Many sites introduce 5S and Total Productive Maintenance (TPM) into their production areas, but they are disappointed as improvements are not sustained, especially if more than one shift is involved. To address this issue, this book presents an approach to 5S that assists sites to establish production area-based teams of four to eight members, including a designated frontline leader with effective responsibility for their workplace. Then, through an inductive approach of emotive questioning, all production area-based team members are engaged to embrace 5S thinking through an improvement activity called work area management, an enhanced version of 5S, and a prerequisite for successful implementation of TPM’s Autonomous Maintenance.
This approach uses a 10-step process and initially focuses on the Work Area to minimize extra work thrown to the Maintenance Department. It involves allocating focus points to each team member other than the Frontline Leader to ensure involvement and accountability, introducing Compliance Audits for agreed standards to reinforce correct behaviors, and improvement sheets to ensure agreement between shifts before implementing any changes. This results in a sustained neat work area with a “place for everything and everything in its place,” but more importantly, a work area where standards are agreed upon and respected across all shifts. This approach also provides a very solid foundation for going forward with TPM’s Autonomous Maintenance, which includes 5S thinking for the equipment to achieve failure-free (zero breakdowns), trouble-free (zero quality problems), and a safe workplace (zero accidents and incidents).
Many sites introduce 5S and Total Productive Maintenance (TPM) into their production areas, but they are disappointed as improvements are not sustained, especially if more than one shift is involved. To address this issue, this book presents an approach to 5S that assists sites to establish production area-based teams of four to eight members, including a designated frontline leader with effective responsibility for their workplace. Then, through an inductive approach of emotive questioning, all production area-based team members are engaged to embrace 5S thinking through an improvement activity called work area management, an enhanced version of 5S, and a prerequisite for successful implementation of TPM’s Autonomous Maintenance.
This approach uses a 10-step process and initially focuses on the Work Area to minimize extra work thrown to the Maintenance Department. It involves allocating focus points to each team member other than the Frontline Leader to ensure involvement and accountability, introducing Compliance Audits for agreed standards to reinforce correct behaviors, and improvement sheets to ensure agreement between shifts before implementing any changes. This results in a sustained neat work area with a “place for everything and everything in its place,” but more importantly, a work area where standards are agreed upon and respected across all shifts. This approach also provides a very solid foundation for going forward with TPM’s Autonomous Maintenance, which includes 5S thinking for the equipment to achieve failure-free (zero breakdowns), trouble-free (zero quality problems), and a safe workplace (zero accidents and incidents).
Understanding, Measuring, and Improving 5S for Operations to Support TPM: How to Build the Foundation for Autonomous Maintenance
170
Understanding, Measuring, and Improving 5S for Operations to Support TPM: How to Build the Foundation for Autonomous Maintenance
170
Product Details
| ISBN-13: | 9781041099512 |
|---|---|
| Publisher: | Taylor & Francis |
| Publication date: | 12/24/2025 |
| Pages: | 170 |
| Product dimensions: | 8.25(w) x 11.00(h) x (d) |