5s tools. "Management and Optimization of a Manufacturing Enterprise

5S system.

The system is based on 5 Japanese principles starting with the letter "C", the same principles in the English translation also begin with the same letter.

In simpler terms, 5S can be thought of as improving the ergonomics of the workplace.
The 5S system is the basic Lean tool, that is, its implementation provides a basis or foundation for further transformations. In fact, the successful launch of the 5S system signals the readiness for Lin transformations.

So what is a 5S system - it is a system of rational organization of the workplace, consisting of 5 stages:

- (Seiri) - Sorting - Sort.

- (Seiton - Set in Order - Keep order.

- (Seisō) - Sweeping - Keep it clean.

- (Seiketsu) - Standardizing - Standardize.

- (Shitsuke) - Sustaining the discipline - Improve.

The effectiveness of the 5S system.

5S goals

Fewer accidents

Improving the level of product quality, reducing the number of defects

Creating a comfortable psychological climate, stimulating the desire to work

Increasing labor productivity (which in turn leads to an increase in the profit of the enterprise and, accordingly, an increase in the level of income of workers).

The 5S system provides:

Operator efficiency

Speed \u200b\u200band flexibility of processes

Production growth

Freeing up area

Decrease in marriage.

Stage 1: Sorting.

The purpose of the first stage - free the workspace from unnecessary items (materials, tools, parts).

Train your staff - it is better to conduct training step by step, experience shows that after completing the first step, and any action takes time, a lot is forgotten. In addition, it helps to reduce the distraction of workers from performing their functions.

Define goals - what we will sort, sometimes the step covers only materials in the workplace, and sometimes equipment and even buildings and structures.

Prepare a "red tag" project — design tags based on sorting goals and information you intend to track in the future.

Establish sorting criteria - determine when an item is unnecessary.

Determine the quarantine zone - choose a place for the so-called "sump", all dubious items will be stored there until a decision is made about their "fate".

Install "tags" - mark with tags all objects moved from the workplace.

Make a decision on the marked items - everything that got into the "sump" must be disposed of, transferred to storage or given to the new owner. "Sediment tank" is not a storage place, everything that is there should not be stored for more than a month.

Move marked items - follow the decisions made, remove items from the "sump".

Take a photo of the current situation.

Stage 2: Observance of order (rational arrangement).

Purpose of the second stage - eliminate any manifestations of chaos in the storage of materials, parts, tools, equipment, products.

Each item must have its own storage location, which must meet the following conditions:

availability (easy to take an item and return it to its place);

visibility (you can see if the object is in its place);

safety (the subject does not interfere with the work).

To do this, follow these steps:

Train your staff.

Determine the needs for the necessary - the workplace should not store the monthly rate of parts and materials. The purpose of the item is to limit the number and free up space in the workplace.

Determine the best location - whatever is left should be placed as conveniently as possible. The decision here is made by the person working at a particular workplace.

Mark the new location of what is left - (since the cleaning has not yet been performed, temporary designations are introduced on masking tape or chalk, with a marker).

Instruct everyone - about the new arrangement of instruments, etc., everyone should be instructed. Since the new placement is practically carried out in one shift, workers who were not involved in the process should be notified.

Start developing a 5S checklist - the new layout and layout of the workplace should be checked against the checklist to ensure that the performance is assessed accurately and objectively.

Making sketches of fixtures - often shelving and fixtures are needed for storage and placement, this need is clarified in the process of determining permanent placements, and sketches are immediately made.

Stage 3: keeping clean

Purpose of the third stage - elimination of workplace contamination, which is a potential source of problems or hides existing problems.

Workplace cleaning activities:

Train your staff.

Prepare tools and materials - practice has proven that, as a rule, there are no tools and materials for high-quality cleaning and cleaning in workplaces. They must be purchased or taken from the warehouse in advance.

Clean Tool - Remove dirt, oil, identify broken or unusable tool.

Clean equipment - remove excess grease, dust and debris (shavings, cuttings, etc.).

Establish a regular cleaning schedule - determine how often each object should be cleaned (floor, machine, rack, etc.).

Paint - Provides a look and easy troubleshooting.

Rebuild Lighting - Simplifies troubleshooting, improves productivity and manual precision, and reduces rejects.

Mark the locations, taking into account the principles of visualization - after cleaning and painting, permanent markings are applied to the floor, shelves, etc.

Determine measures to maintain the appearance of the workplace - identify the causes of contamination and try to eliminate them.

Identify ways to prevent cleanliness - activities for the future, consider mistakes when creating new sites and jobs.

Take a photo of the current situation.

Start making fixtures - sketches should go live immediately and making fixtures should be a priority.

Stage 4: Creating a standard

Purpose of the fourth stage - development of standards for control and maintenance of the working environment.

Determine the actions to maintain the 5S system - what, when, what, who and how long should be done.

Develop a visualization system - drawings, diagrams, color coding, etc.

Standardize and unify all designations - in different areas to designate the same, the same signs should be used, etc.

Describe the actions - create a standard.

Determine the interaction patterns - when working at the same workplace for several people, shifts or services, they must perform clearly defined and described actions to maintain the 5S system.

Take a photo of the current situation.

Finish designing the 5S checklist - make changes since the definition of permanent storage locations.

Continue making fixtures.

Develop a system of motivation and incentives for outstanding employees.

Stage 5: Improving and maintaining what has been achieved.

Purpose of the fifth stage - Continuously improving the effectiveness of methods for maintaining the work environment.

Changing the motivation system - it is necessary to support the initiative with material and non-material motivation.

Clarification and advocacy - booths of improvements, results, top 5S and examples of improvements in working conditions.

Control is a multi-stage control system based on checklists, the goal is to prevent the erosion of improvements.

Monitoring changes - changes in assessments based on control results, new standards, measures to change the organization of workplaces.

Calculation of the economic effect - all changes can be calculated (used area, operation time, search time for a tool or material, etc.).

Updating standards and explanatory, advocacy information - all monitoring data must be changed at regular intervals at stands and other public places.

Dissemination of best practices - all changes in the shortest possible time should be projected onto other similar jobs.

Finish making the fixtures.

And now our simple 5S tool, consisting of only five steps, has already turned into a complex 5S system, where any omission can lead to implementation problems. But we have not yet talked about cross-functional interaction, resource allocation, disposal of sorted trash, write-off, registration of returns to the warehouse and many other aspects of the practical implementation of the 5S system. But don't be scared and give up, everything is not as difficult as it seems. Most of the above steps will be performed easily and painlessly if certain conditions are created for the performers. Try to exclude bureaucracy from the process as much as possible. It is no secret that the heads of workshops, sections and foremen try to solve most of the issues informally, using personal connections and other tricks that allow them to resolve issues quickly. It is this experience that needs to be put into service. This is especially important at the initial stages of the formation of the 5S system. Then you can return to your previous practice. Official documents may be required to control and calculate the effect.

The first questions when implementing the 5S system.
1. Where can I get resources for the first steps in the 5S system?
2. How to motivate workers to do the right thing?
3. Who will teach?
4. How to monitor and track improvements?
5. Who will lead the process?

Let's go in order. Whichever way you choose to implement the 5C system, you won't need a lot of resources. The materials will be needed to make the fixtures, but giving employees the opportunity to take initiative is not a problem. The practice of introducing the 5C system shows that many things are unnecessary in some areas, just necessary in others. In normal practice, one has to write off this material or return it to the warehouse. Others should get it. The easier you make this process, the less resource problems you will face. The main problem is people. In no case create a special team to implement the 5C system and do not involve unoccupied people to put things in order in the areas where they do not work. This is the main mistake in the implementation of the 5C system. Everyone must go through all the steps 5C, in their place.
At the first stage of the 5C system implementation, motivation is not so important. Explain the correct actions to the heads of departments (workshops, sections and departments). They daily achieve the necessary results from their subordinates. Somehow they persuade them to stay overtime, go out on weekends and do much more with rush jobs at work.
With training, everything is very simple, if you know and have practical experience in implementing the 5C system, teach yourself. If not, invite us.
Nothing new in control, a three-stage system similar to the safety control system has proven to be effective. Worker, fulfills the standard. The master monitors the implementation of the standard on a daily basis. The head of the shop / section, once a week evaluates the work according to the 5C system. The company's management, once a month, evaluates the dynamics of the 5C system development. Checklists are used for verification and evaluation. Achievement level displayed on a pie chart.
One of the leaders of the enterprise should coordinate the deployment of the 5C system. This is necessary both to speed up implementation and to motivate staff. Agree, it is difficult to convince an employee that the 5C system is important if all management remains on the sidelines. Every day, employees see that one or more high-level managers are always involved in solving important issues. Workers need to see that this really matters.
What else is important? The 5C system cannot be effectively implemented in isolation from tools such as standardization and visualization. This is immediately evident from the second and fourth steps of the 5C system - “create your own places” and “standardize”. To assign a place to a tool or object, you need to master visualization techniques. To create a 5C standard, you need to have standardization skills. This means that we are not dealing with one tool, but with a set of simple techniques for organizing a workplace. These are the basic and most important tools of Lean Manufacturing.
5C does not require significant investments, since most of the activities are organizational.

GOST R 56906-2016

Group T59

NATIONAL STANDARD OF THE RUSSIAN FEDERATION

LEAN

Workspace organization (5S)

Lean production. Workspace organization method (5S)

OKS 03.120.10
OKSTU 0025

Introduction date 2016-10-01

Foreword

1 DEVELOPED by the Federal State Budgetary Educational Institution of Higher Education "Moscow Automobile and Road Construction State Technical University (MADI)" together with a working group consisting of: FSBEI HPE "ASU", ANO "Academy of Management", JSC "Amur Shipbuilding Plant", LLC "BaltSpetsSplav ", JSC" Russian Helicopters ", JSC" Vyksa Metallurgical Plant ", JSC" Gazpromneft-Snabzhenie ", KnAF JSC" Sukhoi Civil Aircraft ", JSC" IL ", JSC" Corporation "Irkut", "Kazan National Research Technical University. A.N. Tupolev - KAI "(KNITU-KAI), OJSC" KAMAZ ", LLC" LinSoft ", PJSC" Company "Sukhoi", JSC "Lada-Image", Ministry of Industry and Trade of the Republic of Tatarstan, LLC "National Management Systems ", OJSC" NLMK ", PJSC" Research and Production Corporation "United Carriage Company (PJSC" NPK UWC "), OJSC" Baltic Shipbuilding Plant "Yantar", PJSC "OAK", GK "Orgprom", LLC "PenzTISIZ", State atomic energy corporation energies "Rosatom", JSC "Russian Railways", JSC "RSK" MiG ", MOO" Soyuz thrifty ", JSC" Center "Priority", Udmurt State University, JSC "Cherkizovsky MPZ"

2 INTRODUCED by the Technical Committee for Standardization TC 076 "Management Systems"

3 APPROVED AND PUT INTO EFFECT by the Order of the Federal Agency for Technical Regulation and Metrology of March 31, 2016 N 231-st

4 INTRODUCED FOR THE FIRST TIME

5 REDISSION. May 2017

The rules for the application of this standard are set out inarticle 26 of the Federal Law of June 29, 2015 N 162-FZ "On standardization in the Russian Federation" ... Information about changes to this standard is published in the annual (as of January 1 of the current year) information index "National Standards", and the official text of changes and amendments is published in the monthly information index "National Standards". In case of revision (replacement) or cancellation of this standard, the corresponding notice will be published in the next issue of the monthly information index "National Standards". Relevant information, notice and texts are also posted in the public information system - on the official website of the Federal Agency for Technical Regulation and Metrology on the Internet (www.gost.ru)

Introduction

This standard was developed on the basis of the best practices accumulated by the organizations of the Russian Federation and taking into account the best world practice in organizing the workspace.

This International Standard has been developed for use by any organization that has decided to improve performance through the use of a workspace management method (5S) (hereinafter referred to as Method 5S).

This standard has been developed using the regulatory framework GOST R 56020 and GOST R 56407.

1 area of \u200b\u200buse

This International Standard is intended for use in Lean Manufacturing Management Systems (hereinafter referred to as Lean Manufacturing Management Systems) and other management systems and is applicable to all organizations regardless of their size, ownership and type of activity.

This International Standard establishes requirements for the use of the 5S method based on the recommended BP principles in accordance with GOST R 56407.

2 Normative references

This standard uses normative references to the following standards:

GOST R 56020-2014 Lean production. Fundamentals and vocabulary

GOST R 56407-2015 Lean Manufacturing. Basic methods and tools

GOST R 12.4.026-2001 Occupational safety standards system. Signal colors, safety signs and signal markings. Purpose and application rules. General technical requirements and characteristics

GOST R 56907-2016 Lean manufacturing. Visualization

GOST R 56908-2016 Lean manufacturing. Work standardization

Note - When using this standard, it is advisable to check the operation of reference standards and classifiers in the public information system - on the official website of the Federal Agency for Technical Regulation and Metrology on the Internet or according to the annual information index "National Standards", which was published as of January 1 of the current year, and by the issues of the monthly information index "National standards" for the current year. If the referenced standard to which an undated reference is given is replaced, it is recommended that the current version of that standard be used, subject to any changes made to that version. If the referenced standard to which the dated reference is given is replaced, then it is recommended to use the version of that standard with the above year of approval (acceptance). If, after the approval of this standard, a change is made to the referenced standard to which the dated reference is given, affecting the provision to which the reference is made, then that provision is recommended to be applied without taking into account that change. If the reference standard is canceled without replacement, then the provision in which the reference to it is given is recommended to be applied in the part that does not affect this reference.

3 Terms and definitions

This standard uses the terms in accordance with GOST R 56020, as well as the following terms with the corresponding definitions:

3.2 workplace (workplace) part of the workspace, equipped with the necessary technical means, in which work is carried out.

3.3 workspace (workspace): Part of the territory where work is carried out.

Note - A part of the territory may include: buildings, buildings, structures, premises, areas, sites, etc.

4 Key points

4.1 Purpose and objectives of method 5S

The main goal of the 5S method is to create conditions for the efficient execution of operations and taking into account the recommended BP principles in accordance with GOST R 56407.

The objectives of the 5S method are

1) improving working conditions (increasing the level of safety, cleanliness and ergonomics of the working space, etc.);

2) increasing the level of personnel involvement in the process of improving the working space;

3) improving the quality of manufactured products;

4) increasing labor productivity;

5) search and reduction of all types of losses associated with the organization of the workplace and the workspace in general.

Note - Examples of losses at the workplace can be the loss of time to find the necessary items (tools and equipment, raw materials and materials, components, documentation and information in paper and electronic form, etc.), errors in performing operations, unnecessary movements operator, etc.

4.2 Objects of application of the 5S method

The objects of application of the 5S method at all levels of the organization are the workspace and the workplace.

The organization should determine the objects of application of the 5S method by a regulatory or organizational and administrative document.

The organization must first apply the 5S method to processes that constrain the value stream (bottleneck).

4.3 Responsibility

Top management is responsible for the effectiveness and efficiency of the 5S method and ensures its implementation at all levels of the organization.

Top management should assign responsibility for ensuring the effectiveness and efficiency of the 5S method in the workspace.

Responsibility for meeting the specified requirements of Method 5S for the organization of the workplace rests with the organization personnel performing the task at the given workplace.

4.4 Resources

The organization should provide those responsible for implementing Method 5S with the necessary time, labor, financial and material resources.

4.5 Competence of staff

The organization should determine the competencies of personnel implementing the 5S method, including:

1) knowledge of the method of organizing the workspace, the main documents in the organization for the implementation of the 5S method, the possibility and effectiveness of using this method, best practices in the field of organizing the workspace;

2) the ability to organize the workspace in accordance with the requirements, apply effective methods of monitoring and improving the application of the method;

3) have the skills of independent work in the implementation of the 5S method and training skills in the application of this method.

5 Requirements for the application of Method 5S

The 5S method should consist of five steps to organize and maintain order in the workplace, from finding sources of clutter to implementing a system of continuous improvement of the workspace:

step 1: sort;

step 2: Self-organization (keeping order);

step 3: Systematic cleaning (keeping it clean);

step 4: standardization;

step 5: Improvement.

5.1 Step 1 - Sort

Sorting is the first step of the 5S method, which separates items into necessary (needed) and unnecessary and removes unnecessary items.

Note - Items can be equipment, tools, tooling, raw materials and materials, components, documentation and information in paper and electronic form, etc.).

Sorting should be carried out in stages:

1 determination of the necessary (necessary) items;

2 division of items into necessary and unnecessary;

3 removal of unnecessary items;

4 providing staff with the necessary items.

5.1.1 Determination of the necessary (necessary) items

The organization must determine a list of the necessary items, indicating their name and quantity, at each workplace, workspace.

The necessary items include items without which it is impossible to carry out labor activities in the workplace / space.

5.1.2 Separation of items into necessary and unnecessary

When sorting, items are divided into necessary and unnecessary according to the temporary criteria of use, which the organization determines independently (for example: hourly, daily, weekly, monthly, quarterly and annually - not used).

The following actions are possible with objects:

1) moving the items you need to a new location;

2) moving unnecessary items to a temporary storage place for making further decisions;

3) disposal of unnecessary items, if the decision can be made immediately;

4) registration and visualization of unnecessary items.

5.1.3 Removing unnecessary items

The organization should determine how, where and when to remove unnecessary items.

5.1.4 Provision of required items

The organization must determine the list of necessary items and their quantity, methods, timing of providing the necessary items.

5.2 Step 2 - Self-organization (keeping order)

Self-organization is the second step of the 5S method, in which the placement of the necessary items in the workplace (workspace) is carried out in such a way as to minimize the waste during their use and search by the organization's personnel.

5.2.1 Determining the location for each item

As a result of the second step of the 5S method, it is necessary to determine the permanent location for each item in the workplace (workspace).

Places for the placement of raw materials, work-in-progress products, finished products, non-conforming products must be separated from each other.

Note - Personal belongings of personnel should be stored in specially designated places (the place designated for storage of personal belongings should be located so as not to interfere with the performance of activities for the production of products or services).

5.2.2 Arrangement of items

It is necessary to arrange items in accordance with the frequency of their use: often demanded items should be located in close proximity to the place of their use, and rarely used items at a distance from it.

The placement of items necessary for the implementation of production processes should be carried out with the condition of ensuring safety requirements, ease of access to them, as well as taking into account the type and functional purpose (storage locations of protective equipment, documentation, tools, etc.).

Items for performing a production process or work should be placed in such a way as to minimize the number of personnel movements during work.

Organization personnel must return items to their designated locations after use.

5.2.3 Displaying storage locations

When storing objects in the workplace / space, various visualization tools should be used in accordance with GOST R 56907:

- contouring;

- marking;

- markup;

- color coding;

- other.

Note - Marking of passages and places of potential danger is made in accordance with GOST R 12.4.026.

5.3 Step 3 - Systematic Cleaning (Keeping Clean)

Systematic cleaning is the third step of the 5S method, in which the workplace / space, items are kept clean and ready for use at all times.

5.3.1 During the systematic cleaning, sources of contamination of workplaces / spaces, objects should be identified.

The organization shall take measures to eliminate sources of contamination.

5.3.2 To ensure the implementation of the third step of the 5S method, the organization should determine the rules (regulations) for ensuring and maintaining the cleanliness of workplaces / spaces, items, including:

1) objects (workplaces / space, objects);

2) the frequency of cleaning;

3) methods of cleaning;

4) cleaning tools;

5) methods of cleaning control.

5.3.3 The personnel of the organization must perform systematic cleaning of the workplace / space, objects in accordance with the approved rules (regulations).

5.3.4 The organization shall develop and implement cleaning checklists confirming compliance with the rules (regulations) and keep them up to date.

5.4 Step 4 - Standardization

Standardization is the fourth step of the 5S method, which sets standards for the first three steps (workplace standards, workplace content and other regulatory documents).

5.4.1 Workplace standard

The organization should develop a workplace standard that includes:

1) the list and number of required items;

2) layouts of necessary items;

3) a photograph of the exemplary state of the workplace / space;

4) persons responsible for the condition of the workplace;

5) and more.

5.4.2 Workplace standards

Workplace maintenance standards include documents regulating:

1) sorting of items;

2) the location of items in the workplace;

3) cleaning at the workplace;

4) control over the implementation of standards for the maintenance of workplaces;

5) and more.

The organization should develop requirements for the design, content, structure of the above documents, based on the results obtained in the previous stages of applying the 5S method.

5.4.3 Standards should be developed:

1) using the visualization method to display the optimal state and deviations;

2) taking into account the best practice of using the 5S method.

5.5 Step 5 - Improvement

Improvement is the fifth step of the 5S method and is a process of continually maintaining and developing the results achieved through the first four steps.

5.5.1 Personnel must adhere to the standards developed in Step 4 and continually improve them.

5.5.2 Maintaining and developing the results of Method 5S

To maintain and develop the 5S method in an organization, it is necessary to periodically (at least once a quarter) conduct audits of workplaces for compliance with standards according to an approved program (plan, schedule, etc.), based on the developed checklists.

An example of a checklist is given in Appendix A, an example of an audit is given in Appendix B.

5.5.3 Staff engagement and motivation

The organization must create and implement a personnel engagement mechanism based on material and non-material motivation, including: holding contests and competitions, conferences, announcing gratitude, awarding the title of the best employee, posting a photo on the honor board, etc.

Appendix A (reference). Example of a 5S Method Application Checklist

Appendix A
(reference)

Table A.1 - Example checklist for verifying the application of Method 5S


Workplace


Controlled parameters	Score, point	Remarks
Step 1 - sorting
1 Items are disassembled into necessary and unnecessary
2 Boxes, raw materials, tools, materials are in order at the workplace
3 Obsolete items are not in the workplace
4 At the workplace (desktop, shelves, racks) there is only the necessary equipment
5 There are no outdated instructions, rules, procedures in the workplace or walls

Step 2 - Self-organization (keeping order)
1 Unwanted items removed from the workspace
2 The items you need are arranged according to the frequency of their use
3 Production facilities, equipment, material flows are identified and traceable
4 Production areas are delineated, areas where tools, parts, etc. are located. Drawers, racks signed
5 Are all documents necessary for work well organized and accessible?

Step 3 - Systematic Cleaning (Keeping Clean)
1 Cleaning equipment is available and generally available
2 Work areas, equipment are kept clean Contamination sources identified and eliminated
3 Equipment and items are in good working order and clean
4 Determined the order and schedule of cleaning
5 Tidying up the workplace - daily activities of the employee

Step 4 - Standardization
1 The workplace has a workplace content standard
2 Are standards posted for location, tool use, operations, product manufacturing
3 The standard for cleaning the workplace, site, workshop was determined and posted
4 Rules for performing operations are clear and accessible, all dangerous operations are identified, attention is drawn to them
5 Workplace standard is observed by personnel

Step 5 - Improvement
1 All employees have been trained in 5S, share their experience in applying 5S practice
2 Site content audits are conducted
3 Proposals are structured and posted so that all employees can see them
4 Employees of the company are aware of the past and present performance indicators of the workplace, site, workshop, enterprise
5 Mechanisms of personnel involvement are being implemented

TOTAL:
Maximum points:
Average score:

Assessment values:

0 - does not apply anywhere;

1 - there are several examples of applications;

2 - applied to 50% of objects;

3 - used almost everywhere;

4 - used everywhere.



	(signature)				(surname, initials)

Appendix B (reference). An example of registration of audit results

Appendix B
(reference)

Bibliography


	Hiroyuki X. 5S for workers: how to improve your workplace / X. Hiroyuki; per. from English. - Moscow: Institute for Comprehensive Strategic Studies, 2013.176 p.
	Gastev A.K. How to work: A practical introduction to the science of labor organization / A.K. Volkov; ed. N.M.Bakhrakh, Yu.A. Gasteva, A.G. Losev, E.A. Petrova. Ed. 3rd. - M .: Book house "LIBRICOM", 2011.480 p.
	Imai, M. Kaizen: the key to the success of Japanese companies / A.K. Imai; per. T. Gutman. - M .: Alpina Publisher, 2013.274 p.
	Grachev A., Kiselev I. Cultural aspects of transformation of the company based on the 5S method / Standards and quality. - 2009, N 5.S.88-93.


UDC 685.5.011: 006.354	OKS 03.120.10

Keywords: workspace organization, sorting, self-organization (keeping order), systematic cleaning (keeping clean), standardization, improvement

Electronic text of the document
prepared by Kodeks JSC and verified by:
official publication
M .: Standartinform, 2017

Since we are considering in several parts a unified methodology for implementing 5C, for your convenience, the numbering of headings will be continued from the previous article.

5. STEP # 2 OF SYSTEM 5C: ITS PLACES FOR EVERYTHING

The purpose of the second stage 2C:

Rational placement of items so that they are easy to use and return in accordance with safety, quality and productivity requirements;

Visual identification of items and storage locations for ease of use and return of these items;

High-quality visual control allows ANY PERSON to determine at a glance whether everything is in order in the area.

Carrying out the second step 2C creates the prerequisites for the stabilization and standardization of the processes performed in the work area, as well as for the successful implementation of the subsequent steps 5C (cleanliness and standardization).

A step-by-step scheme for conducting 2C is presented in the table

		Stage name
	Preparatory	Develop a 2C schedule
		Distribute roles and responsibilities among group members
		As part of the working group, study theoretical and methodological materials. If necessary, the group leader invites a kaizen manager to conduct training.
		Explore the principles of placing objects in their places, as well as the principles of visualizing workplaces outlined in the guidelines.
		Explain the goals and objectives of 2C to the site staff and remind the goals of the 5C system as a whole
	Determining the location of objects	Make a plan of the room or work area to be optimized (top view).
		Indicate on the plan with arrows the direction of movement in which operations are performed
		Carefully study the resulting "spaghetti" diagram, which shows the state of the workplace in the Current State (TC). Mark the places where the flow is disrupted
		Determine the best route for operations and map the Target State
		Analyze the effectiveness of the resulting stream on paper based on the principles of 2C
		Determine the best way to place the item where you are going to move it.
		Prepare the area. After that, arrange the equipment and move objects according to the Target State, if necessary adjust the location
	Organization of visual control	Identify and visualize placements
		Identify and visualize objects in the work area
		Visualize the number of items

6.1. Preparation for 2C

Before starting a step, the team will hold an organizational meeting where:

A schedule for the 2C is being developed

Roles and responsibilities are distributed among the group members (for an example, see Appendix 1 by analogy with step 1).

The members of the working group study theoretical and methodological materials. If necessary, the group leader invites a kaizen manager to conduct training.

The principles of the arrangement of objects in their places, as well as the principles of visualization of workplaces, set out in the guidelines are studied.

Also, the working group, before starting step 2C, explains to the employees of the site the goals and objectives of 2C and reminds of the goal of the 5C system as a whole.

General principles:

Convenient storage place for items (elimination of movements)

Items are stored according to the frequency of use (elimination of movements):

Frequently used - closer

· Constantly used - in close proximity or with you

Store items so that they can be easily reached and put back (elimination of movement)

Security - heavy at the bottom, light at the top

All other things being equal - remember the convenience of cleaning! Storage along walls, on the floor and in bulk makes cleaning difficult and is not recommended!

6.2. Determining the location of objects

6.2.1. Make a plan of the room or work area to be optimized (top view)

Pay attention to the following questions:

Where and what are the supplies and materials?

Where and what vehicles are located?

Where and what equipment and mechanisms?

Where and what cabinets, shelves, furniture is located?

Where and what defective products are most often accumulated?

Where and what tools and devices are located?

Where and what measuring devices are located?

Where and what information boards are located?

Where and what are the signs and markings?

6.2.2. Indicate on the plan with arrows the direction of movement in which operations are performed

There must be at least one arrow for each operation. Use arrows to indicate the direction of the operations to be performed and number them clockwise.

6.2.3. Carefully study the resulting "spaghetti" diagram, which shows the state of the workplace in the Current State (TC). Mark the places where the flow is disrupted

6.2.4. Determine the best route for operations and map the Target State

Again, use the arrows to indicate the direction of operations and number the arrows to indicate the direction of the entire flow.

· Where is it more convenient to locate supplies and materials?

· Where to use vehicles in the workplace? Where is it more convenient to place them in the zone?

· Where is it more convenient to locate equipment and mechanisms?

· Where and what cabinets, shelves, furniture to use?

· Where to locate defective products?

· Where to locate the tools in the workplace?

· Where is it more convenient to locate measuring instruments?

· Where do you need information in the workplace?

· Where are signs and markings needed?

6.2.5. Analyze the effectiveness of the resulting stream on paper based on the principles of 2C

It is better to spot a major mistake on paper than to redo it later.

6.2.6. Determine the best way to place the item in the place where you are going to move them.

When determining the location of an item in place, use the general principles of 2C.

Pay attention to the questions:

· How exactly is it more convenient to arrange and process stocks and materials?

· How to use vehicles in the workplace? How exactly is it more convenient to arrange them?

· How exactly is it more convenient to arrange equipment and mechanisms?

· How exactly is it more convenient to arrange cabinets, shelves, furniture?

· How exactly is it more convenient to arrange and handle defective products?

· How exactly is it more convenient to arrange the tools in the workplace?

· How exactly is it more convenient to arrange the measuring devices?

· How exactly is it more convenient to place information on the spot?

· How exactly to apply markings and signs?

6.2.7. Prepare the area. After that, arrange the equipment and move objects according to the Target State, if necessary adjust the location

6.3. Organization of visual control

6.3.1. Identify and visualize placements.

After we have decided where the item will be stored, it is necessary to uniquely identify all storage locations. A typical example of the correct implementation of this step is address storage of goods. Likewise, each place should have its own name so that it can be easily found.

An example of address storage in a warehouse.

6.3.2. Identify and visualize objects in the work area

After identifying the zone, you must specify the items that will be located here.

It often happens that the same things are called differently. A single name should be adopted and recorded.

You can immediately understand which object should be in place, and whether it is correctly positioned.

At the same stage, you should visualize the name of the object (preferably) and its belonging to this zone (required).

ANY person should easily understand what this object is called and to which zone it belongs!

Note: the goods in the bins must be signed, its belonging to this bin can be clarified in the warehouse management system (WMS).

The correct implementation of visual guidance can effectively identify and solve problems. See an example of bad and good visual management. In this example, in the first case, it is impossible to understand whether the car is normally parked. In the second case, it is clear that the car is parked correctly.

An example of bad and good visualization

6.3.3. Visualize the number of items

Any storage area for replenishment has the risk of overfilling or not filling up to the required level. Therefore, simple and efficient replenishment rules (kanban, min-max order point, etc.) should be developed and applied.

Visualization of minimum and maximum stock levels is recommended to provide visual information about normal / abnormal quantities of items.

Example of visualization of minimum and maximum inventory levels

An example of visualizing the minimum and maximum levels of inventory in a cabinet.

Note:

For small parts, the name tag can also serve as the maximum fill level.

An example of small items storage with visualization of the stock level.

An example of visualization of minimum and maximum liquid levels.

A similar designation of the minimum and maximum level is also used to indicate the normal range of functioning of objects. In other words, this is how the standard is denoted.

An example of visual display of "norm" and "deviation"

An example of a visual display of the tightening rate of fasteners.

6.4.1. Stocks

6.4.1.1. Placement and use procedure

As soon as warehousing begins, items begin to be stacked and stacked. If there are different goods in the pile, then you have to shift them completely in order to get the right one. It is extremely important to think over the principles of stock storage in advance.

Stocks in stacks and stacks

For goods that do not have an expiration date, but the quality of which directly depends on the time elapsed from the date of production, it is recommended to organize storage and selection according to the FPFO principle - (English First Product First Out - the first is produced - the first is out).

For goods of large dimensions or heavy (lengthy), during the processing of which it is impossible to select from the batch that arrived at the warehouse first without additional labor costs, it is allowed to organize work according to the LIFO principle (English Last In, First Out, “last in, first out”).

For all the rest of the goods processed in the warehouse, it is recommended to organize storage and selection according to the FIFO principle - (English First In, First Out - "first in - first out"). The ideal recommended storage option for such a product is to place it on horizontal shelves in the order of arrival. Additionally, gravity tilting racks should be used where possible.

An example of the implementation of the FIFO principle in stock storage.

6.4.1.2. Functional and process placement

When stocks enter the area, they are placed at storage locations. When these items are required, they are taken from the storage areas. Any stocks are always "placed" and "withdrawn".

Hence, there are two ways to control:

Easy placement - functional method

Easy withdrawal - process method

With the functional method, the product is easier to place, easier to manage zones. However, it requires moving between zones and moving deeper into the zone.

Functional placement method.

With the process approach, the product is easier to select, since everything necessary for a particular product is within one zone. This makes it easier to collect the same items over time. However, these areas are more difficult to manage.

To stabilize the picking process using pitches, process placement is recommended.

Process method

6.4.2. Tools and Five Stages of Tool Sequencing Development

The difference between tools and stocks is that tools and other items after use need to be returned back, and stocks are not needed.

Any order achieved will sooner or later collapse if you do not think over ways to easily return the tools.

There are 5 stages in the development of ordering tools.

6.4.2.1. There is no order

Tools can be found anywhere. Workers spend a lot of time looking for tools, using them, and leaving them where they feel most comfortable. Sometimes workers form their own "personal reserves"

6.4.2.2. Instruments are collected in groups, stored together

Tools, packing material and even rubbish are collected in separate locations. This makes finding and returning items a little easier.

6.4.2.3. You can visually understand where to return tools

To make it easier to know where to return items, the following methods are used

Indicators

Stickers, markings, and other examples are good examples of where to return items. For details on labeling requirements, see visualization requirements above.

The indicator shows where to return the tool.

Color coding

The color coding indicates well which zone the item belongs to. For example, if the tool is used in certain areas or when servicing equipment, forklifts, etc., then it should be color-coded the same as that of that area / equipment.

Tray color matches zone color

Shadows and outlines

If the specific place where the item should be stored is defined vaguely and not specifically, then it is difficult to maintain order in the zone. The "Outline" method is well suited for visually identifying a specific place.

The essence of the method is that the outline of the object is drawn on a substrate with paint or film (usually yellow). The contour of the object should not protrude more than 1-2 mm beyond the dimensions of the object. When placing the item in the storage location, the shadow should overlap by 90 - 100%.

Object outline

A variant of the "Contouring" method implementation

Sometimes stencils are made to fix objects in which tools are embedded.

Note: A combination of contouring and color-coding techniques is especially effective

6.4.2.4. Order is maintained without looking

People by nature often do many things without looking at them and without spending a lot of attention. The following principles exploit this human property.

Tools are located at arm's length

Available areas for tool placement.

When an employee is busy doing his main job, he does not think about the fact that he needs to return the item to the right place if this place is somewhere far away. Therefore, the best way is to arrange items in the immediate vicinity of the worker's use.

If multiple tools are used, they must be sorted in the order of use.

Tool storage in close proximity to the place of use and in the correct order.

Increasing space

Everyone knows how difficult it is to insert thread into the eye of the needle. You miss a few times and you get nervous. Similarly, it happens in the workplace. If a worker is confronted with a similar nervous situation when returning an item, then order quickly turns into disorder.

We cannot easily get into the eye of the needle because it is so small.

When we pour liquid into the narrow neck of the bottle, we use a funnel, since the working distance of the funnel is larger than the neck.

How to prevent liquid spills?

This principle also applies to work areas. The farther the distance we need to go, the easier it is to maintain order.

Four stages in the evolution of order

6.4.2.5. Items are not refundable, they are returned by themselves.

Even if objects are within arm's reach, often some workers still find it problematic to put them back in place. The way to solve this problem is to hang the tool, add springs, etc.

The worker lets go of the screwdriver and it hangs over the assembly site.

6.4.2.6. Items are not used at all

The key question in this phase is: "Can we give up this subject altogether?"

Combining the functions of items and tools

Eliminating the function that needs this item

To eliminate the need for a subject, you need to ask three simple questions for each subject:

Why should I use the tool?

What is the main function of the tool?

Is there any other way to accomplish this function without this tool?

How can I get this job done without a tool?

6.4.3. Liquids, greases, oils

If the company performs routine maintenance of equipment, refueling, etc., then there may be different types of fluids in the working areas, there are different procedures for using these fluids. The best way to control these items is to use color coding.

Color-coded liquid use

6.4.4 Wiring

Reasonable wire routing facilitates subsequent cleaning and inspection. The wires must be collected together (in cable channels or holders), fixed in places that prevent damage to them.

Never leave wires on the floor!

Fastening wires above the floor, in a bundle.

Incorrect wire placement.

6.4.5. Marking of aisles, boundaries of door opening

Passages should be as straight as possible and wide enough for safe and even movement;

The marking lines indicating the storage area for equipment, racks, cabinets, carts, forklifts and other items should be 50-100 mm wide, applied at a distance of 50-100 mm from the items themselves. In places where this requirement cannot be met, and where it is necessary to show the exact location of the stored items, the distance is determined by the circumstances.

Distance of marking from objects

Floor markings

The color of the paint must meet certain standards. In this case, a catchy color is preferable. An example would be the following option:

work areas (people work) - green;

passages, driveways - gray;

dividing lines - yellow

Example of marking aisles and driveways

6.4.6. Information stands

With the rational placement of information materials, you should:

Use separate boxes and information boards and do not post ads anywhere. Allocate special places for them and strictly follow the rule to hang them only there.

Indicate how long a particular ad should hang. No notice should be displayed without specifying when it should be removed. (Outdated ads are not just a waste of space. The fact is that they hang for so long that everyone stops paying attention to them, and by analogy, people get used to not paying attention to any ads, even new ones).

The adhesive film (scotch tape) should be removed in such a way that after it the wall does not remain unsightly.

Advertisements, posters, and signage should be aligned to the top to keep them neat.

Notice paper and their attachment:

should be three or four standard sizes;

hanging ads must be well sized. First of all, they should not interfere with anyone, break off;

Advertisements must be securely attached so that they do not dangle or fall from the wind when windows are opened or when people pass by.

Ad fonts. Ads can be written by hand, but they must be written neatly and clearly. Important ads should not look like "graffiti" (rock art).

6.5. Monitoring the effectiveness of the second step of the 5C system

Monitoring the effectiveness of the second step of the 5C system is carried out using the "Checklist for checking the effectiveness of the implementation of the 5C system" (Appendix 6).

The checklist should reflect the effective site criteria developed in the second step.

In the next article,. All materials in electronic form will be attached to the article with the last part!

The 5C system was developed in Japan and is considered the "foundational" concept of the lean system.

DEFINITION:

The 5C system is a workplace organization system aimed at creating optimal conditions for performing operations, maintaining order, cleanliness, tidiness, saving time, energy, and includes five sequential steps that begin with the letter "C": ("sorting", " systematization "," keeping clean ";" standardization ";" improvement ").

Five simple rules of the 5C system indicate what employees need to do in the workplace!

Stage 1 Sorting (seiri)- freeing the workplace from everything that is not required to carry out current production or office processes.

The purpose of the first stage is to free the workplace from unnecessary items (materials, tools, parts) that are not used directly or indirectly to carry out production or office processes.

Stage 2 Systematization (seiton)- the arrangement of items in such a way that they are easy to use, find and return to their place, i.e. reduce losses for moving items and workers. This allows you to reduce the time of the process and increase its efficiency.

The goal of the second stage is to eliminate any manifestations of chaos in the storage of materials, parts, tools, equipment, products and during the process. Those. at this stage, it is necessary to eliminate or minimize losses due to movement, waiting, remove excess stocks, and also improve the ergonomics of the workplace.

The goal of the third step is to eliminate workplace pollution that is a potential source of problems or hides existing problems.

Stage 4 Standardization (seiketsu) - development of instructions, methods, standards for fixing and maintaining the results of the implementation of the first three stages of the system. Provides for the presence of visual information (diagrams, drawings, pointers, etc.) on the RM.

The aim of the fourth stage is to develop standards for control and maintenance of order.

Stage 5 Cultivation (Shitsuke)- developing the habit of caring for the workplace in accordance with the procedures established for the four above-mentioned stages of the system. The rules must be steadily implemented and improved. This is how employees' initiative and striving for improvement develop. New ideas to improve the process lead to a revision of everything that was done in the first four stages.

The goal of the fifth stage is to focus on continuous improvement!

IMPLEMENTATION OF THE 5C SYSTEM at JSC TVZ

Since November 2010 at JSC TVZ, the introduction of the 5C system was started in all structural divisions of the main and auxiliary production.

For the successful implementation of the 5C system, working groups were organized, which included heads of departments, specialists and section workers. All current issues on the implementation of the 5C system were resolved jointly at meetings of working groups, taking into account the views of all categories of workers.

Currently, the 5C system covered 165 sites, which accounted for 97% of the total number of sites.

ADVANTAGE OF THE TOOL:

Systematic approach to workplace organization
Involvement of workers and line management in the improvement process
Achieve quick, visible results without raising additional funds

5S (5s system)is a method of organizing a workspace (office), the purpose of which is to create optimal conditions for performing operations, maintaining order, cleanliness, tidiness, saving time and energy. 5S is a lean manufacturing tool.

Order and cleanliness in the workplace, not "orderly chaos", is the basis for all improvements, productivity and quality in industrial production and other industries. It is only in a clean and orderly environment that defect-free, customer-specific goods and services can be produced and the effectiveness of the processes used can be realized. A prerequisite for achieving this is the 5S technique, or 5 steps. Sample instructions, templates, best enterprise experience can be found in practical 5S Implementation Guide .

5 steps of the 5S method

Step 1 - SEIRI - Sorting, removing unnecessary.

At the workplace, all items are divided into necessary and unnecessary. Unnecessary items are being removed. These actions in the workplace lead to improved culture and safety at work. All employees are involved in sorting and identifying items that should be: a) immediately removed and disposed of; b) transferred to a storage location; c) left as necessary and for the performance of the work. It is necessary to establish rules for how to sort out unnecessary things.

Step 2 - SEITON - Self-organization, keeping order, determining its place for each thing.

Tidy up the necessary items. The necessary items are placed in certain places so that they are easily accessible to everyone who uses them! You should also label them for quick retrieval.

Step 3 - SEISO - Maintaining cleanliness, systematic cleaning.

A system is created in which nothing else gets dirty. Make sure everything is in place. Work areas for workplaces should be delimited and marked. Clean regularly and often so that when you need something it is in place and in working order. Thorough cleaning of the equipment ensures the prevention and identification of possible operational problems.

Step 4 - SEIKETSU - “Standardize” the process.

Maintain order and cleanliness by doing the first three steps regularly. The most effective solutions found in the first three steps must be consolidated in writing to become visual and easy to remember. Develop standards for documents, work methods, equipment maintenance, safety measures using visual control.

Step 5 - SHITSUKE - Improving order and discipline.

To maintain the workplace in a normal state, perform work in a disciplined manner, in accordance with established standards. Recognition of the 5S system as a generally accepted daily activity and its improvement. Visualize improvement actions: identify improvements in equipment; write down suggestions for improvements; introduce new and improved standards.

5S is a methodology for designing, organizing and standardizing a work environment:

5S is an orderly way of doing things for designing, organizing and standardizing a work environment. A well-structured work environment makes work easier and is a good motivator.
5S improves labor safety, work efficiency, which assists in the growth of results and helps to identify with the workplace or work system.
5S helps to organize the office, the workplace and the work system as a whole through: reducing the need for what is needed; establishing where it is needed and how much of it is needed.

To ensure the consistency of cleanliness and order, assistance is provided, on the one hand, by the standardization of the implemented processes and measures taken, on the other hand, by the conduct of an audit, possibly in conjunction with a remuneration system. Figure 1 shows one of the options for the checklist (plan) of the audit of the 5S method, the use of which will allow us to assess the actual situation at the workplace, production site, functional area and to develop measures to bring cleanliness and order.

Scheme 1. Checklist for audit method 5S

Department Manager Auditor		Surname of the head Name of the auditor		Date:
			Assessment	Comments
Step 1 - SEIRI	1. All unnecessary things have been removed or marked
	2. All unnecessary things have been moved to a new location or disposed of
	3. Locations for finding materials, stackers, etc. have been determined.
	4. A list of missing items has been developed.
Step 2 - SEITON	1. All paths and passages are accessible and free
	2. All means of production are clean and functional
	3. Workplaces are kept clean
	4. Workplaces for industrial waste and their processing are available and functional
Step 3 - SEISO	1. Cleaning and maintenance schedules exist and are respected
	2. Working areas for workplaces are delimited and marked
	3. Download space is available and free
	4. Order is maintained through visualization
Step 4 - SEIKETSU	1. All unnecessary things are regularly deleted
	2. Storage locations are set for minimum demand and are used for the right purposes
	3. All markings and designations are valid
	4.Employees follow occupational health and safety regulations and instructions
Step 5 -SHITSUKE	1. The results of the previous audit are posted for review
	2. Action plans are posted and are being implemented
	3. Corrective action on the last audit completed
	4. Internal audit is being conducted
	Overall score in points
	Target set

Example 5S in the office (photo)

The image below helps to visualize the results of the 5s implementation in the office: all the tools are organized, categorized and easily accessible.

More articles on this topic can be found in section Lean Manufacturing portal libraries.