Don Tapping - The Lean Office: Eliminating Waste of Time and Money. Encyclopedia of marketing Lean manufacturing examples in the office

The team of "Lin Vector" in their work is constantly in dialogue with managers, specialists and workers of enterprises. We want to pay attention to how the implementation of Lean production is perceived by the workers.

We present in this article a verbatim interview with an employee of one of the industrial enterprises:

"I learned about Lean Production when I got a job at one of the largest enterprises in our city. I worked on the main assembly line. When I got a job, we were given lectures on Lean Production, showed examples of how it was and how it has become. They talked about the implemented 5S System "and" Kaizen proposals ". I found it all very interesting.

When I started working, Lean Production was already being implemented at full speed, everyone was talking about it, information stands were placed, the workplaces were clean, there was no blockage of details. In a word - "Order". I liked that senior managers hold their meetings, planning meetings right in the workshop, in production. For these purposes, a special place is equipped.

Kaizen proposals, as I understand it, were introduced in order to collect information from workers to improve the production process. From the very beginning of the implementation of the Enterprise Production System, Kaizen proposals have been financially motivated. They demanded Kaizen proposals from the leaders, and they demanded from the workers, there was even a certain “plan”. We, the workers, wrote Kaizen proposals, received even a small bonus to our salary. The result of these proposals was visible, but over time, funding decreased and the workers simply stopped “bothering”.

The attitude of workers to all this innovation (the introduction of the Production System) is twofold. Some say that it has become much better, cleaner, brighter, the blockage of details has been removed, and labor costs have decreased. Others have a negative attitude - they believe that this is another money laundering. The third doesn't care at all. Unfortunately, there are fewer “supporters of change”. In general, there are problems, but I would say that they arise rather from work discipline, responsibility, both managers and workers.

Often there was an opinion that it was done "for show". For example, they came to conduct timing. Well, some people came, they didn’t even introduce themselves who they were. We were not asked about problems. They were not in all positions. Why did they come? Nothing has changed after them.

Another example is that they introduced a procedure that provides for stopping the conveyor when problems arise. We were instructed by the master on this system. But in fact, the procedure was not followed - I could not stop the conveyor, there was an "unspoken ban" despite the presence of stop buttons ...

For the supply of components - constant downtime. Like in advance I warn that in advance brought up. But the reaction was often untimely.

On the part of some masters, indifference was felt. The master was often "not up to improvement."

Here it may seem to the reader that everything was bad. But actually it was better than "before". For example, when I went to neighboring sites where "lean manufacturing" had not yet been implemented, the difference was clearly noticeable. You immediately realize how much cleaner, more comfortable you have.

After working for a year at the same company, I changed jobs. I want to say that the difference between enterprises where Lean Production is implemented and where it is not, is very significant.

A weak culture of production is immediately evident, everywhere there is a blockage of production, disorganization. I, as a worker, did not understand why line managers are needed there? They work very poorly with subordinates, there is no relationship. During work, you have to do a lot of unnecessary actions due to disorganization. The eternal problem with cleaning products in the workplace, with a shortage of one or another.

There is no respect for the equipment. For example, if a worker sees that one of the elements will soon break, then he still works until a breakdown occurs, and this is the equipment on which he earns money.

When I arrived, young, energetic, with little experience in "Lean Manufacturing", out of sheer habit, I put things in order and maintained order in the workplace. To which people who have been working for a long time told me: “Why are you doing this? They don’t pay for it, and in general, because of you, we will all be forced to do this.” Offering the management some solutions to optimize the workflow, ease of use, the leaders simply let it all pass by. Cleanliness and order are brought only before checking, and are not constantly maintained. As soon as people have free time, they do anything but production. As a rule, they take their phones and sit on the Internet, completely disconnecting from reality. I would generally ban Internet access for employees in the workplace if their activities are not related to it.

After all, the employee, having completed his main operation, immediately switches to the phone, but you can at least tidy up. I often encountered sabotage on the part of workers, i.e. intentional damage to equipment, inventory and products. This was due to the fact that the workers were dissatisfied with working conditions and the management's attitude towards themselves ("indifference"). This is very pronounced when a worker quits and is given a two-week working off. This is where he really starts to "mow"! There was a feeling that senior managers did not know at all and did not understand what was happening in their workplace. In general, the feeling of complete "chaos"!

From my own experience, I can say that Lean Manufacturing brings a lot of benefits to the enterprise. I consider it IMPORTANT to convey to all employees the whole essence of "Lean Production"! It is IMPORTANT that all employees realize why this is being done and why it is needed! Regardless of whether it is a leader or a simple worker.

We pay attention to how the implementation of Lean production is perceived by workers. Very often one hears from managers of various levels that "workers don't need anything" and they are "only interested in wages." In our experience, this is far from the case. At the heart of the motivation of any person is the desire for comfort, socialization, recognition ("Pyradima Maslow", 2,3,4 steps). Accordingly, working conditions, communications in the company are important for everyone.

The basis of Lean (Lean Manufacturing) is a system of continuous improvement (Kaizen), which allows all personnel to be involved in improvement processes. From this perspective, the degree to which workers are involved in the process of identifying problems, in the process of developing and submitting proposals for improvements, will be an indicator of the development of the Production System.

Today, when the competition in the market is high and rivals are on the alert, many companies are beginning to look for new ways and forms of cost savings and business process optimization. The goal is to get ahead and outrun the competition.

I was actively engaged in searching for answers to questions on cost optimization, as well as the implementation of various solution methods, when I headed the Personnel Management Service at a food production enterprise.

It is widely believed that systems of "lean production" or, as they are also called "lean management", as a rule, are applied only in the production itself.

Here it is necessary to explain what is "lean manufacturing"? The term is translated from English as "nothing more", its founder is Taiichi Ohno, who created the production system at Toyota in the 1950s. This is a concept of managing a manufacturing enterprise based on the constant pursuit of eliminating all types of waste. The concept involves the involvement of each employee in the business optimization process and the maximum focus on the consumer.

The starting point is an analysis of the value of the created product for the end user at each stage of its implementation. The main task is to create a process of continuous elimination of losses, any actions that consume resources, but do not create value for the end user.

There are seven types of losses:

1. losses due to overproduction;
2. loss of time due to waiting;
3. losses due to unnecessary transportation;
4. extra processing steps;
5. excess stock;
6. unnecessary movements;
7. release of defective products.

Many tools of the "lean production" system have been developed to solve the problem of cost optimization. It became clear to me that there are methods that help to cope with solving problems not only in production, but also in office work.

Thus, we conducted an experiment on optimizing workflows in the personnel service using one of the “lean manufacturing” tools - 5S.

5S is a method of organizing the workspace, the purpose of which is to create optimal conditions for doing work, maintaining order, saving time and energy, and constantly improving business processes.

The technology for creating an effective workplace consists of five elements:

1. Sorting (Sorting);
2. A place for everything (Setinoder);
3. Keeping clean (Sweeping);
4. Standardization (Standardizing);
5. Improvement (Sustain).

As a result of the implementation, we received not only an understandable standardized system for organizing workplaces in the personnel service, but also significant time savings due to the creation of personnel work standards, the reduction of two staff positions due to the reduction of unnecessary actions and the redistribution of duties, as well as savings in stationery and even office furniture .

Let's take a closer look at each element of the 5S method.

1. Sorting

In the workplace, all items are divided into necessary and unnecessary. It is necessary to remove unnecessary items. These actions also lead to improved work culture and safety. All employees are involved in sorting and identifying items that should be:

1. immediately removed and disposed of;
2. moved to a storage location;
3. left as needed to get the job done.

Items in need of storage are moved to the “quarantine” zone. Such space can be allocated in each service in the office or in a specially organized warehouse. All things moved to the "quarantine" zone are subject to marking, that is, they are marked with red accompanying labels, which indicate:

1. the date;
2. by whom it is marked;
3. Full name and position of the employee (owner of the workplace);
4. information about the item (name, inventory number, quantity);
5. reason for marking (foreign object, not in use, broken, obsolete, purpose unknown, in need of repair, surplus, etc.).

When implementing the “sorting” stage, it is important to devote separate time to the separation of electronic documents: it is necessary to remove duplicating each other and those that have not been used for more than six months. Particularly important, infrequently used can be moved to a folder named "Archive".

2. A place for everything (Setinoder)

The key concepts in this case are the rational arrangement and putting things in order with the necessary items. Things need to be placed in certain places so that they are easily accessible to everyone who uses them. You should also mark them for quick retrieval. The main purpose of this element is to define a "home" for each item in the workspace.

For this work in the office, I recommend using a sports mat, which is so popular during yoga classes or during camping trips, it is also called "foam". Such a rug should be cut into pieces according to the area of ​​\u200b\u200bthe desk drawer, two rugs are needed for each drawer.

Next, you determine the items you need to store in the drawer, for example: scissors, pen, pencil, eraser, ruler, etc. Two rugs are placed in a box, and in the upper rug it is necessary to cut out recesses for each item, having previously made a stencil for each item, circling its borders with a pencil.

In each recess of the lower rug, it is necessary to write (on paper in size and secure with transparent tape) the name of the object that will be placed in the recess. This is done so that everyone can accurately determine the place where the item is stored and always return it to a certain place.

When implementing the stage of rational arrangement, it is necessary to create electronic folders of documents in which they will be located in a convenient way for quick search.

Folder names, for example, can be as follows: working documents - "Projects", "In progress", "5S", "Archive", etc.

In order to avoid re-cluttering the workspace, a cleaning schedule is created with a clear indication of the timing of its implementation and responsible persons.

Cleaning by the owner of the workplace is subject, for example:

• current documents on the desktop - daily (prevention of accumulation of documents, sorting, archive);
• the contents of the cabinets - weekly (sorting, placing unnecessary items in the red label zone);
• office equipment - daily (dust cleaning), etc. according to the established schedule.

Cleaning the workplace, office supplies and appliances, maintaining a rational arrangement of objects according to the created workspace map is the direct responsibility of the workplace owner. Means for maintaining cleanliness and order should always be in close proximity.

During the cleaning phase, it is necessary to sort and delete electronic documents, it is better to do this weekly.

4. Standardization

The most effective solutions found during the implementation of the first three steps must be consolidated in writing so that they become visual and easy to remember. It is necessary to develop standards for documents, work and safety using visual control, develop and implement 5S standards. It is also necessary to introduce visual (visual) control and informing in the workspace, apply "checklists" both daily (5S-five minutes) for self-control and development of self-discipline, and weekly to monitor compliance with 5S standards by external auditors.

When implementing the standardization stage, it is necessary to create a single format of electronic document folders for all employees of the standard service with access to each folder for the manager. In the "checklist", the item on checking compliance with the standard for the location of electronic documents should be singled out separately.

5. Improvement (Sustain)

Goal: to make the implementation of the procedures of the methodology become a habit and an integral part of daily activities in the workspace. It is also necessary to visualize improvement actions: develop and fix proposals for modifications, implement new improved standards.

Sample improvement techniques:

• search for the primary problem;
• its analysis and solution;
• changing the standard of work, taking into account what has been achieved.

Improvement is the pinnacle of the 5S system. Each employee must understand that the creation and maintenance of order is an opportunity to concentrate their efforts for the high-quality and efficient performance of their direct work functionality. Moreover, this happens without unnecessary loss of time and diversion of attention to cases that do not bring profit to the company. Everything focuses on the search for and continuous improvement in work, as well as the implementation of the found proposals in life.

Implementation of the system is impossible without a leader, and, of course, only a leader can be a leader. The work on the introduction of the system is necessarily accompanied by preliminary training and a personal example of the leader. In the course of implementation, employees often have a sharp rejection of the system of order at the very beginning.

We all know what goes on in the desk drawers in the vast majority of offices. In order to find a pencil sharpener, you need to dig through several desk drawers, because they contain a huge number of "necessary things that will definitely come in handy." Employees are indignant, do not understand the purpose of the implementation, sometimes it even comes to the dismissal of individuals who do not want to support the implementation of the system.

Only patient explanations and personal example can move the wall of rejection and mistrust. The hardest part is the “improvement” phase, because it is here that you need to teach each employee to understand that it is his responsibility to make a weekly proposal to improve his work process or the company’s process. It also requires learning how to develop improvements. Of course, this is a very important and voluminous topic, so it needs a separate consecration.

At this stage, it is necessary to teach and consolidate the understanding of employees that each improvement should lead to optimization of time costs, reduction of unnecessary movements, saving resources in order to increase the company's profit, and hence improve the financial condition of the employee himself. Specialists gradually begin to understand that the implementation of the system leads to the stability of the company in the market and to the ability to successfully compete and achieve high results.

I want to add an interesting fact: with the introduction of this system after a pilot experiment throughout the company, many employees had a desire to implement this tool in their households.

Women enthusiastically took out from their kitchen cabinets what they had long been gathering dust on the far shelves and had not been used in any way. They resolutely threw out the unnecessary, and where they doubted whether they needed it or not, they allocated a separate temporary place “red square” and moved “doubtful” items (champagne bottle caps, expired finger batteries, broken penknives, extra bottle openers for bottles stored in excess in each case). Everything that remained after careful sorting was marked and placed in a certain convenient order in cabinets on kitchen shelves.

The workers shared photos with pleasure, how it was and how it has become, and told how much more convenient and comfortable their life in the kitchen has become, how much time they now spend on taking care of themselves, and not on the kitchen.

Men, looking at women, began to restore order in their workshops and garages. The result was not long in coming: now they are already satisfied during the breaks in the smoking room showing off their results in putting things in order at their home workplaces.

Grigory Panov Graduated from the Moscow Institute of Radio Engineering, Electronics and Automation. In 1995 he founded the GrandGift company. He studied at eight different courses on lean manufacturing, which he began to implement in his company since 2006.

Lean rules that improve speed

I will list a few lean rules that we follow in the company. All of them have been proposed as a response to problems that have arisen in the past. Thanks to the introduction of fresh ideas, we were able to reduce the time for processing orders, searching for information, and reducing inventory.

1. Plan of the room. On the wall next to the door to each office is its plan: the location of the tables with their numbers, as well as the names, positions and photos of the employees who sit at them. Anyone who comes to the department can easily find the right colleague.

2. Internal mail. All offices have special racks with pockets for papers. Each of them is signed, some of them have photographs of employees to whom the papers are addressed. This helps to speed up the internal workflow. Suppose an employee has to approve papers from me, but I'm busy. Then he leaves the documents on the stand in his office. I go around the office many times a day and, if I see papers addressed to me, I immediately sign them and leave them at the same stand, but upside down (a signal that the document is signed).

3. Class loading schedule. We have an office where gift wrapping courses are held - we teach this skill to all staff, including cleaners and drivers, as well as customers. In our free time, we use the class as a meeting room. Previously, employees had to check with the training department when a room was available. Now we have posted a sheet in the corridor with a schedule of classes for two or three months in advance. Now anyone can book a time by simply entering their last name in a free box. Of course, it would be possible to maintain a schedule on the corporate portal, but this is more difficult: you need to go to the site, etc. We all walk along the corridor several times a day.

4. Cabinets with open shelves. In closed cabinets, everything is usually piled up, and no one knows exactly what lies there. Junk can take up valuable space for years. Therefore, we got rid of all closed cabinets, replacing them with open shelves. It disciplines the staff.

5. Visual navigation on the shelves. Folders on the shelves stand only vertically - so they are easy to get. To ensure that the folders are always put in their place, we made a marking: an inclined line of a certain color runs diagonally along the spines of the folders. If the folder is not in its place, it immediately catches the eye.

6. Registration of each subject. Each item in the office has its address: cabinet number, table or shelf number, cell number (see photo). rice. 2). For example, wire tags make it easier for employees to move from office to office: we don’t have to figure out where each wire leads from huge coils under the tables, you can read it on the tag. In addition, electrical wires are marked in red, and wires that connect the equipment to each other are marked in green.

7. Signal cards for consumables. We make signal cards for all office supplies (printer paper, cartridges, toilet paper, cardboard, cleaning products, etc.) so that you can notice when they are running low. At the bottom of the container for the material we put a bright card with the name of the consumable. When a person picks up the last cartridge or the last ream of printer paper, this card is opened. Supply chain employees walk around the office every day and, if they see a signal card, they order materials. The idea with signal cards was first used in a corporate first aid kit to buy medicines on time, and then we began to apply it to consumables in the office and warehouse.

8. Its place for each item. One way is to mark the outline of the object, for example, in the drawers of desktops: when the tool is not in place, this is immediately visible. In addition, we implemented the following ideas:

• Homemade table trays. Instead of standard plastic dividers on the tables, there are do-it-yourself cardboard trays with the required number and size of cells (each compartment is signed).
• Thematic toolkits. For example, we have a case for presentations, in which, along with the projector, additional items are stored: a mouse, speakers, an extension cord, a remote control, etc. Each item has its own place, marked with an outline and a signature. The suitcase contains detailed instructions on how to operate the projector. Now there are no more problems: nothing is lost, any employee can independently connect the projector.

9. "Ears" with telephone numbers for monitors. About once a month, we update the list of internal phones - someone comes to the company, someone leaves, moves to another office. Employees came up with the idea of ​​attaching transparent pockets to the monitor, into which lists with phone numbers are inserted. . All divisions are responsible for updating in turn (the specific executor is determined by the head). The duty officer collects information about updates, corrects the list and sends it to everyone in a ready-made format - all that remains is to print it out, cut it out and put it in your pocket. The last line of the list is the person on duty next month.

More on the topic

• Article "How to increase labor productivity by a third when there are no funds for it". In crisis conditions, when there is no money and time for complete technical re-equipment, low-cost (or better, generally free) ways to improve the situation are needed. The most effective method is lean manufacturing.
• Article "Lean Manufacturing, or How to Reduce Waste". The goal of lean manufacturing is to identify, analyze and eliminate all waste in the production process.

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It is very easy for any company to see how the material flow is organized: production or trade. The flow of information and documents in the office is much less obvious. But paying attention to it, finding and eliminating losses is just as important as eliminating losses in production. Why - says lean manufacturing consultant Sergey Gusakovsky.

Today, as a rule, the work of the office causes an ambiguous attitude among the majority of employees. This is understandable: requests come from customers at very different times, work planning requires coordination between departments, sales plans on which the supply work is based are not fulfilled, entries in the CRM database are made late, invoices are received in the accounting department before the preparation of the monthly report and etc. You look at all these problems and, at first glance, who is to blame - it is not clear how to solve - it is not clear.

But, obviously, the speed of business development directly depends on the speed of decision-making, the amount of time for drawing up documents, for signing (waiting).

When compiling value creation maps in many enterprises, it turns out that the time required to produce (create) a product is often less than 1/3 of the total order fulfillment cycle for the client. The rest of the time is spent waiting for information to pass through the enterprise.

Here is a simple example that shows how important it is to organize information well.

If we imagine that an employee spends 10 minutes a day searching for information, then at the rate of 8 working hours (480 minutes minus lunches of 60 minutes and breaks of 20 minutes, 400 minutes remain), the loss is 2.5% of working time.

Now let's calculate how much this is worth in money for the company. To do this, we multiply the number of office employees by the number of working days and by the average salary (we take 300,000 rubles for the average salary per day). As a result, we find out how much it costs us to search for information every year.

The cost of information search per employee per day:

300,000 x 2.5% = 7,500 rubles

The cost of information search costs for the entire office. Let's say an office of 50 people:

7,500 x 50 = 375,000 rubles

And in a year? Suppose there are 240 working days in a year:

375,000 x 240 = 90,000,000 rubles

It turns out that with 50 office workers, the company spends 90 million rubles a year searching for the necessary information! And this is only one type of loss, and there are many more.

Waste in workflow needs to be managed and reduced, not referred to as a limitation of the system.

Many companies create ISO quality standards for themselves and calm down on this: if there is a standard, then there are no problems. But it's not.

Imagine a situation in which people come to work in a company where there is a system of standardized business processes, and even certification according to ISO quality standards has been carried out. There is a standard - the director's soul is calm! However, everything is not so wonderful - you can not stop. ISO 9004 talks about the need for change and improvement, and today in enterprises this often does not happen.

The process must be optimized - losses must be eliminated in it. Thus, a system of vital activity is created: the blood (documents) in the office is constantly moving, and does not stand or move in jerks.

Will the body be healthy if the blood moves in jerks?

Here typical bottlenecks that can be identified in offices with the help of lean manufacturing technology.

• High workload
• Agreement term
• Deadline for compiling the document
• Deadline for signing the document
• Deadline for the document
• Deadline for bringing to the performer
• The need to supplement and improve the document
• Loss of relevance of the solution
• Little interaction between departments
• Extra reporting
• Extra requests
• Weak computerization of the office
• Restrictions in the availability of office equipment
• Lack of feedback
• Duplication of information (low responsibility)
• Complex archives (information storage order)
• Document signing system
• No Delegation System

The list of bottlenecks can be supplemented, but the most important thing is to start working on their jointing - i.e. to reduce the time required in the company's office to go through each document from the moment it arises to execution.

The first step is to collect statistics and analyze how much time each of the bottlenecks “eats up”.

For example, I will give data on the analysis of losses by employees of a large manufacturing enterprise (2500 employees), who analyzed the work in their department and in general for plant management.

The losses that exist and affect office processes were ranked according to a 10-point system:

The department in which the respondent works (the most significant values ​​are highlighted in color):

In general, for the plant:

From the data obtained as a result of the analysis, we see that both in the work of the department and in the whole at the enterprise, losses in “waiting” are determined to be the largest.

It is necessary to change the process of movement of documents, to determine the strict deadlines for finding documents in each department. One of the solutions is workflow automation, but this approach can sometimes teach you how to hide losses.

Often, automation does not increase efficiency, but only automates the "clutter" that exists in the company. Therefore, the first step is to optimize the movement of information and only then automate it.

The analysis also shows that the company has a large gap in the value of losses in transportation - this means that there are no rules in the movement of documents within the enterprise. Reducing options for the movement of documents will help solve the biggest problem - waiting.

How to optimize the office process?

Employees must decide for themselves which method or tool to use. Here are some tools:

1. Exclusion of unnecessary links

2. Converting document approval from serial to parallel process

3. Creation of information maps of the movement of information

4. Creation of a mechanism (tools) for determining the location of the document

5. Creation of the base "fish documents" - templates

6. Creation and launch of an electronic document management database

7. Constant reduction of "reserves" of documents on desktops

8. Document minimization

9. Changing the organizational structure to a flat structure with delegation of authority

10. Introduction of a culture of office work as a performing discipline

11. Introduction of innovations.

The list of tools can be expanded. But I will emphasize the main thing - the effective work of the office is something that needs to be seriously dealt with.

If you do not take active steps, then the existing office processes, personnel management, document flow can slow down and stop the development of the company even more than market restrictions or competitors.

At the end - the scheme of lean production, which is also relevant for building a lean office.

Sergey Gusakovsky

Consulting partner of Key Solutions, consultant on lean manufacturing and financial management.

Interim manager for company management.

Management and organizational development consultant.

Project manager for the implementation of the lean approach (lean manufacturing) in business.

METHOD 5 SMETHOD
5S
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3

How to improve your workplace

5S
This is your tool!
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4

Implementation of 5S in production areas
and workplaces
SEIRI
SEITON
RATIONAL
LOCATION
designate places
storage of items
so that when
need, they can
it was quick to get
SORTING
remove unnecessary
items and leave
only necessary
SHITSUKE
IMPROVEMENT
SEIKETSU
STANDARDIZATION
constantly support
purity
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develop a habit
comply with established
rules and implement for this
necessary measures
SEISO
CLEANING
detailed inspection of production
areas for debris and excess
items, as well as careful
cleaning up to removal of all
dirty places
5

5S method
stage number
In Japanese
In English
In Russian
1
seiri
(Seiri)
Sorting
Sort, eliminate
everything unnecessary for
work
2
Seiton
(Seyton)
Set in Order
keep order
3
seiso
(Seiso)
Sweeping
Keep clean
4
Seiketsu
(Seiketsu)
Standardizing
Standardize for
regular
fulfillment of the first
three S
5
Shitsuke
(Shitsuke)
Sustaning the
discipline
Improve
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5S method
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Possible causes of losses

Garbage and dirt
Mess
foreign objects
Extra parts and tools
Failure to follow the rules and
lack of responsibility
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GARBAGE AND DIRT

lead to the following losses:
EXPECTATION
Contamination of equipment, debris entering the work area can
lead to equipment failure and forced downtime.
Maintenance costs are rising.
DEFECTS
Contamination of working surfaces of mechanisms and devices, ingress
dust in their cavity leads to a deterioration in their functioning.

An untidy working environment leads to increased tension in
relations between employees, the appearance of a feeling of indifference, to
unwillingness to improve the quality of their work.
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MESS

lead to the following losses:
OVER PROCESSING
Inability to find the right tool in a timely manner
leads to the need to use a less suitable
equipment, which may result in additional processing.
EXTRA MOVEMENTS
The search for the necessary tool or fixtures is spent
unproductive time and physical effort, and because of the haste
the chaos is only getting worse.
WAITING AND STOCK
Clutter increases equipment changeover time, time
preparation for processing, repair time. This leads to an increase
equipment downtime, waiting for subsequent operations and
the need for a stock of machined parts.
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FOREIGN OBJECTS

lead to the following losses:
TRANSPORTATION
The accumulation of unnecessary parts (products) requires them
additional transportation to the place of storage,
disposal or place of further processing.
EXTRA MOVEMENTS
Extra items (parts, tools) limit
freedom of action, divert attention, demand
additional moves in progress
operations related to the search for the necessary parts
or tools.
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NO RULES

organization of the working environment uncertain
responsibility can lead to any kind of loss:
EXTRA MOVEMENTS
Lack of regulations for organizing and maintaining a working
environments lead to erratic actions of workers,
extra work and general disorganization.
LOSS OF CREATIVE POTENTIAL
Disorganized activities to maintain the workplace
or its complete absence cause workers
demoralizing feelings.
LOWER SECURITY REQUIREMENTS
PRODUCTION
Poor workplace organization leads to a direct increase
probabilities
accidents and the need
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additional measures to ensure labor safety.
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5S is a system of rational organization of the working environment

Using the 5S system allows
achieve rational organization
working environment and, as a result:
Eliminate losses;
Improve product quality;
Ensure security and improve
labor productivity;
Improve moral and psychological
environment
in a collective.
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 5S activities

Events
5S
At the activity
» has its own
successively
● Activity « »
st.
means, but not
goal.
● Do
activities
" " there is no end.
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In industrial premises, where it is clean and tidy:

higher performance
labor;
less defective products;
deadlines are met more precisely;
better technique
security.
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Objection 1. And what's wrong with sorting and
rational location?
Objection 2: Why clean
equipment, if any
get dirty?
Objection 3: Sorting and
rational layout do not affect
to the growth of labor productivity.
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Objections to implementing a 5S system

Objection 4. We have already introduced
5S system five years ago.
Objection 5: We are too busy
to apply 5S.
Objection 6. Why do we need
this system needs to be implemented.
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Benefits for you personally implementing the 5S system

makes it possible to show
initiative and creativity in
workplace organization;
allows you to make your working
the place is more pleasant;
improves morale;
helps to understand what, when and where from
you need to complete;
facilitates communication with colleagues.
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Benefits for your
system implementation companies
Result 5S
5S advantage
1
No changeovers
Product diversification
2
No defects
Growth in product quality
3
No Waste
Cost reduction
4
No delay
Reliability of supply
5
No injuries on
production
No accidents
Improvement of working conditions
No complaints
Consumer loyalty
6
7
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Uninterrupted work
equipment
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First step - sorting

Sorting means you
free up your workspace
from everything that is not needed when
implementation of current
industrial or
office operations.
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The second stage is a rational arrangement

means location
items in such a way
to make them easy
use, easy to find
and put back in place.
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The third stage - cleaning

means: wash regularly
floors, wipe
equipment and constantly
check if everything is included
clean.
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The fourth stage - standardization

This is the method by which you
can achieve stability
results when performing
procedures for the first three stages:
sorting,
rational location,
cleaning.
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Fifth stage - improvement

means that the execution
established procedures
has become a habit.
Without the fifth stage results
previous four stages
can be kept for a long time.
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TOTAL INVOLVEMENT

The key to successful implementation of the 5S methodology is
universal involvement of both workers and
and executive workers.
Do not demand from employees what you yourself
you cannot fulfill. Order in the shop begins with
order in the workplace of the head! All
should understand that the work team is
a team whose success depends on the efforts of all its
members.
The 5S system does not require significant costs, and its
success depends entirely on the understanding
the importance of the changes being made.
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What item is superfluous on your work
table?
What item can you move to
another place in order to enjoy
them more efficiently?
What should be removed and where?
How can you spend some time on
getting rid of trash and what you need to
carry out this activity
constantly.
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Think about the questions and write down the answers briefly.

What benefits could you
receive at your workplace
after the implementation of the 5S system?
What are the benefits of your
company would benefit from the introduction
5S?
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Think about the questions and write down the answers briefly.

What problems (survival,
competition) are relevant for
your factory?
Which of the sorting principles
rational location and
perfection you already
do you use in your work?
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Thank you for your attention!
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PRODUCTION LOSSES

1.
2.
3.
4.
5.
6.
7.
8.
Overproduction
Transportation
Expectation
Stocks
Defects
Overprocessing
Extra movements
Loss of creativity
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