Utilises a set of techniques providing a standardised approach to housekeeping and organisation of an environment

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1 5S

2 What is 5S? A commonly utilised tool within Lean methodology, enabling teamsto assess their current working environment and use a structured approach to improve, monitor and control this environment Utilises a set of techniques providing a standardised approach to housekeeping and organisation of an environment A cornerstone of 5S is that untidy, cluttered work areas are notproductive. As well as the physical implications of waste/clutter getting ineverybody's way and dirt compromising quality and safety, we are all are happierin a clean and tidy environment and hence more inclined to work hard and with due care and attention.

3 What are the aims of 5S? Identify the 7 forms of waste within the environment and various processes in order to: Improve quality Improve safety Improve performance delivery Reduce process time Reduce cost To appreciate the benefits of 5S we should compare the current state against areas where 5S has been applied

4 What are the 7 forms of waste? Defects: components or products that do not meet the required specification and therefore requiring rework to complete e.g. having to repeat a task or process because correct information was not initially supplied Over Production: Making or processing more than is necessary e.g. requesting unnecessary tests from pathology that are not required Waiting: People waiting for things or information to arrive. Informationwaiting on people to arrive e.g. Waiting for patients, waiting for theatre staff, waiting for results, waiting for deliveries. Transporting: Items being moved incur a cost, whether in staff time or costs associated with transporting items. Unnecessary transport is a form of waste.

5 What are the 7 forms of waste? Motion: Unnecessary people movements; journeys, travel, walking and searching e.g. having to spend time in motion searching for pieces of equipment or patient notes. Over processing: Redundant or unnecessary processing; things we do that don t add any value but add cost and time e.g. asking for patients details/history several times when completing assessments, discussing irrelevant topics or material during meetings, repetition. Inventory/Stock: Excess stock incurs costs (through taking up valuable and often costly space and through waste out of date materials) e.g. excess stock in store rooms. For more information on the 7 wastes please follow the link below: nt_tools/lean_-_7_wastes.html

6 The 5S Process For information on how to complete the 5S process please follow the link below: e_improvement_tools/sort_and_shine.html

7 Sort This fist stage seeks to assess our current environment and working processes and: Establish baseline measurements in specific or targeted areas and processes (e.g. photographs of current area, video footage, waste walk, spaghetti diagrams, measles chart) Identify equipment required to complete the necessary task or process (Red Tagging see next slide) Critically examine everything in the work area and remove unnecessary items

8 Sort (continued) Reasons for Sorting Unnecessary or broken equipment can take up valuable space whichmay interfere with working processes or have cost implications Staff are unable to find the equipment they need being unable tosee the wood for the trees Time spent searching is a waste and if we only held the items needed regularly in a prominent position we would save time. Safety Issues: slips, trips and hazards (for both patients and staff) In 2007/8 54% of major injuries to employees in the health services were as a result of slips or trips By utilising 5S and making our environment safer, this could be reduced Removing items to be discarded or held in an alternative location will create space. This space will be visible and facilitate the alternative layout of the area

9 Sort (continued) What happens to unneeded items? Red Tagging: Identify area to be addressed and with the team, evaluate all equipment in that area If items are damaged, broken, no longer required or duplicated,tag them and enter details into Red Tag Record Sheet Place tagged items in a holding area Allow team members a specified period of time (usually 48 hours) to review removed items justification should be provided if an item is to be kept Discard any items not required by the team after this period

10 Date Tagged: Logged (Y/N): Name: Item Description: Red Tag Example of Red Tag Red Tag Record Sheet Reason Tagged (please circle): Unnecessary/Wrong Area No longer required Aged/Obsolete Broken/Damaged Tag Number Item Location Date Tagged Action Date Actioned Action Taken: Returned To: Moved to red tag storage area: Move to alternative storage site Throw away Repair: Other: Additional Comments:

11 Sort (continued) What Happens to red tagged items? If needed elsewhere If not needed or obsolete If broken If dirty If stored in wrong location If needed but there is too much Transfer it Sell or throw it away Repair or throw away Clean it Move it to correct location Store excess in more appropriate place Only items needed to operate the process should remain in place

12 Sort (continued) Tips for Red Tagging: Items used to carry out business or operational tasks are not personal possessions viewing them in this way can make it difficult to let go Using a member of staff from outside the area to lead the tagging process helps challenge what is really needed Communicate what is going to happen and why to all staff/interested parties If in doubt, ask questions

13 Sort (continued) Continuous Review: It is essential to continually monitor your target area in orderto maintain high standards and sustain improvements made. This can be done using the 5S audit tool (available on the e-rostering web page) This will demonstrate to all stakeholders that we take patient and staff safety seriously and are continually reviewing our environment to ensure safe and efficient processes Audit Suggestions: Audit weekly for first 4 weeks, then monthly Retain initial audit as benchmark Initially score first 3 S criteria (maximum score of 60) Scoring against all sections measures an area s ability to sustain improvements

14 Set A place for everything and everything in it s place This stage seeks to identify a logical place for the storage of all required items within the target area (e.g. equipment, machinery, tools, stationary and documents). Allocate a place for all required items Make the absence of an item visually apparent Arrange items so that they are: Held safely Logically arranged and easy to see Easily retrieved and replaced

15 Shine The implementation of the Shine phase involves ensuring that thetarget area and equipment within it, is thoroughly cleaned and maintained in this new state. In order to support this, we need to: Create an assignment map which identifies who is responsible for which areas. Create a schedule which says who does what at which times and on which days. The principle here is that we are all happier and hence more productive in clean, bright environments. There is a more practical element in that if everything is clean it is immediately ready for use.

16 Shine (continued) The principle also allows you to: Keep the workplace and equipment clean When cleaning inspect, tag and report anything loose, leaking, damaged or requiring maintenance, repair or replacement Clear obstructions from fire doors and corridors Specialist cleaning services and safety equipment may be required Once complete all items should be able to be located quickly andused immediately, reducing process time Once clean, the challenge is to keep it clean

17 Shine (continued) Why should we clean? Keeping the workplace clean: Creates a healthier and safer environment for both patients and staff Enables problems to be diagnosed and corrected earlier (prevention) Adherence to health and safety standards

18 Standardise This phase enables us to: Create standards which should be maintained and audited against(e.g. cleanliness, health & safety, prevention of unneeded items appearing) These can be shown through written protocols/procedures, visual management (floor demarcation), photographs and roles/responsibilities chart and auditing Ensure best practise is maintained and disseminated where appropriate (this should be the role of management) It allows us to set the standards for our new environment and make sure that these standards are adhered to by all staff at all times

19 Sustain Sustaining the gains As with any improvement project or process, it is vital to sustain the improvements made to ensure that we don t slip back into the old ways of doing things. How do we sustain the gains? Communication: We need people to be aware of what we are trying to achieve, and why. Involve all of the team who work within target areas Education Staff need to understand the concepts and the individual techniques in order to apply them and adhere to them

20 Sustain (continued) Reward and Recognition Recognise efforts made by staff and their successes (from a well done or thank you to some form of certificate or prize) It is vital that we recognise the valuable work that our staff do Time We must ensure that staff are given the necessary time to complete this process and sustain the changes made. Structure We need to identify what is to be done, by whom, by when and ensure that schedules are updated and clearly visible.

21 Sustain (continued) Audit: A number of audits may be used to ensure improvements are sustained, including: Red Tagging (detailed on previous slides) Equipment or Stock record sheets and audits Questionnaires 5S audit For detailed descriptions of audit and 5S tools, please see e-rostering web page or go to

22 Examples of 5S Sluice Before After Store Room

23 Summary of 5S Benefits The cleaner and tidier the work are, the safer and more effective it is 5S helps to identify and eliminate potential risks 5S applies the same working standards to all areas whether it beward, clinical area, office or storage area Good organisation & visual management system: Allows us to see shortages or excess of stock and be more efficient in space needed for stock Reduces process times (clinical and non clinical) Makes job rotations easier as standardised approach and visual management system Enables simpler and more effective communications Able to demonstrate we are responding to patient needs and adhering to health and safety regulations Reduce work related stress and improve staff satisfaction with working environment

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