5S is a management cycle, a management method to ensure that the site maintains the most effective operating environment. The 5 S are interrelated and are an on-site improvement tool that runs through the cycle. Through 5S training and on-site improvement, in order to achieve the purpose of convenient and fast access to tools and instruments, improved one-time pass rate, comfortable office and production environment, and greatly improved communication efficiency, the following content needs to be mastered by every employee.
Definitions and requirements:
1. Seiri (only items of use value are retained on site)
Goal: optimize space utilization through item classification management.
Standardized process:
▸On-site cleaning: implement the person in charge of the area. The person in charge scans and inspects all items in the area, considers the practicality and frequency of the items, and concentrates on the items that are not used at all.
▸Implementation of red card operations: the use of red and green two-color labeling system (red-non-essential items/green-essential items) for on-site item classification and identification.
▸Item disposal management: establish a three-level disposal mechanism (disposal/diversion/return), and the electronic ledger needs to be updated synchronously for necessities.
▸Dead corner location: focus on difficult-to-deal dead corner locations, such as: deep in the office drawer, on top of the equipment cabinet or under the chassis, behind the corner door, cracks, etc.
▸ Environmental compliance: formulate the "Waste Disposal Approval Process" in accordance with the ISO 14001 standard, and clarify the department's joint signing authority.
2. Seiton (let all valuable items belong to each other)
Goal: to build an efficient material access system.
Standard: three-set management: positioning (coordinate positioning code), fixed capacity (standardized container size), quantitative (safety inventory threshold).
▸Positioning: divide and fix the area of items, and the area diagram should be drawn up for the storage of multiple items, and the location name and ledger should be established.
▸Fixed capacity: if you need a container to place items, you should use a suitable container to facilitate picking and placing and protect the items from damage and loss.
▸Quantification: the maximum quantity of consumables is specified for storage, and the existing physical quantity of tools, materials, etc. needs to be clarified, and the person responsible for management should be implemented.
▸Item management: the identification label clarifies the item, quantity, responsible person, status and other information, and frequently accesses the item registration management to ensure that the item accounts are consistent and the quality is qualified.
3. Seiso (on-site cleaning)
Goal: to achieve a zero-failure basic environment for equipment.
Key control points:
▸Responsibility matrix: use the "Cleaning Grid Management Table" to divide the equipment/regional responsible persons.
▸Standardization of cleaning operations: formulate a daily cleaning system and standardize cleaning standards.
▸Improvement of pollution sources: production waste, oil dripping, dust and debris, etc.
4. Seiketsu (system construction to avoid entropy increase)
Goal: to establish a sustainable 5S management system.
Control tools:
▸Quantitative evaluation: use the "5S Dynamic Checklist" (including 20 KPIS such as channel occupancy rate and tool return rate).
▸Performance visualization: implement the weekly red and blue brand competition, and the results are related to the department's KPI kanban board.
5. Shitsuke (altruistic work habits)
Goal: to cultivate a culture of self-improvement and altruism.
Long-term mechanism:
▸Altruism is self-interest: the broken window effect, when a person throws it around, leads to a vicious circle, and in the end, he suffers from it and cannot work effectively. To improve the efficiency of others is to improve his own efficiency.
▸Multi-dimensional incentive: a "5S star" selection mechanism that integrates elements such as safety behavior and improvement proposals.
▸Confucius said: a gentleman is cautious and independent. When working alone, we must also maintain altruism and abide by the management norms of goods, hygiene, and safety to facilitate the use of others.
Core KPI requirements:
1. Workshop scene:
▸Tool positioning: gripper, instrument and other key items, access time ≤15 seconds.
▸Material control: orderly placement, clear identification, consistent accounts, and 100% accuracy.
2. Equipment maintenance:
▸Implement the "three-zero Principle" (zero stains/zero dead ends/zero pollution diffusion), and zero safety accidents occur.
▸Daily inspections: inspections and sanitary cleaning inspections are 100% completed.
3. Office scene:
▸The documents are stored in an orderly manner, there are registered accounts to check, and the accuracy rate is 100%.
▸The desktop and floor are clean and tidy, and there is no debris to place.
▸There are special personnel responsible for the management and cleaning of office supplies such as water and electricity switches, computers, air conditioners, printers, etc. (identification labels), to clarify the person responsible, to ensure that there are no damaged items, and all facilities and equipment operate stably.
Inspection system:
▸Regularly cross-check the scores at the end of each month, open unqualified items, and the responsible department proposes rectification measures.
▸Implement a 5S points system to reward department points based on points.
▸Quarterly PDCA cycle: combine VSM value stream analysis to optimize process bottlenecks.
In short, 5S management is a very practical tool for on-site standardization. Every employee must master how to standardize operations. It is the basis for improving production efficiency and the embodiment of personal professionalism. It cannot be regarded as a forced behavior that the company wants me to do. What we pursue is to work in an altruistic environment, so that every employee can feel a safe, comfortable and efficient working atmosphere.
