LPI 5S Training Series
LPI 5S Training
Hosted by Eric Whitley
194 Training Modules on 7 CD-ROMs
5S is more of a people process than it is a manufacturing technique. And it is much more than simply cleaning up your area – it is a discipline that truly can enable you and your organization to achieve greater results.
This course will not only help you learn what 5S is, it will also help you successfully implement 5S within your own organization. If you want to improve your immediate work area – and if you want to contribute to your organization’s success – you will want to learn about 5S. This course will help do that.
Trainer: Eric Whitley
Eric is a senior manufacturing consultant and trainer with Learning Point, Inc. He brings over twenty years of progressive manufacturing and operations experience to the Learning Point team. He has held positions in production and quality management with McDonnell Douglas, Morton International, and Autoliv. Additionally, Eric has worked as a consultant to numerous organizations in a variety of industries, including aerospace, automotive, electronics, food processing, and fabrication.
Eric is an accomplished trainer and coach to managers, supervisors, and team leaders in operational settings. He gains instant credibility because he has actually “been there, done that.” He brings a wealth of real-time experience to his training and consulting projects. He has presented to national audiences at several conferences, trade shows, and symposiums.
Eric leads Learning Point’s lean manufacturing practice. He is a leading authority in the implementation of a variety of manufacturing disciplines, including 5S, Total Productive Maintenance (TPM), and Setup Reduction. He led the TPM effort at Autoliv, Brigham City, which has become a benchmark facility for TPM, as well as other manufacturing practices. He has been instrumental in supporting 5S initiatives in a variety of organizations.
LEARNING POINT, INC. is a full-service training and development firm. Since 1989, Learning Point has been helping companies all over the world develop commitment, capability, and collaboration in their workforce. Learning Point’s solutions include leadership, productivity, and manufacturing training for managers, supervisors, and team leaders. Learning Point’s clients have included Freightliner Corporation, Honeywell, GE, Northrup-Grumman, Kennametal, Weyerhaeuser, Kimberly-Clark, Adidas, Xerox, Tektronix, Ocean Spray, Pepperidge Farms, Phillips, Schindler Elevator, Dell Computers, and Autoliv.
Course Outline - LPI 5S Training:
Approx. 14 Hours of Training on 7 CDs
Level 1
1.0 Course Overview
1.1 Welcome
1.2 5S Champions - Introduction
1.3 Course Objectives
1.4 Brief Course Overview
2.0 What is 5S?
2.1 Introduction
2.2 Definition of 5S
2.3 Origin Of 5S
2.4 Sort
2.5 Set In Order
2.6 Shine
2.7 Standardize
2.8 Sustain
2.9 5S Is Applicable Anywhere
2.10 Not Just A Technique
3.0 Why is 5S Important?
3.1 Introduction
3.2 5S Champions - Why?
3.3 5S Impacts All Key Measures
3.4 Resistance To 5S
3.5 5S Is An Essential Process
3.6 5S And Safety
4.0 Who does 5S Involve?
4.1 Introduction
4.2 5S Involves Everyone
4.3 5S Requires Leadership
4.4 5S Key Roles
4.5 Summary
Level 2
1.0 Sort
1.1 Overview
1.2 5S Champions - Sort
1.3 What Is Sort?
1.4 Why Is Sort Important?
2.0 How To Sort
2.1 Three Key Steps
2.2 Define the Work Area
2.2.1 Include Everything
2.3 Identify What Is/Is Not Needed
2.3.1 Sorting Criteria
2.3.2 Items to Consider
2.3.3 Items That Are Missing
2.3.4 Red Tag Items
2.3.5 Personal Attachments
2.3.6 Personal Items
2.4 Dispose of Sorted Items
2.4.1 Move It
2.4.2 Hold It
2.4.3 Dispose of It
2.5 Summary
3.0 Red Tagging
3.1 Overview
3.2 Definition
3.3 Red Tag Criteria
3.4 Company Specific Red Tags
3.5 Info On The Red Tag
3.6 Red Tagging Items In the Work Area
3.7 Handling Red Tagged Items
3.8 Red Tag Holding Area
3.9 Evaluating and Documenting
3.10 More Information
3.11 Summary
Level 3
1.0 Set In Order
1.1 Overview
1.2 5S Champions
1.3 What Is Set In Order?
1.4 Why Set In Order?
2.0 How to Set in Order
2.1 Three Key Steps
2.2 Designate a Place for Everything
2.2.1 Workplace Mapping
2.2.2 Placement Guidelines
2.2.3 Placement Strategies
2.2.4 Workplace Improvements
2.2.5 Summary
2.3 Visually Mark Every Place
2.3.1 The Principle of Visual Workplace
2.3.2 Using Labels
2.3.3 Practice Using Labels
2.3.4 Using Symbols
2.3.5 Using Shadow Boards
2.3.6 Kanban and JIT
2.3.7 Summary
2.4 Keep Everything In Its Place
2.4.1 Put Away and Scan for Misfits
2.4.2 Refine As You Go
2.4.3 Document and Communicate
2.4.4 Standardization Begins Here
2.4.5 Ongoing Leadership Is Essential
2.4.6 Summary
2.5 Section Summary
3.0 5S Map
3.1 Introduction
3.2 Definition
3.3 Two Types of Maps
3.4 Two Key Factors
3.5 Seven Wastes
3.6 Creating the "As Is" Map
3.7 Creating the "As Should Be" Map
3.8 Ongoing Work Area Map
3.9 Summary
4.0 Visual Workplace
4.0 Visual Workplace
4.1 Overview
4.2 Meaning of Visual Workplace
4.3 Why Visual Workplace
4.4 Vital Information
4.5 Posting Quality Standards
4.6 Labels, Symbols, & Shadow Boards
4.7 Warning Signs and Striping
4.8 Conclusion
Level 4
1.0 Shine
1.1 Overview
1.2 5S Champions
1.3 What Is Shine?
1.4 Why Is Shine Important?
2.0 How To Shine
2.1 Steps to Shine
2.2 Step 1 - Clean
2.2.1 What Do We Clean?
2.2.2 When Do We Clean It?
2.2.3 How Do We Clean It?
2.2.4 What Tools Do We Use?
2.2.5 Who Is Responsible?
2.2.6 Summary
2.3 Step 2 - Brighten
2.3.1 Lighting
2.3.2 Paint
2.3.3 Visual Controls
2.3.4 Summary
2.4 Step 3 - Maintain
2.4.1 Prevent
2.4.2 Enhance
2.4.3 Lead and Inspire
2.5 Section Summary
3.0 "5 Why" Tool
3.1 Overview
3.2 Root Cause
3.3 Problem Statement
3.4 First Why Question
3.5 Next Why Question
3.6 Additional Tools
3.7 Reaching Root Cause
3.8 Root Cause Checklist
3.9 Action Plan
3.10 Conclusion
4.0 Total Productive Maintenance
4.1 Overview
4.2 Autonomous Maintenance
4.3 Application
4.4 Inspection Tool
4.5 Inspect Often
4.6 Additional Resources
Level 5
1.0 Standarize
1.1 Overview
1.2 5S Champions
1.3 What Is Standardize?
1.4 Why Standardize?
2.0 How to Standarize
2.1 Eight Great Principles
2.2 Investigate
2.3 Replicate
2.4 Eliminate
2.5 Automate
2.6 Educate
2.7 Illustrate
2.8 Delegate
2.9 Integrate
2.10 Summary
3.0 5S Schedule and Job Chart
3.1 Two Tools
3.2 5S Schedule
3.3 5S Job Chart
3.4 Summary
Level 6
1.0 Sustain
1.1 Overview
1.2 5S Champions
1.3 What Is Sustain?
1.4 Why Is Sustain Important?
2.0 How To Sustain
2.1 Overview
2.2 Step 1 - Build the Vision
2.3 Step 2 - Lead By Example
2.4 Step 3 - Involve Everyone
2.5 Step 4 - Audit the Process
2.6 Step 5 - Coach for Success
2.7 Summary
3.0 5S Audit
3.1 Overview
3.2 How it Works
3.3 Audit Example
3.4 Consistency
3.5 Displaying findings
3.6 Rewards & Recognition
Level 7
1.0 Implement 5S
1.1 Overview
1.2 5S Champions
1.3 Key Steps
1.4 Step 1 - Steering Team
1.5 Step 2 - Infrastructure
1.6 Step 3 - Pilot Area
1.7 Step 4 - Practical Training
1.8 Step 5 - Continually Improve
2.0 Establish a Steering Team
2.1 Steering Team
2.2 Team Leader
2.3 5S Coordinator
2.4 A Diverse Team
2.5 Steering Team Function
3.0 Build the 5S Infrastructure
3.1 Overview
3.2 Systems
3.3 Documents & Procedures
3.4 Rewards & Recognition
3.5 Conclusion
4.0 Choose a Pilot Area
4.1 Pilot Area
4.2 What is a Pilot Area
4.3 Shared Leadership
4.4 Motivated Employees
4.5 Opportunity for Success
4.6 Plant Performance Measures
4.7 Organizational Visibility
4.8 Conclusion
5.0 Provide Practical Training
5.1 Training
5.2 Photos and Diagrams
5.3 Coaches, Mentors & Champions
5.4 Classroom Training
5.5 Online Training
5.6 Other strategies
6.0 Continually Improve the Process
6.1 Continually Improve
6.2 How to Continually Improve
6.3 Summary
6.4 Wrap-up
