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6S
To Create a Workplace suited for
Visual Control and LeanProduction
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The Six Ss
Is not Six Sigma
A highly disciplined process that focuses ondeveloping and delivering near-perfect productsand services
6S is Sort, Straighten, Shine (Scrub), Safety,Standardize, Sustain
5-S in Japanese factories
Focus: orderliness
6th S added in some US companies Safety Combines orderliness with safety / ergo
Overall intention: CLEAN, SAFE, ORDERLY
First step on Lean Journey
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Visual Factory/Office
1st Level: See the Shop/Office
Basic 6S
90% never get beyond this point
2nd Level: See the work
In 5 Seconds, can you see whats going
on?
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6S
Think of 6-S as a repeating action sequence:
1: SORT OUT - get rid of whats not needed
2: STRAIGHTEN - organize what belongs
3: SCRUB - clean up, see and solve problems
4: SAFETY - make the work area safe 5: STANDARDIZE - assign tasks, track visually
6: SUSTAIN - keep it up (audit and insist)
Remember
This applies to all areas (value-adding andadministrative)
Basic "6-S is part of establishing any cell
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Sort
GET RID OF WHATS NOT NEEDED
Start with a red tag campaign
Tag everything that looks disorderly or unsafe
Be ruthless (90% of the time you'll be OK, you'll
get over the 10%) If in doubt throw it out
If still in doubt, send it to a red tag area forresolution
You should be removing truckloads of items betough (sometimes youll need to ask forforgiveness later!)
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Straighten
ORGANIZE WHAT BELONGS Create a place for everything
Meet with shop/office personnel on whatshould be where
Deal with the open red tags from the "SortOut" step:
Organize parts and material
Resolve things you were afraid to throw out
Write off or sell off obsolete materials
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Straighten
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Straighten
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Straighten
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Straighten
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Scrub
CLEAN UP, SEE AND SOLVE PROBLEMS
Make the work area absolutely clean
Clean everything (equipment, floors, walls)
Paint everything (equipment, floors, walls)
Look for problems Leaks?
Loose or missing items
Unsafe conditions
Causes of messes or problems
Quality issues
Solve problems (root cause), take correctiveaction (prevent)
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Scrub
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Safety
MAKE THE WORKPLACE SAFER Look for unsafe conditions
Look for potential for unsafe acts
Look for difficult tasks (are they
ergonomic?) Try the jobs yourself where could you
get hurt?
List the opportunities
Resolve them
Put creativity before capital and put
safety first!!!
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Safety
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Standardize
ASSIGN TASKS AND MANAGE VISUALLY
Who will do what to keep the area clean,safe and orderly?
Agree on daily and weekly tasks
Establish a visual management system forthese tasks
Can you tell at a glance if the taskshave been done?
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Standardize
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Sustain
KEEP IT UP (AUDIT AND INSIST)
Develop audit checklists for office and forshop floor
Assign the audit role to someone outside
the area Track the audit results (a bit of friendly
competition?)
Hold yourselves accountable for sustaining
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Sustain - Maintain The Gains
Create checklist for entire
area & all items within thearea
Use checklist daily orweekly as appropriate
Once a year haveExaminers performindependent review
Fix and clean daily
Continue to train &heighten awareness
Remember you are WorldClass! Act like it.
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Sustain - 6S Scorecard0 = No evidence that 6S is being
considered for implementation1 = Some evidence of 6S being
started
2 = 6S is partially implemented
(some gains are evident)
3 = 6S has been implemented but
not self-sustaining4 = 6S has been implemented & is
self-sustaining (standard
throughout)
5 = 6S is entrenched; efforts have
resulted in high achievements6 = Out-of-the-box; Area is doing
extraordinary things, above &
beyond the norm
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Sustain - 6S Scorecard0 20 = Some organization,
needs much improvement21 40 = Signs of 6S in place,
good organization, needs
more time to mature
41 60 = 6S implemented,
signs of maturing, not self-sustaining
61 80 = 6S implemented,
system is self-sustaining
81 100 = 6S is entrenchedwith high achievements
100+ = Extraordinary, over-
and-above, outside-the-
box
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Visual Management
Make normal / abnormal conditions obviouswith
Floor and surface marking
Shadow boxes
Samples Visual indicators
Obstacle height limits
Lights and sounds
Arrows, zones, stickers Scoreboards
Labels and tags
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For Shops Remove unnecessary items
All cleaning material stored in a neat manner Floors clean of debris, oil and dirt
Bulletin boards updated, straight and neat
Easy access to emergency equipment, highly visible
Items on floors are in clearly marked areas Aisles are clear and kept free of material
Storage of boxes is square, neat, orderly
Machines, tools, equipment kept clean
Nothing on top of machines or cabinets
Documents and binders stored in a neat manner
Tools, jigs, fixtures, details are labeled, shadowed, identified,easy to reach
Shelves, benches, desks kept free of unused objects, includingfiles and documents
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For Offices Remove unnecessary items, minimum personal items
Cleaning equipment stored in a neat manner Floors clean and free of debris and dirt
Bulletin boards are updated, straight and neat
Easy access to emergency equipment, stored in a prominent manner
Nothing on the floor but furniture, CPU, recycle bin and garbage can
Office layout posted at each entrance, name and task/position outsidecubicle/office
Office equipment and furniture is functional and in good repair
Paper, cabinets, and bins squared up, centered and at right angles, PCwiring is routed and secured/clamped
Desks, surfaces, cabinets, chairs cleaned weekly Nothing on top of overheads or cabinets, nothing leaning against walls
or columns, everything labeled
Documents and binders stored in a neat and orderly manner
Shelves, cabinets, desks kept free of unused objects, including files anddocuments
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Acknowledgements
Lean Thinking by James Womack andDaniel Jones
Toyota Production System by TaiichiOhno
Simpler Business System,
www.simpler.com