Facilitator: AIW Team Leader: AIW Number:
Event Dates: through

Processing
Lean Manufacturing Office AIW Checklist
AIW Facilitator: AIW Team Leader: AIW Number:
Event Dates: through

Shipping
Lean Manufacturing Office AIW Checklist
AIW Facilitator: AIW Team Leader: AIW Number:
Event Dates: through

Required Actions
Log AIW Request (Ref. AIW Report Card file in the shared folder) and a hard copy in the AIW Report Card book (maintained in the LMO)

Required Actions
Log AIW Request (Ref. AIW Report Card file in the shared folder) and a hard copy in the AIW Report Card book (maintained in the LMO)

Required Actions
Log AIW Request (Ref. AIW Report Card file in the shared folder) and a hard copy in the AIW Report Card book (maintained in the LMO)

Perform Feasibility Study (Within 5 days of request)

Completed and results communicated w ith submitter (verbally and in w riting) AIW Report Card file in shared folder has been updated. File a hard copy in the AIW Report Card Book (maintained in the LMO)

Perform Feasibility Study (Within 5 days of request)

Completed and results communicated w ith submitter (verbally and in w riting) AIW Report Card file in shared folder has been updated. File a hard copy in the AIW Report Card Book (maintained in the LMO)

Perform Feasibility Study (Within 5 days of request)

Completed and results communicated w ith submitter (verbally and in w riting) AIW Report Card file in shared folder has been updated. File a hard copy in the AIW Report Card Book (maintained in the LMO)

Perform Pre-work (Within 6 weeks of request)

Meet w ith area management to brief on AIW process, gain commitment from area management on resource/follow - up SDWT interview ed and team members determined Actual hour averages captured (3 ship minimum for Must Cost purposes) Make Observations and prepare Standard Work Combination Sheet Standard Work Sheet (spaghetti chart) prepared Percent Load Chart prepared Initiate target progress report Schedule event - arrange meeting location and refreshments Notify team of event dates, scope, etc. (through AIW flyer, distributed by LMO UAW representative)
No tify management o f event details (schedule, sco pe, etc.) and schedule in-brief. Ensure that the Chairman o f the B argaining Co mmittee (B ill Schultz), the UA W Emplo yee Invo lvement appo intee (Ro cky B urke), the zo ne B argaining Co mmittee perso n (Tushana Wil

Perform Pre-work (Within 6 weeks of request)

Meet w ith area management to brief on AIW process, gain commitment from area management on resource/follow - up SDWT interview ed and team members determined Actual hour averages captured (3 ship minimum for Must Cost purposes) Make Observations and prepare Standard Work Combination Sheet Standard Work Sheet (spaghetti chart) prepared Percent Load Chart prepared Initiate target progress report Schedule event - arrange meeting location and refreshments Notify team of event dates, scope, etc. (through AIW flyer, distributed by LMO UAW representative)
No tify management o f event details (schedule, sco pe, etc.) and schedule in-brief. Ensure that the Chairman o f the B argaining Co mmittee (B ill Schultz), the UA W Emplo yee Invo lvement appo intee (Ro cky B urke), the zo ne B argaining Co mmittee perso n (Tushana Wil

Perform Pre-work (Within 6 weeks of request)

Meet w ith area management to brief on AIW process, gain commitment from area management on resource/follow - up SDWT interview ed and team members determined Actual hour averages captured (3 ship minimum for Must Cost purposes) Make Observations and prepare Standard Work Combination Sheet Standard Work Sheet (spaghetti chart) prepared Percent Load Chart prepared Initiate target progress report Schedule event - arrange meeting location and refreshments Notify team of event dates, scope, etc. (through AIW flyer, distributed by LMO UAW representative)
No tify management o f event details (schedule, sco pe, etc.) and schedule in-brief. Ensure that the Chairman o f the B argaining Co mmittee (B ill Schultz), the UA W Emplo yee Invo lvement appo intee (Ro cky B urke), the zo ne B argaining Co mmittee perso n (Tushana Wil

Request AIW w ork order w ithin 5 days of the scheduled event - obtain CCN prior to start of the event

Request AIW w ork order w ithin 5 days of the scheduled event - obtain CCN prior to start of the event

Request AIW w ork order w ithin 5 days of the scheduled event - obtain CCN prior to start of the event

Perform Workshop
Provide team training, utilizing the training format provided in the BCAG AIW Leader's guide. Also brief team on Must Cost requirements Schedule team's out-brief luncheon Perform daily outbriefs to ensure AIW remains focused on customer's needs Obtain feedback from team members using the AIW Leader's Critique Form. Submit results to LMO for tracking purposes. Data to be used to evaluate process effectiveness (reference PBM data) Capture videos, pictures, etc. during event to share site accomplishments Perform end of event outbrief. Ensure any open new spaper items are clearly turned over to the cognizant IPT for closure Status event in the AIW Report Card and Open New spaper Items files of the shared folder. File a hard copy of the outbrief in the "Outbriefs" folder (maintained in the LMO)

Perform Workshop
Provide team training, utilizing the training format provided in the BCAG AIW Leader's guide. Also brief team on Must Cost requirements Schedule team's out-brief luncheon Perform daily outbriefs to ensure AIW remains focused on customer's needs Obtain feedback from team members using the AIW Leader's Critique Form. Submit results to LMO for tracking purposes. Data to be used to evaluate process effectiveness (reference PBM data) Capture videos, pictures, etc. during event to share site accomplishments Perform end of event outbrief. Ensure any open new spaper items are clearly turned over to the cognizant IPT for closure Status event in the AIW Report Card and Open New spaper Items files of the shared folder. File a hard copy of the outbrief in the "Outbriefs" folder (maintained in the LMO)

Perform Workshop
Provide team training, utilizing the training format provided in the BCAG AIW Leader's guide. Also brief team on Must Cost requirements Schedule team's out-brief luncheon Perform daily outbriefs to ensure AIW remains focused on customer's needs Obtain feedback from team members using the AIW Leader's Critique Form. Submit results to LMO for tracking purposes. Data to be used to evaluate process effectiveness (reference PBM data) Capture videos, pictures, etc. during event to share site accomplishments Perform end of event outbrief. Ensure any open new spaper items are clearly turned over to the cognizant IPT for closure Status event in the AIW Report Card and Open New spaper Items files of the shared folder. File a hard copy of the outbrief in the "Outbriefs" folder (maintained in the LMO)

Perform Follow up
Conduct 2 w eek follow up meeting w ith applicable team members to ensure actions are tracking to closure dates determined during the event. Concerns to be presented to the IPT during the next IPT/Cell meeting to ensure resources are assigned to close item Conduct 30 day closure meeting w ith applicable team members to ensure actions are closed and establish the first audit date. If items remain open, schedule w ith the Cell/IPT Leader a meeting to agree on w hether the actions are still required. If Cell/IP Status event in the AIW Report Card and Open New spaper Items files of the shared folder. File a hard copy in the AIW Report Card Book (maintained in the LMO)

Perform Follow up
Conduct 2 w eek follow up meeting w ith applicable team members to ensure actions are tracking to closure dates determined during the event. Concerns to be presented to the IPT during the next IPT/Cell meeting to ensure resources are assigned to close item Conduct 30 day closure meeting w ith applicable team members to ensure actions are closed and establish the first audit date. If items remain open, schedule w ith the Cell/IPT Leader a meeting to agree on w hether the actions are still required. If Cell/IP Status event in the AIW Report Card and Open New spaper Items files of the shared folder. File a hard copy in the AIW Report Card Book (maintained in the LMO)

Perform Follow up
Conduct 2 w eek follow up meeting w ith applicable team members to ensure actions are tracking to closure dates determined during the event. Concerns to be presented to the IPT during the next IPT/Cell meeting to ensure resources are assigned to close item Conduct 30 day closure meeting w ith applicable team members to ensure actions are closed and establish the first audit date. If items remain open, schedule w ith the Cell/IPT Leader a meeting to agree on w hether the actions are still required. If Cell/IP Status event in the AIW Report Card and Open New spaper Items files of the shared folder. File a hard copy in the AIW Report Card Book (maintained in the LMO)

Isolates input areas on a complex form by function

Visual Control Examples

Organization
Shadowed Tools

00

Organized according to frequency of use

Simplifying Details
Lines

Conveyance

Jigs, Tools

Simplifying
Supplies

Ergonomics

Office

Simplifying Details
Lines

Conveyance

Jigs, Tools

Simplifying
Supplies

Ergonomics

Office

Simplifying Details
Lines

Conveyance

Jigs, Tools

Simplifying
Supplies

Ergonomics

Office

Simplifying Details
Lines

Conveyance

Jigs, Tools

Simplifying
Supplies

Ergonomics

Office

Simplifying Details
Lines

Conveyance

Jigs, Tools

Simplifying
Supplies

Ergonomics

Office

Simplifying Details
Lines

Conveyance

Jigs, Tools

Simplifying
Supplies

Ergonomics

Office

Sweeping Details
Dependable, documented methods established & followed Post safety rules for office and shop floor Post evacuation plans Note locations of fire extinguishers

Safety

Vehicle & pedestrian traffic lanes clear

Boxes, cabinets, chairs, trash, etc.

Items hanging on walls

Safe use of electricity

Minimize excessive use of extension cords & multiple plugs

Access to electrical panels & fire equipment

Ergonomics

Lighting, equipment access, broken equipment and furniture, good ergonomic environment Dust cabinets and equipment, sweep floor, wipe spills, remove scrap (food, old blueprints), take down outdated flyers, empty trash cans hole punches, etc.

Cleanliness
Waste

Clean area

Surfaces are cleared off Proper identification, disposition and elimination Equipment Rubbish Supplies

Standardizing Details
Document processes

Document changes Standardizing Share information

Document 5S agreements

Self-Discipline Details
Proper storage

Obey safety rules

Self-discipline Maintain a clean environment

Follow through on 5S agreements and work processes

(Show Johnny Cotton Video)