Kaizen Event 5S Radar Chart.xlsx

8/18/2019 Kaizen Event 5S Radar Chart.xlsx

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Ka5s

5S is the name of a workplace organization methodology that uses a list of ve J

This decision making process usually comes from a dialog about standardizationownership of the process in each employee.

Another key distinction between S and !standardized cleanup! is Seiton. Seitonas !sort! or !straighten!$. %he key concept here is to order items or activities in ahave to repetitively bend to access materials, &ow paths can be altered to impro

The 5S's are:Phase 1 - Seiri (整理 ) Sorting: *oing through all the tools, materials, etc., in tprocess to get rid of any unnecessary tools and e+uipment items from the workple)ciency through workplace design.

Phase 2 - Seiton (整頓 ) Straighten or Set in Order: 'ocuses on e)ciency.intent is to arrange the tools, e+uipment and parts in a manner that promotes w&ow path$, and the process should be set in an order that ma(imizes e)ciency. 'of place.$ %his process focuses on organizing work areas for ma(imum e)ciencyinstance, all tools 0 e+uipment should be located as close as possible to where tat the end of a machine, that1s where it should be located.

Phase 3 - Seis (清掃 ) S!ee"ing or Shining or C#ean#iness: Systematic 2lcleaned up and everything is restored to its place. %his makes it easy to know whmaintaining cleanliness should be part of the daily work 3 not an occasional activiapproach to ensure a clean 0 tidy workplace and tip top machines. -hen every

%his should be carried out every day, rather than become an ad3hoc activity that1machinery and retaining it close to its original condition when it was bought, itsless unproductive downtime and will produce +uality levels which are very close

Phase $ - Sei%ets& (清潔 ) Standardizing: Standardized work practices or opare to keep above 5S1s. %his re+uires that work practices are followed in a uniforconditions slowly deteriorate. %he 6Standardize7 part of the s1 addresses this is

machine needs to be maintained, there should be a system #typically checklists awhere.

Phase 5 - Shits&%e (躾 ) S&staining the disi"#ine: 9efers to maintaining anoperate. 4aintain the focus on this new way of operating, and do not allow a graimprovement, a new way of working, a new tool or a new output re+uirement, thmore di)cult S to accomplish.


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A good S implementation has several advantages. %he company1s assets are kbought. 4aintenance costs are less because deterioration is identied +uickly. Simproves due to improved working environments. Some senior management feeimplement and will happily sustain the S system. Sta"s prefer an organized, sa

%here will have to be continuous education about maintaining standards. -hen trules?it is essential to make changes in the standards and provide training. 2omstandards.


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izen Eventadar Chart

panese words which, and translated into English, start with the letter S.

which builds a clear understanding, between employees, of how work should be do

is often misunderstood, perhaps due to e"orts to translate into an English word bemanner to promote work &ow. 'or e(ample, tools should be kept at the point of use e)ciency, etc.

he plant and work area and keeping only essential items. Everything else is storedace area. Everything else is either discarded or stored. %his step is crucial to achi

hen we translate this to !Straighten or Set in rder!, it sounds like more sorting orrk &ow. 'or e(ample, tools and e+uipment should be kept where they will be usedor every thing there should be a place and every thing should be in its place. #/emby organizing tools 0 e+uipment to promote optimum work &ows through minimiziey1ll be needed and processes designed to ma(imize e)ciency. 'or e(ample, if a t

aning or the need to keep the workplace clean as well as neat. At the end of eachat goes where and have condence that everything is where it should be. %he keyty initiated when things get too messy. %his method relates to maintaining a disciphift ends, work areas are tidied and tools and e+uipment are returned to their desis introduced when things become disorganized. %his principle also suggests that)ciency and +uality will not be greatly a"ected. 4achinery that1s retained in goodo new machinery.

rating in a consistent and standardized fashion. Everyone knows e(actly what hisand consistent manner. 4any companies have followed the rst three Ss many ti

ue. 8t1s better described as the 6what, when, whom, where7 of S. 'or instance, w

nd documented instructions$ that details what needs to be done, when it must be

reviewing standards. nce the previous :S1s have been established, they becomual decline back to the old ways of operating. ;owever, when an issue arises suchn a review of the rst :S1s is appropriate. %he process of sustaining the system is

re not always followed. 4aintaining a strong focus on this innovative method of womethod to sustain the system is to carry out regular audits, although care must bat every levels, and an audit that punishes people will potentially destroy any go

that adding it is unnecessary since following S correctly will result in a safe wororkplace hazard when employees attempt to maintain cleanliness at the e(pense


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ept in good working order. >uality is maintained to levels similar to when plant anet3up times reduce due to better organization and perhaps the greatest benet is tl that sta" won1t sustain clean and tidy environments. ;owever, in my e(perience,e and clean workplace with a S culture, rather than a dirty, disorganized one

ere are changes that will a"ect the S program?such as new e+uipment, new propanies embracing S often use posters and signs as a way of educating employee


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ne. It also instills

inning with !S! #such, workers should not

or discarded. %his is aving greater

sweeping, but thei.e. straighten thearcation and labelingg movement. 'or

ool is only to be used

hift, the work area ispoint is thatlined, systematicgnated locations.y regularly cleaningcondition e(perience

r her responsibilitiesmes, only to evidencehen a specic

one, by whom and

the new way toas a suggestedonsidered to be the

rking is essential toe taken to avoid ad work that should

environment. ften,f ensuring that safety


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e+uipment was rsthat sta" moralemost employees will

ducts or new workand maintaining


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Summary Audit Score:

Section A B C D E

Sub-total Score 20 20 20 20 20

Area:

Auditor(s):

Date:

Kaizen EvSumm

Section A: S

Section E: Sustain

Section D: Standardize


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$a%imum Score &or eac" section is 20'

oal is to score "i"est *oints *ossible in eac" section'

+ry to com*lete t"e c"art ,' all in yello .

ent s !adar C"artary Score C"art

0

5

10

15

20

rt

Section C: S"ine

Section B: Set in #rder

Documents

Kaizen Event 5S Radar Chart.xlsx