General Laboratory: Lean 5S Online Training

Welcome to the Lean 5S Online Training course.  The Keen but not Lean Medical Center (KLMC) Laboratory is continuing their investment into their Lean Team. During the Value Stream Mapping and Spaghetti Mapping tasks, the Lean Team identified: Areas that were cluttered and disorganized Redundant equipment in the main laboratory Poorly set up workstations. All this was creating stress for the staff who were spending time searching for items that were not stored where they should be, creating bottlenecks in the processes. Because of this, the Lean Team is now taking a closer look at the pre-analytical area using 5S to improve the process flow. Join the KLMC team on their journey and learn how to apply this tool in your laboratory.   Select Next to continue. Upon successful completion of this course, you will be able to: Define 5S Describe the purpose and utilization of 5S List and describe the 5 sections within 5S Describe what is required to execute a 5S assessment and how to embed 5S into your organization Select Next to continue. Congratulations. You have completed the Lean 5S online training course. Listed below are the key points that have been presented. Take time to review the material before you proceed to the final quiz. Download and print a copy of the Course Review. Define 5S 5S is one of the Lean tools used to identify problems, create a culture of discipline and make opportunities for improvement visible. 5S originated from 5 Japanese words beginning with S that translate into 5 English words/phrases: Sort Set in order Shine Standardize Sustain These steps are applied throughout the whole work process or to the part of the process where the improvement opportunity has been identified. Describe the purpose and utilization of 5S Purpose of 5S: Downtime, created by searching for items required to successfully carry out the process, is minimized Safety issues are avoided Bottlenecks can be more easily identified Proper utilization of 5S will: Deliver on quality, cost and delivery goals Make problems visible and abnormalities jump out Provide opportunity to improve processes Eliminate deep seated waste List and describe the 5 sections within 5S The description of the 5 sections of 5S are as follows: Sort – Remove redundancy Set in order (may also be known as ‘Straighten’) – Place required items in logical order Shine – Clean the area of clutter Standardize – Develop and work to standards Sustain – Follow up to ensure order remains   Describe what is required to execute a 5S assessment and how to embed 5S into your organization The "Sort" tasks requires the team to clearly distinguishing between: What is needed and should be kept? What is not needed and should be removed? Red Tagging Exercise A practical way to implement the "Sort" task Involves using conspicuous red tag labels, to attach to objects that we don't think should be in the area or are not in good working order Once the decision is made on which items are necessary and should be retained, the "Set In Order" task requires that these items should be organized so that anyone can find them easily. The following must be defined for each needed item: A location A limit as to how much of that can be stored A way to make the items easy for anyone to find, use and return We want to create an environment where there is a place for everything and everything has a place. The "Shine" task is to create a clean work environment that is free from clutter and contamination. The benefits include: Clean surfaces and equipment Team member pride and ownership Enhanced instrument performance Increased safety The "Standardize" task is about regularly reviewing the first 3S's to identify sources of abnormality and make further improvements. Examples of systems that can be used to maintain and improve the standards: Checklists Visual standards Clear responsibility assignments Regular audits Consistency is vitally important when implementing "Standardize" across a number of work areas. "Sustain" means creating an environment where 5S has been adopted as a way of life in the workplace, and people are continually thinking of ways to make things even better. Key aspects of "Sustain:" Important to maintain discipline to avoid reverting back to the old clutter and inefficiency that you had before The senior Managers must be seen to endorse the process Resources and time must be allocated for daily 5S activities to take place Select Next to continue. Purpose of 5S: Downtime, created by searching for items required to successfully carry out the process, is minimized Safety issues are avoided Bottlenecks can be more easily identified   Proper utilization of 5S will: Deliver on quality, cost and delivery goals Make problems visible and abnormalities jump out Provide opportunity to improve processes Eliminate deep seated waste Select Next to continue. The description of the 5 sections of 5S are as follows: Sort – Remove redundancy Set in order (may also be known as ‘Straighten’) – Place required items in logical order Shine – Clean the area of clutter Standardize – Develop and work to standards Sustain – Follow up to ensure order remains 5S is one of the Lean tools used to identify problems, create a culture of discipline and make opportunities for improvement visible. 5S originated from 5 Japanese words beginning with S that translate into 5 English words/phrases: Sort Set in order Shine Standardize Sustain These steps are applied throughout the whole work process or to the part of the process where the improvement opportunity has been identified. Select Next to continue.   The "Sort" tasks requires the team to clearly distinguishing between: What is needed and should be kept? What is not needed and should be removed? Red Tagging Exercise A practical way to implement the "Sort" task Involves using conspicuous red tag labels, to attach to objects that we don't think should be in the area or are not in good working order Red Tagging Learn how to conduct a red tagging exercise. To conduct a red tagging exercise: Inform everyone ahead of time that a red tag campaign will be taking place in area and that everyone's help will be needed. Identify an area to store red tagged items temporarily. Identify red tag targets and criteria. Typically if something has not been used within a month then we may choose to red tag that item. For items that are used on an infrequent basis, make provision to store them away from the local work area. They will still need to be easy to find, so make sure that they are well labeled and easy to identify. This will mean that only items that are used on a regular basis are in the local work area and clutter is reduced. When complete, select the X in the upper-right corner to close the window and continue. Once the decision is made on which items are necessary and should be retained, the "Set In Order" task requires that these items should be organized so that anyone can find them easily. The following must be defined for each needed item: A location A limit as to how much of that can be stored A way to make the items easy for anyone to find, use and return We want to create an environment where there is a place for everything and everything has a place. "Set In Order" Execution Learn about examples of how to implement "Set In Order". Slide NumberText BlocksCalloutsAudio ScriptImage File1The Lean Team created a Set in Order plan. For every item that is in the workplace they planned the following: The type of physical storage / container Quantity of the item to be kept Item placement / location Item label and identification code   Select Next to continue.Note: If audio does not automatically start, select the play arrow in the top left to begin. The KLMC Lean Team created a Set in Order plan as part of their 5S process. For every item that is in the workplace they planned the type of physical storage, the quantity to be kept, the location, and a label and identification code. Their plan should cover every item in the workplace and was used as the basis for a Standard Operating Procedure around Workplace Organization. Select next to continue.2Shadow Boards An outline or shadow is created for the item so that it is easy to see if it is there or not Can be a great way to create visual impact Select Next to continue.  Shadow boards can be a great way to create visual impact in support the Set in Order task. The Lean Team created an outline of each item in its location, so that it is easy to see if it is there or not. Select next to continue.3First in First Out (FIFO) The items produced or acquired first are used or disposed of first Ensures that inventory of items are consumed in the correct sequence Samples arriving in the Specimen Reception area were placed in a FIFO lane to ensure the samples that had arrived first were analyzed first    Select Next to continue.The Lean team made sure that all of their "Set in Order" ideas were designed in such a way as to create a First In First Out (or FIFO) situation. This ensures that inventory of items are consumed in the correct sequence. One strategy the team used was to place samples arriving in the Specimen Reception area in a FIFO lane to ensure the samples that had arrived first were analyzed first. Select next to continue. 4Item Placement Items used frequently should be located close by and those items used less frequently further away If items are not needed then we should get them “out of the flow” Select Next to continue.A general rule of thumb is that items used frequently should be located close by and those items used less frequently further away. When organizing storage racks in the workplace, the Lean team placed frequently consumed items in middle racks, and less frequently consumed items at the top or bottom depending on weight. Any items that were not needed were removed from the flow. This concept is basically about putting things where they are needed and creating standard locations for equipment and materials. Select next to continue.5Good Habits By spending time and effort in making the workplace visual, staff will respect and take pride in the new environment This in turn should lead to the formation of good habits where people put things back ready for the next time Select Next to continue.The Lean team observed that by spending time and effort in making the workplace visual, the staff respected and took pride in their new environment. This in turn should lead to the formation of good habits where people put things back ready for the next time. The "Set in Order" task creates an environment where abnormality jumps out. Select next to continue. 6Take Pictures Photographs can be used to document the environment once the Set in Order plan is implemented Creates a visual standard of “how things should be” Can be a good reminder to staff of the standards we are trying to maintain and improve upon  When complete, select the X in the upper-right corner to close the window and continue.The Lean team used Fixed point photography to document the environment once they implemented the Set in Place Plan. By taking pictures and documenting the Workplace, they were able to create a visual standard of “How things should be”. This was a good reminder to staff of the standards we are trying to maintain and improve upon. When complete, select the X in the upper right corner to close the window and continue. "Set In Order" Goals Learn about the goals that can be achieved by performing the "Set In Order" task. When we "straighten" the workplace, here are just a few of the things we are trying to achieve: Eliminate searching time (waste) Make things easier to get to and use - most frequently used items nearby Make things easy to put back - maintain the orderliness Make items identifiable at a glance - use visual controls When complete, select the X in the upper-right corner to close the window and continue. The "Shine" task is to create a clean work environment that is free from clutter and contamination. The benefits include: Clean surfaces and equipment Team member pride and ownership Enhanced instrument performance Increased safety "Shine" Execution Learn about examples of how to implement "Shine". Slide NumberText BlocksCalloutsAudio ScriptImage File1Daily Cleaning Activities Identified daily cleaning activities and routine maintenance required Documented daily cleaning activities and specific times Used visual boards to show cleaning activity status Select Next to continue.Note: If audio does not automatically start, select the play arrow in the top left to begin.The first area the KLMC Lean Team addressed as part of the "Shine" task was daily cleaning activities. The team identified the daily cleaning activities and routine maintenance required and then created documentation to track these tasks. The team also implemented a visual board accessible to all team members that shows the status of each cleaning activity. Select next to continue.2Zoned/Shared Workspace Areas Zoned areas to avoid duplication of effort and create ownership Focused on shared areas of the workplace and make a named individual responsible for them Select Next to continue.The lean team also zoned areas of the workplace to avoid duplication of effort and create more of a sense of ownership. A focus was placed on shared areas of the workplace and named an individual responsible for each one. Select Next to continue.3Chronic Contamination Areas Identified and resolved areas of chronic contamination Set up a system of daily walk arounds to ensure that there are no areas of clutter, and take immediate action if there is   Select Next to continue.The team realized that certain workplace areas suffered from chronic contamination problems. These areas were identified and plans were put in place to address each issue. The team set up a system of daily walk arounds to ensure that there are no areas of clutter and take immediate action if any new problem areas were identified. Select Next to continue.4Personal Workplace Standards Created standards for maintaining personal workspace When complete, select the X in the upper-right corner to close the window and continue.For personal workplace areas, the lean team created standards for maintaining cleanliness to which all team members agreed to comply. The new clutter free work environment helped to foster an environment of pride and ownership. Keeping the work environment clean on a zoned, regular basis also helped to identify sources of contamination and faults can be early before they led to chronic problems. When complete, select the X in the upper right corner to close the window and continue. The "Standardize" task is about regularly reviewing the first 3S's to identify sources of abnormality and make further improvements. Examples of systems that can be used to maintain and improve the standards: Checklists Visual standards Clear responsibility assignments Regular audits  Consistency is vitally important when implementing "Standardize" across a number of work areas.   "Standardize" Execution Learn about examples of how to implement "Standardize". The KLMC Lean team implemented the following changes as part of the Standardize initiative: Assigned one person to be responsible for maintaining the review system. Created a Standard Operating Procedure for reviewing the first 3S's at set intervals. Ensured that all staff are trained and understand in the new way of working. When complete, select the X in the upper-right corner to close the window and continue. "Sustain" means creating an environment where 5S has been adopted as a way of life in the workplace, and people are continually thinking of ways to make things even better. Key aspects of "Sustain": Important to maintain discipline to avoid reverting back to the old clutter and inefficiency that you had before The senior Managers must be seen to endorse the process Resources and time must be allocated for daily 5S activities to take place "Sustain" Execution Learn about examples of how to implement "Sustain". Slide NumberText BlocksCalloutsAudio ScriptImage File1Audits Audit the workplace on a regular basis Share results of audits Create improvement actions based on audits Follow through on all actions with people responsible Select Next to continue.Note: If audio does not automatically start, select the play arrow in the top left to begin.The first way that the KLMC Lean Team executed their "Sustain" initiative was to put in place regular audits of the workplace. It was important that the team shared the results of the audits with everyone in the workplace and that improvement actions were created based on the audits. The team made sure to follow through on all actions with the individuals who were responsible. Select next to continue.2Training Train all new employees in 5S Have refresher courses on 5S for existing employees Select Next to continue.The Lean team also realized that training is essential to maintaining the 5S's. They put in place programs to train all new employees on their 5S programs, and also created refresher training courses for existing employees. Select next to continue.3Checklists and Visual Displays Create visual story boards with before and after pictures of workplace improvements Use checklists to visually display the 5S results   Select Next to continue.The Lean team also helped to keep everyone constantly thinking about the 5Ss by creating checklists and visual displays. The team used visual story boards with before and after pictures of workplace improvements to demonstrate the impact of 5S on daily routines. They also visually displayed the 5S results using checklists posted where everyone had access to them. Select next to continue. 4Workplace Culture / Expectations Make 5S a habit for all staff and encourage correct behaviors Stick to the rules and procedures you set out Raise performance expectations around 5S with staff Constantly reinforce good habits When complete, select the X in the upper-right corner to close the window and continue.The lean team focused on creating a workplace culture that made 5S a habit for all staff and encouraged correct behaviors. It's vital for everyone to stick to the rules and procedures that are set out. The team worked with management to raise performance expectations around 5S with staff and constantly reinforce good habits. When complete, select the X in the upper right corner to close the window and continue. The KLMC Lean Team have now completed their journey to improve their pre-analytical processes:   Processing Mapping: Document the current process Value Stream Mapping: Identify wait states and interruptions Spaghetti Mapping: Record unnecessary movements Key Issue Identification: Brainstorm to identify and prioritize issues 5S: Sort, Set in Order, Shine, Standardize, Sustain Measure Improvements: Process Mapping, Value Stream Mapping, Spaghetti Mapping Select Next to continue.