Dohmen Consulting UG

Effektiv, nachhaltig, kostenneutral in Arbeitssicherheit, Qualitätsmanagement,

Umweltmanagement und Prozessoptimierung

6S
Creating a culture which sustains
a safe, clean, organized and
efficient workplace
 6S
Do you know this pictures?
 6S
Do you know this pictures?
 6S
Do you know this pictures?
 6S
• The foundation for the 6S's is derived from the Japanese
practice of 5S.
• Although translations from Japanese to English often
vary, the following meanings were chosen to maintain
the simplicity of the 5S acronym while adding a sixth S:
(Safe), because occupational safety, and therefore
employees, come first.
• There is a hierarchy to the implementation of the 6S's.
We must start with the 1S and complete it before
advancing to the 2S. Then complete the 2S before
beginning on the 3S, etc.
Think about it, straightening up and organizing things that
you don't need makes very little sense; instead, get rid of
them.
 6S
• But before beginning at all we must tackle one of the
toughest challenges of a 6S campaign…changing our
mindset.

• An attitude that workplace cleanliness and organization

is necessary to the well being of our company is the
foundation for 6S.

• Without this, 6S will surely not sustain itself.

 What is 5S?
Level Japanese English Meaning

1S Seiri Sort • Remove things that are not needed

• add things that are needed

2S Seiton Straighten • Set in order

• Define quantities of things

• The aim is to clean the workplace

3S Seisou Shine regularly and keep it clean.
• The clean workplace is of the work
quality

4S Seiketsu Standardize • Define Standards

• Keep and improve the standard

5S Shitsuke Sustain • Self-discipline

• Leader Standard work
 Why 6S?
• To make and maintain an safe, organized, clean, high-
performance workplace with focus on:

• Low-cost  high-impact

• Gets everybody involved

• Makes the 8 wastes [TIMWOODS] visible

 Why 6S?
• Selling a 6S program to your organization can be easy
because it can be related back to the company’s ability
to make money.

• Make 6S a natural extension of your waste elimination

efforts.

• When the workplace is well-organized, 6S makes it

easier to be Lean.

• 6S exposes quality issues and places emphasis on safety.

• 6S improves Visual Management and promotes

employee empowerment.
 6S and KPIs „SQCDP“
• Safety: 6S removes hazards

• Quality: 6S improves cleanliness, prevents lost and

lacking parts

• Cost: 6S reduces waste  improves productivity

• Delivery: 6S reduces motion  support quick

changeover  lead to higher flexibility  flexibility
improved on-time delivery

• People: Involvement enhance satisfaction and reduce

amount of absenteeism
 Scope of 6S
• When do you make the first impression to your
customer  there is no second chance for the first
impression

• Not just the factory…the scope of 6S is from property

line to property line

• Every team takes ownership of an area

• 6S concern all of us
 Key points of 6S
• 6S is common sense

• 6S requires team work

• 6S is the essential to built in quality and just in time

• 6S is harder than it looks

The 6S level of a company is a good indication of its

management level
 Key points of 6S
• Working with many international consultants has given
us many opportunities to hear comments regarding 6S.
Most concern its relationship to JIT and the continuous
improvement process.

• Common Sense- 6S is not rocket science.

It is a set of very simple rules that, if obeyed, will
maintain cleanliness and order.

• Often the things that would assist in facilitating

workplace 6S.
We already do in our home life. Doing the dishes after
dinner is no different than daily clean-up of our
workplace, but often this task does not occur during our
shift.
 Key points of 6S
• Team Activity- For 6S to work well, it must become a
team activity with all members pulling equal weight. If
everyone does their part….the workplace will remain
clean and organized.

• Can’t do 6S- If you can’t do 6S, you can’t do the other

work. Many believe 6S is a wasteful process and
therefore, would be better left undone. Nothing could
be further from the truth.
The essence of 6S is to maintain a clean, orderly, safe
and productive workplace. Not embracing 6S
jeopardizes all of these.
 Key points of 6S
• 6S is difficult- Many people believe that doing 6S is easy.

Those that believe this have never achieved true 6S.

They most likely believe that 6S entails the first
step:overall clean-up. This must take place to begin the
process, however, getting to the 6th. S-Sustain, will
require considerable time, effort and follow-up. While
the steps of 6S are simple…putting them in practice is
NOT easy.
“If you can’t do 6S,
you can’t do lean.”
 Phases in 6S

Do it step by step and involve

everybody!
 Tips in 6S
Visualize current situation and the progress in 6S
 Tips in 6S
• Like any improvement effort, it is very important that we
first document the “status quo” (current condition). If
we don’t, we will often forget how bad it really was
before.
• Therefore, before beginning a 6S campaign in a area,
take time to photograph the area. Be sure to record the
date and the position the picture was taken. Then it will
be possible in the future to replicate the shot and show
the improvement efforts.
• While this is often regarded as unnecessary, it is
amazing how quickly we forget how bad it really was.
• Avoid photographing employees and inform the works
council.
 1S for Safety
• Take near misses and unsafe conditions seriously
• Investigate it and take countermeasurements
1
Serio
us
Injuri
es
30
minor accidents

300
near misses

A certain number of near misses will eventually lead to

an occupational injury
 1S for Safety
Find, fix, prevent fix unsafe conditions by 6S activity

• Hot
• Sharp
• Pinch points
• Slip hazards
• Trip hazards
• Fall hazards
• Missing equipment guards
• Repetitive motion injury
• Strain
• Lifting, reaching, bending
• Unclear standards
• Lack of training
• Not using PPE (personal protective equipment)
 1S for Safety
A properly designed workspace is also a safe workplace.
As a double check during the 6S campaign, be sure to
examine the items listed to insure that it is so.
 Safety in 6S
Unsaved conditions or near misses are everywhere!

Many situations exist out of habit, they are usually no

longer seen or noticed by employees. Therefore, special
attention is required here.
 Safety in 6S
• A near miss is an unplanned event that does not result
in injury, illness or damage to an employee, but has the
potential to do so.
• Occupational accidents are accidents that employees
suffer while at work or on their daily commutes or on
official business (all work-related trips, flights and
walks).
• Any occupational accident that results in lost time > 8h
after the event must be reported to Hartmann by means
of the accident report. This definition is an internal
definition, varies from company to company.
• Occupational accidents with a downtime of > 3 days
must be reported to the employers' liability insurance
association by means of an accident report.
 Safety in 6S
Why report Near Misses?

• Learn from potentially dangerous situations

• share experiences

• Improve learning culture -> learn from near misses

• Take proactive measures to prevent accidents

• Counteract unsafe conditions and actions

• Positively influence employee behavior

• Lost time, sickness costs are minimized

 Safety in 6S
Why report Near Misses?

• Learn from potentially dangerous situations

• share experiences

• Improve learning culture -> learn from near misses

• Take proactive measures to prevent accidents

• Counteract unsafe conditions and actions

• Positively influence employee behavior

• Lost time, sickness costs are minimized

 2S for Sort
• Do I need this right now?
• "When in doubt, TAG it out"
• Install a RED-Tag area to collect all unnecessary things!
 2S for Sort
• Last week’s pizza box is a prime candidate or it is a
phone book from 2003. You may be surprised what you
find during a Sort.

• Go to your work area and look all around. Start with

floors, aisles, workstations, corners of rooms and
buildings, underneath equipment, small rooms, offices,
items hanging on walls, loading docks, shelves, inside
cabinets, racks, sheds, closets, etc.

• Make sure you take pictures of the area before you

started sorting.
 2S for Sort
• Sort things into two categories: what is needed right
now to do the job and everything else. Keep what you
need, and use the “red tags” either to identify what
needs to be thrown away, stored, or when it is unclear.

• Before you start in your Sort activities, you need to

establish some sorting criteria. What is the right length
of time to think about when asking yourself “should I
keep this?”.

• A perfect guideline, anything you haven't used in 6

months can be sorted out
 2S for Sort
• Use the 80/20 Principle to separate
remaining items by importance.

• Develop a listing of what is required

in each area and then keep only
those items in the workplace.

• Use the 80/20 Principle to separate

remaining items by importance.

• Develop a listing of what is required

in each area and then keep only
those items in the workplace.
2S for Sort
• Create a quarantine
area where you can
store items you are not
sure if you should
dispose of.

• Make sure the red tags

have dates on.

• Clean it out ASAP

 2S for Sort
• You will probably end up with some items that you just
don’t know if you should keep it or not.

• In this instance put the item with its red tag into a
“quarantine area”.

• Make sure the red tag has a date on it and periodically

you should sort through the old items and dispose of
them (3 months).

• Create a location for the items where they are identified

and everyone who needs to know where they are does.
This could be a central tool crib for specialist tools not
used often.
 2S for Sort
• Have one of the team members keep a "sorting log"
while you make red marks. Why is this important?

• In the rush to sort things that aren't needed, some

things may end up in the red flag area and be
mistakenly marked as unnecessary.

• The sorting log provides a summary of things marked,

their origin, disposition status, etc. for later review.
You should also consider items that are of value to
your business,such as tools and equipment.
You should include the responsible persons in this
process!
 3S for Straighten
• What is the right place for this?
• “A place for everything, and everything in its place”
 3S for Straighten
• Let's think like a gunslinger for once. Do you think a
good gunslinger can have bad 6S?

• How important is storage of equipment at the point of

use for a gunslinger?

• Everything should be stored in the order in which it will

be used and think about the ergonomic arrangement of
items. Everything should be easy to use.

• Items should be where you need them when you need

them, so reaching for them comes naturally.

The more descriptive you make it, the more likely you are
to notice when you are missing an important item.
 3S for Straighten
• Understand the current situation
after sort

• Decide “Where” things belong

• Decide “How” they should be stored

 3S for Straighten
• After you have sorted out everything in the workplace
and only the essentials remain, the work is not over.

• Now you need to organize the remaining items so that

they are easy to find, easy to obtain, and easy to return
after use.

• This concept is not difficult to understand. However, it

is often difficult in the workplace when these simple
steps are not followed.
 3S for Straighten
• Understand the Status Quo!
What is happening right now?
What is needed in the way of tools or supplies.
• Understanding the standard work of the operator and
what tools and materials are required to perform it
properly is a good first step.
• Decide with the team, WHERE things belong. Doing a
more detailed “Rule of Frequency” application.
Look at who uses what and when they use them.
• Decide HOW things should be stored. Easy to get…easy
to put-away…easy to handle? Just because things are
easy to find does not mean they are easy to get at.
 3S for Straighten
• WHAT will ensure that rules are obeyed.

• Someone must act as the police and insure that all the
rules are obeyed.

• This will mean periodic inspections and discipline.

Without this all is for naught.
 3S for Straighten
Focus is: Determine a PLACE for everything!

• Distances to parts and tools

• Frequency of use

• Time required to get and put-away

must be in consideration!

Standard work is the KEY!

 3S for Straighten
Our movement toward 2S must begin by analyzing how
people get things out and put them away, where they get
them from, and why it takes so long.
• Don't try to draw sketches on a store layout from
memory. It won't work.
• Also, be sure to study new operators along with veteran
operators, as old habits are often difficult to break.
Analyse the variables that affect workplace productivity.

 Distances to parts or tools

 Frequency of use
 Time required for procurement and storage
 3S for Straighten
Our movement toward 2S must begin by analyzing how
people get things out and put them away, where they get
them from, and why it takes so long.
• Don't try to draw sketches on a store layout from
memory. It won't work.
• Also, be sure to study new operators along with veteran
operators, as old habits are often difficult to break.
Analyse the variables that affect workplace productivity.

 Distances to parts or tools

 Frequency of use
 Time required for procurement and storage
 3S for Straighten
A place for everything for

• Tools

• Parts

• Materials

• Equipment

• Work areas, work cells

 3S for Straighten
Set “3 F” Standards

• Fixed quantities
• Fixed location
• Fixed sequences, direction
 3S for Straighten

If you had only 30 seconds to find the item you needed,

which storage method would you prefer?

Consider the point of usage!

 3S for Straighten
• Making things visual is a key step in Straightening.

• This is an opportunity for establishing locations,

min/max levels for WIP and supplies, and proper
placement markings for equipment (pallet jacks,
forklifts) that moves in and out of areas.

• What is “point of use storage”? Let’s talk about what

it’s not. If you have to take a step to get it, that’s not
point of use. If you have to stretch or strain to reach it,
that’s not point of use. If it’s more than 3 feet away
from where it is used, it’s not point of use.
 3S for Straighten
The point of usage:

Materials, tools, parts, etc. located at the process where

they are used

• Immediately available
• Within arm’s reach
• Visual
• Safe

Minimize wasted motion,

waiting, that’s our focus!
 3S for Straighten
The point of usage:

Materials, tools, parts, etc. located at the process where

they are used

• Immediately available
• Within arm’s reach
• Visual
• Safe

Minimize wasted motion,

waiting, that’s our focus!
 4S for Shine
• Why does it get dirty?
• “The best cleaning is to not need cleaning”
• But here leave the church in the village!
 4S for Shine
Lets talk about!

• A common misunderstanding about 5S is that it’s about

sweeping up and cleaning. It’s not. In fact, it’s about
NOT cleaning.
• First, do an initial physical Sweep to make everything
clean by picking up trash, sweeping the floors clean, and
wiping down machines and equipment.
• Aftwards, do a visual Sweep each day and notice where
things are getting dirty again. Write down the reasons
why, and take action to eliminate the root causes.

This is one of the ways how 5S eliminates the

waste of defects.
 4S for Shine

Daily cleaning is a form of inspection and a

Standard work of employees!
 4S for Shine
• Doing a cursory cleaning of your department from the
end of a broom or air hose does little to address the real
issue of contamination.
An effective 6S or TPM (Total Productive Maintenance)
program goes much deeper.

• We must analyse the equipment and clean as necessary.

This routine may uncover abnormalities before they
become major problems.

• As we move towards a Preventive type 6S, many of the

things we do will be similar in Total Productive
Maintenance. Instead of finding ways to improve the
cleaning process, we find innovative ways to prevent the
process from requiring cleaning at all.
 4S for Shine
• To get there we must use a disciplined attack.

• Macro Level means: This level cleans everything in the

department or cell and deals with some of the overall
cause of contamination. Often we are content to
minimize rather than eliminate.

• Other times we look to find ways to reduce time for

clean-up. Often the result is keeping the workplace
clean by improving the method of cleaning or
eliminating

If we wait for a year to scrape off the gunk and grime it is

hard telling what we will discover.
 4S for Shine
“Cleaning with Meaning”:

• Restore best conditions

• Find the sources of filth

(Pollution Source Maps)

• Eliminate root causes

• Reduce the need to clean

Think about it and discuss in the group!

Similar examples ???
 4S for Shine
Keys for success are:

• Ask “How clean is clean enough?”

What is our standard, what we expect as “clean”

• Clean beyond the surface!

• Find the root cause of the filth

 4S for Shine
• In the Sweep step of the 5S, you clean everything inside
and out. The point is not to clean things to make them
beautiful, but to understand why they got dirty in the
first place.
• Once you know the cause of the dirt, grime or mess, you
can fix it.
• By physically removing items from the floor, desks,
machines and workstations, you achieve better quality,
a safer and healthier workplace and fewer equipment
breakdowns.
• How clean is clean enough? A good rule of thumb is to
clean until you know why it's getting dirty, then fix the
cause.
 4S for Shine
Clean-up of the workplace has often been relegated to the
last five minutes of the shift with no expectations for the
job. This method accomplishes very little and often only
redistributes the dust and dirt.

Assign Zones of Responsibility

Define standard works

Set time limits for cleaning

Everyone begins at same time

 4S for Shine
• Zones of Responsibility: Everyone should be assigned a
designed zone within the area and be made responsible
for keeping it in 6S order. Everyone should clean their
own room. These zones should be periodically checked
to insure that they are maintained.
• Standard Routine: Just because many of the daily
cleaning operations do not add value, does not mean
that we cannot create standard work for them. By
doing this we can find ways to improve or eliminate the
tasks we are doing  reduce TIMWOODS!
• Set time limits: Therefore, make sure you determine
and specify the allowable time to perform the daily
activity in relation to the 6S. Knowing this, we can
improve the time.
 4S for Shine
• Start together: Do it as a team, e.g. when maintaining
or converting a production plant. In this way, it is easy to
determine whether the correct work tasks have been
completed during daily maintenance. Adjustments can
be made.
 5S for Standardize
• What does good 5S look like for us?
• Make visual what needs to be done.”
 5S for Standardize
• What does good 5S look like?

• Where should things be stored to maintain safety and

maintenance access?

• What colors should be used for labeling and markings in

the shop and the office?

• How much time should it take to maintain good 5S on a

daily basis?

• The first line of defense against backsliding in 5S is to

Standardize properly.
 5S for Standardize
• The simpler and more visual the standards are, the
easier it is to sustain the clean, organized state.

• Everyone can recognize what good 5S looks like and how

it affects productivity.

• Involve employees in order to define standards, because

they have to work wit it!

Recommandation: Install a visual Management cataloge!

 5S for Standardize
Standardize Factory Visual Controls
 5S for Standardize
Standardize Factory Visual Controls

• Making things visual is an essential part of the

Standardize step. It makes it easier to understand and
also you know right away when 5S is slipping.
• Establish rules for how to make a clean and organized
workplace visually apparent.
• Consider how to use divider lines on the floor, outlines
for placement of carts or trucks, minimum/maximum
height limits, color coding and labeling, arrows and item
location, etc.
• Also remember to use the established safety standards,
symbols and colors for unsafe equipment and processes.
 5S for Standardize
Color concept
 5S for Standardize
Color concept

• As part of your Standardize activities, you may want to

color code the workplace.
• Reference any existing standards your organization has
for color coding to avoid confusing. (E.g. ANSI Z535.1-
1998. “Safety Color code”).
• Use the ANSI standards unless there are other standards
you are required to follow, and use the remaining colors
for other uses. Also keep in mind that not all people
have perfect vision, and some people are color blind.
Use colors, words, and symbols to make sure that the
message is communicated more than one way.
 5S for Standardize
Standardize Cleaning
 5S for Standardize
Standardize Cleaning

• Some processes are simply dirty. It may not be practical

or cost-effective to immediately eliminate the cause of
all the dirt generated in a production facility.
• In this case, it is best to contain the dirt as much as
possible and create standards for cleaning and sweeping
in this area.
• Just as there are daily, weekly and monthly checklists for
operators and maintenance tasks in TPM (Total
Productive Maintenance), there can be scheduled
cleaning in 6S.
Creating a checklist to look for during cleaning also helps
identify new causes of soiling.
 5S for Standardize
Standardize

• Being able to tell the difference between “normal” and

“abnormal” and being able to act accordingly.

• Visual Management makes use of our dominant sense of

sight to ensure the rules are recognized and followed
 5S for Standardize
Standardize

• Implementing 6S activities in a plant or department can

dramatically improve organization, cleanliness and
safety. However, if not maintained, it can easily revert
back to the old state.
• This standardization creates a "visual check" to detect
anomalies as they occur. When setting rules for the
first 4S, it is very important that they are easy to follow.
• By using "visual management" we can use our dominant
sense of sight to ensure that the rules are followed.
Even an outsider trained in 6S can observe the
workplace and spot an abnormal situation.
 5S for Standardize
Visual controls

• Visual inspections help to immediately detect

abnormalities or deviations from the standard!
 5S for Standardize
Visual controls

• Zone Labels: With a the normal operating range marked

on the gauge, it is very easy for the operator to observe
if the process condition is correct. Also notice that the
face has been turned so the correct condition is with the
dial pointing up. Correct operation can be easily
observed at a distance. (All dials point up!)

• Temperature Labels: These inexpensive liquid crystal

labels can be mounted on motors, pumps, etc where
temperatures must not exceed a set limit. They can be
easily observed and action taken before a problem
occurs.
 5S for Standardize
Visual controls

• Position Markers: The correctly marked storage position

for machines, skids and tools can make it easier to find
them when required. If not there, they must be in use.

• Preventive Maintenance Indicators: These markers

indicate frequency, type and amount of lubrication used
at particular spot on machine. Standardization of
indicators make PM much easier. The storage locations
should use same markings. Tools can also be marked to
indicate when they are scheduled for re-calibration and
testing. A tag such as this can insure that parts will
continue to meet specifications.
 5S for Standardize
Visual controls

• Directional Markers: There is no question with regard to

material flow when pipes and ducts are properly
marked. Repairs become much easier and major
problems can be avoided. Adjustment handles should
also indicate which directions increase or decrease the
output.
 5S for Standardize
Kind of Visual controls?

• Displays to prevent people from making errors

• Danger alerts

• Indications of where things should be put

• Equipment designations

• Caution and operating reminders

• Preventive maintenance displays

• Standard Work Documents

 5S for Standardize
Visual controls

Use your creativity to come up

with innovative ways of making
everything as intuitive
(immediately understandable) as
possible.
 6S for Sustain
• How can we make it simple to sustain?
• “The less self-discipline you need, the better”
• Self-discipline also provides self-reflection and can drive
the kaizen mindset
 6S for Sustain
• In a World Class 5S organization, very little self-discipline
is required. Everyone has a limited amount of time and
attention they can give in a day.

• The less self-discipline we have to spend to keep the

area clean and organized, the better.

• It's easier to take 5 minutes and follow the 5S standards

than it is to spend 20 minutes using the mop after the
chips are all over the floor!?
 6S for Sustain
• "Develop new habits and common sense" that is our
common goal

• Our attitude must be Cleanliness is critical

• But: A productive workplace need not be a messy, it´s

easier to follow our standards as tidy and clean!

• We understand: 6S help us to get a higher productivity,

get a safe workplace and our business became easier
 6S for Sustain
Sustain Enthusiasm with:

• Before and After Pictures

• Quantify the improvements

• Problem Markers

• 6S Audits by unbiased evaluator

 6S for Sustain
• Once your workplace is clean, organized and
maintained, you will quickly forget how terribly bad it
was before.

• Therefore, take some before, during and after pictures

of the worksite.

• These become excellent visual tools to promote the 6S

program and will also help prevent backsliding.

• Post them prominently on the department's visual

display board.
 6S for Sustain
• If your 6S efforts in the workplace have generated
reductions in materials (lubricants, cutters, machine
parts, etc.), time, amount of waste, or extent of
personal injuries; document and display the results .

• Quantifying these reductions will add validation to your

accolades of the 6S process.
 6S for Sustain
• Occasionally problems will arise that, if left undone, will
begin to undermine 6S gains.

• To combat this effect, attach attention-getting stickers

on places needing special attention.

• It beats constant verbal reminders. Being a "visual

tool", it continues to tell workers what needs to be done
long after a verbal notice would have been forgotten.
 6S for Sustain
Self-discipline

• Lead by example

• Management commitment and attention is critical

• Make 6S a basic part of every kaizen workshop

• Use checklists to score 6S regularly

• Make the 6S process routine and easy

• Be proud to tour customers and suppliers

“Make daily 6S a good habit.”

 6S for Sustain
Self-discipline

• Everyone has to be involved, especially in designing

easier ways to sustain 5S.
• Encourage customers and suppliers to tell you what they
really think about your workplace organization. They
may see areas that you don’t, or notice things that you
learned to ignore.
• You know what the best thing about the 5S is?
Everyone (including your customer) thinks it’s about
how well disciplined the employees are.
• When a customer sees a company with excellent 5S it
can have a big impact in their decision to award work.
 6S for Sustain
Audits

What’s
Happening
Here?
 6S for Sustain
Audits
 6S for Sustain
Audits

• A good way to maintain the success of 5S is to involve

management in the regular evaluation of 5S. After all,
managers need to walk customers and suppliers through
it.
• The 5S audit should not be a policing exercise, but an
opportunity to determine which areas are doing well
and which are doing less well. The audit is a good
opportunity for teams to ask management for time and
resources to implement actions to improve 5S.
• It is important to not only reinforce the 5S score, but
also to show what good 5S looks like. Constant review
makes everyone aware of how important workplace
organization is.
 6S for Success
• Involve all employees

• Expect management involvement

• Clearly tie 6S activity to elimination of waste

• Link 6S improvement with financial benefit

• No one gets a “free pass” from 6S (shop, office,

executives)

• Sustaining 6S is key to sustaining kaizen results

 6S Review
• What are the six S words?

• Which S do you think is most important?

• Where do you see 6S being most useful for you?

• What challenges do you see in using 6S?

• What is management’s responsibility?

 6S Review
• What do you want to get out of 5S?

• How can 5S be useful for you?

• How will it help improve quality?

• How will it improve safety?

• How will it make your work more enjoyable?

 6S Review

6S reviews are not intended to be a knowledge exercise,

but to integrate the 6S idea into daily work.

The goal should be to get an intrinsic motivation

from each employee.

For standard deviations always ask for the cause!

6S pictures for sucess
after completion
6S pictures for sucess
after completion
6S pictures for sucess
after completion
6S pictures for sucess
after completion
6S pictures for sucess
after completion
 6S and TPM

• Due to the high degree of transparency in the creation

of standards and processes, a high level of acceptance is
achieved among the employees involved.

• 6S enables the process of continuous improvement

through autonomous standardization.

• 6S is more than just cleanliness and order. Above all, the

6S method forms the basis for error-free manufacturing.

6S is the base for TPM

 6S and TPM

• Without a clean, tidy workplace, TPM on operating

equipment is not possible or useful. Waste and
contamination are not visible, since unnecessary parts
are lying around everywhere.

• 6S is the basic prerequisite alongside process

standardization for successful TPM.

• It is the building block for the implementation of

autonomous maintenance, professional maintenance,
high quality standards (cleanliness), training, safety and
environment
6S and TPM
 6S and TPM

Do not start
with TPM
without 6S
 Challenges in 6S
• No standardized procedure

• No management support

• Benefits are not communicated

• Lack of knowledge among employees, it is more than

just cleaning or sweeping

• Lack of staying power (change management)

• and many others

 Advantages in 6S
• faster lead time

• reduced inventories due to better overview

• improved utilization of operating space

• better availability of machines and equipment

• shorter time to market

• fewer errors due to improved quality of work

• higher customer satisfaction

• more profit
 6S at home
The 6S method can be applied to any process, even outside
the production environment: examples?

• You want to cook a meal for your friends. First of all, you
should get rid of all unnecessary work material in your
kitchen that doesn't belong there.
This is the only way to really keep track of everything.

• Then succeed in putting all the ingredients you need for

your meal. This includes not only the food, but also the
kitchen equipment and tools.

• Are the potatoes peeled? Then please: the peel into the
trash and the peeler directly into the dishwasher.
 6S at home
• The spatula always goes back into the same drawer so
that there is no unnecessary search time.

• You've thought of everything, of course: label the sugar

and salt - So you avoid an embarrassing surprise at your
perfect dinner.

• And that gives? That's right - safety! No bloodbath with

the cucumber slicer, no nervous breakdowns because
the milk has boiled over.

• And also your roommates will be able to easily orient

themselves in the kitchen, because everything is
standardized.
6S at home
 Rollout in 6S
In order to rollout 6S company-wide you must need answer
any questions:

• Do we start with a model line or a company-wide

rollout?

• Do we have trained dedicated employees?

• Do we install coaches or advocates per area?

• Do we have Leader Standard work respectively Standard

work for 6S?
 Rollout in 6S
• Do we track the 6S Status?

• Do we have a audit plan for 6S (can also be done

unscheduled)

• Do we have an management commitment?

 Excursus RED TAG
• Red Tag refers to a red appendage or label.

• This is used in red tag analysis to mark items that are

considered unnecessary. For example, supposedly
redundant or superfluous elements in a workspace are
marked in this way in order to decide on their removal.

• Red Tag belongs to level „Sort“ in the 6S approach

 Excursus RED TAG

´
 Excursus RED TAG

´
 Excursus RED TAG
Unused or unnecessary items Discard as being
´
(Defectives and Dead Stock) not needed

Items should be
Items very rarely or almost never used
placed in the RED
(Sleeping Stock)
TAG Holding area and
periodically review for
possible disposal.
Items for which no immediate use is
planned but have a good chance of being Store remotely as security
used in future. items. Ease of access is
not a priority. May be
discarded in future if not
used.
Items used once and a while
Store in adjacent
area that is easily
accessible and
Items used frequently near point of use.
(Standard parts and tools)

Keep highly
accessible in work
area or point of use
 Excursus RED TAG
• Sort the needed items and the unnecessary items and
keep only what is needed.

• Person that knows the process puts red tags on things

that are not needed. Others can then come in, and
move out of the area, all the red tagged items.

• What to do with unnecessary items?

 Company wide garage sale

 Pawn Shop
 Recycle
 Someone else may need them
 Otherwise, throw them away
 Excursus RED TAG
• Sometimes it’s not that easy to just start throwing away
company property

 (Do we really need this cabinet here?

 Does my boss need that big desk?).

• Use red tags for all such items if you are not sure. You
never know, another area may actually need that extra
testing unit in your department.

• Red tagging is simple. Attach red tags to items that are

not needed. Fill out the tag. Remove red tagged items
to the red tag area, or “Bone Yard”.
 Excursus RED TAG
• Involve all the people who work in and manage the area
when you evaluate (disposition) the red-tagged items.
Everyone should agree on the disposition.

• Decide upon the extent of the activity and the target

you wish to achieve. Get organized. This is an exercise
in reviewing the who, what, where, when, why and how
of the activity.

• Identify the Target for RED TAGGING. You can’t clean

the whole world, therefore, accurately define the area
in which you plan to do the tagging and stick to that
area. Once completed, you can move onto other areas.
 STAY FOCUSED!
 Excursus RED TAG
• The criteria is by different classifications of items and
often regards excessive quantities or time. ie.: Tag if
quantity is greater than one day supply; tag if machine
has not been used for 21 days, tag if greater than one
week supply.These criteria should all be determined for
your plant or factory and defined before you hit the
shopfloor.

• Again, using the sample in the appendix, modify the

RED TAG to suit your plant’s application. Print the page
on red paper so that they can easily be stopped in the
plant and not confused with other paperwork attached
to items.
 Excursus RED TAG
• Conduct the RED TAG Session. Beginning at one end of
the defined area, progress through the area and RED
TAG anything that meets the established criteria.

• Don’t get into arguments regarding whether items

should be tagged or not while on the shopfloor; we will
review each item later. If not sure…TAG IT! Remove
the upper portion of the RED TAG and leave the RED
TAG locator taped onto the item tagged. This will help
us find it later

• Remember: Trash is trash and should be disposed of

immediately. Don’t waste your time and the time of
others tagging such items as damaged cartoning, empty
soda cups, broken pallets, etc. Just get rid of them.