When auditing SEIRI , how will the auditor (third party) know which file / item is not required?

The criteria in auditing 5S comes from each of the definition of the activities, the standard set by owner of that area, the characterists of the work, the regulations, the needs of the organization.

You have to develop a checkliest for each area. The total points (score) of the checklist is 1,000 points.

You may use ISO 19011 as a guideline.

:eek:

SEIRI Audit

Please find some questions to be used when the "Auditor" perfoms this step:
Are there any useless things that can bother your work environment?
Are there any useless raw materials, semi-finished products and/or waste left as is, nearby workplace?
Are there any tools, spare parts, materials left on the floor, nearby equipment?
Are all frequently used objects sorted, arranged, stored and labeled?
Are all measurement instruments/devices sorted, arranged, stored and labeled?
Does the inventory or in-process inventory include any unneeded materials or parts?
Are there any unused machines or other equipment around?
Are there any unused jigs, tools, dies or similar items around?
Is it obvious which items have been marked as unnecessary?
Has establishing the 5S's left behind any useless standards?

vio

Anyone have anything to add to this?

At my Ford location,
The 5S philosophy is integrated into the SQDCME measurable's.
As an example you may wish to access the sqdcme attachments that are available at the Cove for viewing.
A 5S audit?
Well there's no such thing at Ford. Production operators (Process owners) are the personnel who define the scope of 5S measures through work group communications and actions.
Evidence of an 5S audit of sorts may well be evident within the skilled trades maintenance departments, I've seen visuals that encourage the 5S philosophy.
Wallace.

Attached is a 5S visual.
Enjoy.
Wallace.

My facility is in the beginning stages of implementing a 5S programme. The Steering Committee was nominated and determined that the following actions/items were needed:


Communication board showing main departments and overal 5S audit results
Department communication boards showing how each work cell faired in 5S audits
Ensuring all employees trained on 5S, the concept of it, the importance of it, and the benefits of it
Audit schedule
Expected results by the end of 2004
Audit checklist


Using checklists from our South American and North American sister facilities, along with with sample documents provided by a few consultants, we developed our own 5S audit checklist. I've attached a copy.

A mock audit highlighted a few weakness in the form and improvements were made.

5S audits occur once a month, on the third Wednesday. A set schedule allows everyone to ensure that time is set aside to conduct the audit and prepare for it. It keeps in line with the idea that audits are supposed to be win-win events...and not an attempt to catch people at breaking the law.

5S audits occur once a month, on the third Wednesday. A set schedule allows everyone to ensure that time is set aside to conduct the audit and prepare for it. It keeps in line with the idea that audits are supposed to be win-win events...and not an attempt to catch people at breaking the law.

RC,
If the 5S audit is regularly scheduled, wouldn't this be just an opportunity for a quick tidy up before the scheduled audit takes place to save face at each audited location?I've seen this happen a lot at my location.
I know I sound kinda cynical yet, 5S has to be gradually infused into an organization in such a way that allows the 5S philosophy to be part of the everyday culture.
As part of my visual says, Human nature has a tendency to resist change.
We so often return to the status quo when we attempt an improvement or change to a function or process.
Wallace.

RC,
If the 5S audit is regularly scheduled, wouldn't this be just an opportunity for a quick tidy up before the scheduled audit takes place to save face at each audited location?I've seen this happen a lot at my location.
I know I sound kinda cynical yet, 5S has to be gradually infused into an organization in such a way that allows the 5S philosophy to be part of the everyday culture.
As part of my visual says, Human nature has a tendency to resist change.
We so often return to the status quo when we attempt an improvement or change to a function or process.
Wallace.

I do not disagree with you Wallace, and the idea of notifying the area in advance that we were coming through was a lengthy debate by the Steering Committee, but a few questions were asked that resulted in us taking this approach:


Would you ever do a 9K/14K audit without prior notification?
In order to promote buy-in, we need people to be aware of our actions. This is a highly visible programme within the organization, and we need to cultivate the right image. As the programme evolves, so too can the audit format.
Safety of the audit team - we need to notify the area in case there is an extraordinary activity being conducted that we need to be aware of.


The first 2 points were, however, the swaying factors. Does it allow them to prep in advance? Naturally so. However, over time it is our belief that they will start to keep their work stations neater and more in line with the 5S programme in order to avoid the sudden panic cleaning. We are already seeing this.

The employees also know our audit approach. We pretend we are external Customers and we look for things that we would not want to see in a supplier...derogatory calendars, food lying about, unnecessary dirt/dust/grime/grease, puddles of liquid on the floor, etc.

As our 5S programme evolves, we may cease the advance notification or shorten the notice from a couple of days to a couple of hours - just as we will be raising our level to be considered "green" (i.e., 70% this year, 75% in 2005, 80% in 2006, and so on).

Excellent RC,
Your obviously very passionate about a quality culture at your location, keep up the great work.
As I said in a previous post, at Ford the 5S has been unwittingly integrated with the SQDCME measurable's.
Within the work group meetings, we ask each other pertinent questions regarding the measurable's like:
"To safely deliver a cost effective quality process, we need to encourage a user friendly and morale boosting environment".
Wallace.

...over time it is our belief that they will start to keep their work stations neater and more in line with the 5S programme in order to avoid the sudden panic cleaning. We are already seeing this.
I typically estimate 1 to 2 years for a 'philosophy' to become part of the culture of a company.

I typically estimate 1 to 2 years for a 'philosophy' to become part of the culture of a company.

I'd agree. I mean while we are seeing some improvements/adherence to the 5S initiative, there is still a lot that needs to be done and many "bad habits" that need to be broken.

More often than not, we do something the way we used to and then catch ourselves and modify to the new way...that's what I've observed here anyway in my fishbowl of an ivory tower (i.e., windows that overlook the maintenance and set-up areas).

RC,
If the 5S audit is regularly scheduled, wouldn't this be just an opportunity for a quick tidy up before the scheduled audit takes place to save face at each audited location?I've seen this happen a lot at my location.
I know I sound kinda cynical yet, 5S has to be gradually infused into an organization in such a way that allows the 5S philosophy to be part of the everyday culture.
As part of my visual says, Human nature has a tendency to resist change.
We so often return to the status quo when we attempt an improvement or change to a function or process.
Wallace.

Hi,
We should make pre Random Audits,By auditing without telling the staffs,,,
then inform them the mistakes and give the deadline to them to change the face of the office or site,,,

Any Opinion?

Hi,
We should make pre Random Audits,By auditing without telling the staffs,,,
then inform them the mistakes and give the deadline to them to change the face of the office or site,,,

Any Opinion?



My opinion is that if you have enough people to spend time doing pre-audit audits, randomly, you probably have too many people and are wasting money that could be increasing the bottom line for stockholders, and stakeholders:2cents:

Hi,
We should make pre Random Audits, by auditing without telling the staffs,,,
then inform them the mistakes and give the deadline to them to change the face of the office or site,,,

Any Opinion?



I agree with SteelMaiden's response. In addition, you're not going to make a lot of friends when you conduct "surprise" 5-S or whatever audits. An audit should always be focused on helping things improve, not to "punish" people. An audit should never be "punitive."

Stijloor.

Becoming unpopular at work may result in people respecting your opinons and suggestions less. That being said, I disagree with the idea of an audit where the area is unaware of its occurence. Why?

Safety - The area personnel are responsible for YOUR safety. If they are unaware that you are out there, they will be unable to inform you of any special situations that you should be conscious of.
Resources - The area personnel have their daily routine to adhere to. There are enough surprises in their day which they must address; having to suddenly allocate people to a 5S audit will not be appreciated by the staff.
Culture - Why even do an audit? (yes, I'm being a little sarcastic here) If your organization has truly adopted the concept of 5S, can the people not assess themselves as part of their daily routine management?
Value-added - No warning + No guides = No discussion. Part of an assessment of an area should be with the staff to find out their opinions on how things are working. It is also to praise their successes and highlight areas for opportunity. To simply document such items loses the effectiveness.

I agree with SteelMaiden's response. In addition, you're not going to make a lot of friends when you conduct "surprise" 5-S or whatever audits. An audit should always be focused on helping things improve, not to "punish" people. An audit should never be "punitive."

Stijloor.


so,,what should i do,,,if i inform them previously,,the staffs will make every thing tidy and it will not be usefull,,,cuz we forced them to do it!!

5s is a way to train staff to be 5S...Automaticly,,,not by force...

we dont want to punish!! we make pre-audits to show them thair failurs,,,thair weak points,,,to tell them these are yr problems,,if you solve them,,everything will goes better.

Other opinion?

How can i be a good 5s auditor?

What backgrounds,tallents,informations i should gain?

So,,what should I do,,,if I inform them previously,,the staffs will make every thing tidy and it will not be usefull,,,cuz we forced them to do it!!

If the 5-S program is adhered to only because it is subject to regular audits, then there's something wrong with the level of commitment. The program will not sustain itself (the last "S"). That is a Top management responsibility.

5s is a way to train staff to be 5S...Automaticly,,,not by force...

I agree! :agree1:

We don't want to punish!! We make pre-audits to show them their failures,,,their weak points,,,to tell them these are your problems,,if you solve them,,everything will goes better.

What would be the purpose of "pre-audits" if you are conducting regular audits? Am I missing something?

Other opinion?

Let's see what our Fellow Covers have to say.

Stijloor.

How can I be a good 5s auditor?

What backgrounds, talents,informations I should gain?

This may be a start.....

From ISO 19011:

7.2 Personal attributes

Auditors should possess personal attributes to enable them to act in accordance with the principles of auditing described in clause 4.

An auditor should be:

a) ethical, i.e. fair, truthful, sincere, honest and discreet;
b) open minded, i.e. willing to consider alternative ideas or points of view;
c) diplomatic, i.e. tactful in dealing with people;
d) observant, i.e. actively aware of physical surroundings and activities;
e) perceptive, i.e. instinctively aware of and able to understand situations;
f) versatile, i.e. adjusts readily to different situations;
g) tenacious, i.e. persistent, focused on achieving objectives;
h) decisive, i.e. reaches timely conclusions based on logical reasoning and analysis; and
i) self-reliant, i.e. acts and functions independently while interacting effectively with others.

I typically estimate 1 to 2 years for a 'philosophy' to become part of the culture of a company.

I agree - the worst implementations of QS9000 back in the day were the ones that folks bragged about getting done start to finish in less than 6 months. Probably only took a month after the audit for the attitude that "we're done with the audit, not let's go back to what we were doing" to occur. The best included training, reinforcement and - oh, yes - constant support and reinforcement from the top management. If top management says "do it", and walks away - forget it....:cool:

who is responsible for 5s...

how we can train the stafss???
how can i confront with different cultures,,different level of home training?

how can i talk with stafss which they have not get thair salary :(