Steps of 5S Consulting There is an order and logic to how 5S is carried out.

It doesnt make sense to start by arranging things neatly, if most of those things are not needed. The five S words below are the steps of 5S.

Step 1

Name Sort

Action Remove unnecessary items from the workplace Locate everything at the point of use Clean and eliminate the sources of filth Make routine and standard for what good looks like

Catch Phrase When in doubt, throw it out A place for everything, and everything in its place The best cleaning is to not need cleaning See and recognize what needs to be done

Straighten

Sweep

Standardize

SelfThe less self-discipline you need, Sustain by making 5S second nature discipline the better

1. Seiri: to differentiate between elements necessary and unnecessary in genba and to unload these last ones. 2. Seiton: to arrange in form ordinate all the elements after seiri. 3. Seiso: to maintain cleanings the machines and the atmospheres of work. 4. Seiketsu: to extend towards the one same concept of cleaning and to practice the three previous steps continuously. 5. Shitsuke: to construct self-discipline and to form the habit to commit itself in the 5S by means of the establishment of standards. In the introduction of housekeeping, frequently the western companies prefer to use equivalents in English of the 5 S Japanese, like in a Campaign of the 5 S or one Campaign of the 5 Cs.

5S

EXPLAINATION

SEIRI (TO SEPARATE)

The first passage of housekeeping, seiri, includes the classification of the items of Genba in two categories - necessary and the unnecessary thing and to eliminate or to eradicate of Genba this last one. A top must settle down on the number of necessary items. In Genba all class of objects can be. A meticulous glance reveals that in the daily work it is only needed I number small of these; many other objects would never be used or only they will be needed in the future distant. Genba is full of defective machines without use, sieves, dies and tools, products, work in process, raw materials, provisions and parts, shelves, containers, writing-desks, banks of work, document archives, carts, shelves, platforms and other items. A practical and easy method consists of retiring any thing that is not going away to use in next the 30 days. Frequently, seiri begins with a campaign of red labels. It selects an area of Genba like the place for seiri. The 5 members of designated S go Genba with handfuls of red labels they place and them on the elements that consider like unnecessary. At the most great they are the labels and greater it is its number, better. When it is not clear if a certain item is needed or not, a red label must be placed on this. At the end of the campaign, it is possible that the area is covered with hundreds of red labels, which takes to compare it with woods of maples in autumn.

SEITON (TO ORDER)

Once seiri has been carried out, all the unnecessary items have retired of Genba, only leaving necessary the number minimum. But these items that are needed, such as tools, can be elements that do not have use if they store too much far from the workstation or place where they cannot be. Take us stage to the following of the 5S, Seiton. rmalidad and to undertake therefore the corresponding remedial action. Seiso means to clean the work surroundings, including the machines and tools, just like floors, walls and other areas of the work place. Also there is an axiom that says: Seiso means to verify. An operator who cleans a machine can discover many defect of operation. When the machine is covered of oil, soot and dust, is difficult to identify any problem that can be forming. Nevertheless, while one cleans the loose machine we can detect with facility an oil flight, a crack that is forming in the cover, or nuts and screws. Once recognized these problems, because in being solved with facility. One says that most of the failures in the machines begin with vibrations (due to loose nuts and screws), with the strange particle introduction as dust (as a result of cracks in the ceiling, for example), or with a lubrication or it lubricates inadequate. Therefore, seiso constitutes a great experience of learning for the operators, since they can make many discoveries useful while they clean the machines.

SEISO (TO CLEAN)

SEIKETSU (TO SYSTEMATIZE)

Seiketsu means to maintain the cleaning of the person by means of use of suitable clothes of work, lenses, gloves and shoes of security, as well as to maintain surroundings of healthful and clean work. Another interpretation of seiketsu is to continue working in seiri, seiton and seiso in continuous form and every day. For example, it is easy to execute the process of seiri once and to realise some improvements, but without a effort to continue such activities, in a moment the situation will return to which was originally. It is easy to do only once kaizen in Genba. But to realise they kaizen continuously, day after day, is a completely different subject. The management must design systems and procedures that assure the continuity seiri, seiton and seiso. The commitment, endorsement and involvement of the management in the 5S become something essential. For example, the managers must determine whereupon frequency is due to carry out seiri, seiton and seiso, and what people must be involved. This must be part of the annual program of planning.

SHITSUKE (TO STANDARDIZE)

Shitsuke means self-discipline. The people who continuously practice seiri, seiton, seiso and seiketsu - people who have acquired the habit to do of these activities of their daily work acquire self-discipline.

DMAIC summary
In Six Sigma system there are two major methodologies. They include DMAIC and DMADV. In this article DMAIC will be covered. DMAIC was developed by Edwards Deming and is useful in improving an existing business process to reduce defects. The DMAIC methodology includes five steps including; Define, Measure, Analyze, Improve and Control. Here is some information regarding each step. Define: Define is the first step in the process. In this step, it is important to define specific goals in achieving outcomes that are consistent with both your customer's demands and your own business's strategy. In essence, you are laying down a road map for accomplishment. Tools and techniques: The key tool for Define is the Six Sigma project charter. It should contain the standard information for a project management charter, such as purpose, scope, roles, budget, and expected outcomes. In addition, it is common practice with DMAIC projects to estimate the timeline for each phase, and to provide basic statistics that are already available and relevant to the project. This data may include the baseline cycle time or satisfaction rate, or even the baseline process sigma if it is already known.

Measure: In order to determine whether or not defects have been reduced, you need a base measurement. In this step, accurate measurements must be made and relevant data must be collected so that future comparisons can be measured to determine whether or not defects have been reduced. Tools and techniques: This entails three key tasks: creating a detailed process map, gathering baseline data and summarizing and analyzing the data. In some cases the process mapping is created first so that information gleaned from it can guide the data collection process. In other cases the general data needs are already known and the two pieces can be worked on simultaneously. Analyze: Analysis is extremely important to determine relationships and the factors of causality. If you are trying to understand how to fix a problem, cause and effect is extremely necessary and must be considered. Tools and techniques: Having completed the Measure phase, the project team should have already established a clear problem statement which specifies what the problem is and under what circumstances it occurs. They should have already gathered and analyzed data to establish the baseline performance of the process, relative to the Critical To Quality measures (CTQs) established based on customer input. Improve: Making improvements or optimizing your processes based on measurements and analysis can ensure that defects are lowered and processes are streamlined. Tools and techniques: The goal of the DMAIC Improve phase is to identify a solution to the problem that the project aims to address. This involves brainstorming potential solutions, selection solutions to test and evaluating the results of the implemented solutions. Often a pilot implementation is conducted prior to a full-scale rollout of improvements. Control: This is the last step in the DMAIC methodology. Control ensures that any variances stand out and are corrected before they can influence a process negatively causing defects. Controls can be in

the form of pilot runs to determine if the processes are capable and then once data is collected, a process can transition into standard production. However, continued measurement and analysis must ensue to keep processes on track and free of defects below the Six Sigma limit. Tools and techniques: The primary objective of the DMAIC Control phase is to ensure that the gains obtained during Improve are maintained long after the project has ended. To that end, it is necessary to standardize and document procedures, make sure all employees are trained and communicate the projects results. In addition, the project team needs to create a plan for ongoing monitoring of the process and for reacting to any problems that arise.

Methods, Tools & Techniques

Methods, Tools & Techniques are vital to the success of any Six Sigma project whether DFSS or DMAIC. Every stage of a Six Sigma project recipe requires a mix of these methods, tools & techniques. Let us briefly review what do we mean by these keywords. Method is a way of doing something in a systematic way. Here word "systematic" implies an orderly logical sequence of steps or tasks. A tool provides a mechanical or mental advantage in accomplishing a task. A technique is a specific approach to efficiently accomplish a task in a manner that may not be immediately obvious.

SIPOC SIPOC is a high-level picture of the process that depicts how the given process is servicing the customer. It is an acronym for Suppliers-Inputs-Process-Outputs-Customers.

Operational Definition Operational definition is the first step towards effective management. It helps us build a clear understanding of a concept or a phenomenon so that it can be unambiguously measured.

Benchmarking Benchmarking is a standard by which something can be measured or judged. This term was first used by surveyors. They set a benchmark by marking a point of known vertical elevation. Therefore benchmark becomes a point of reference for a measurement. We benchmark everyday. We compare our performance, lifestyle, or a game of golf with friends and peers.

Brainstorming Brainstorming is a technique to systematically generate ideas usually to handle a challenging situation, from a group of people by nurturing free-thinking. Some of the right challenges to address

using brainstorming are problem solving, new design or new product development, and research & development.

Affinity Diagram The process of affinity diagramming requires the team to categorize the ideas based on their subject knowledge thereby making it easy to sift and prioritize ideas.

Fishbone Diagram The fishbone diagram is a graphical method for finding the root causes of an effect. The effect can be either a negative one, such as a process defect or an undue process variation; or a positive one, such as a desired process outcome.

Pareto Chart A Pareto Chart depicts the frequency with which certain events occur. It is a bar graph where each frequency (or frequency range) is shown in a descending order of importance of data, from left to right.This is based on the Pareto Principle, also called 80-20 rule or rule of vital few.

Risk Management Risk has two key elements - a) an uncertainty and b) an impact in terms of potential loss (if it happens). Risk management is a continuous process. Risk management process involves several key steps.

Sampling Sampling is a method to draw inference about one or more characteristics of a large group of items by examining a smaller but representative selection of group items. Steps to successful sampling are discussed, including topics like determining the sample size and selecting the sampling technique.