5S IMPLEMENTATION AND PEOPLE INVOLVEMENT AT...

5S IMPLEMENTATION AND PEOPLE INVOLVEMENT

AT MUEHLBAUER TECHNOLOGIES SDN BHD.

ROZIANA BINTI ABU NASIR

UNIVERSITI TEKNIKAL MALAYSIA MELAKA

UNIVERSITI TEKNIKAL MALAYSIA MELAKA

5S IMPLEMENTATION AND PEOPLE INVOLVEMENT AT

MUEHLBAUER TECHNOLOGIES SDN BHD.

This report is submitted in accordance with the partial requirements of the Universiti Teknikal Malaysia Melaka (UTeM) for the Degree of

Bachelor of Manufacturing Engineering (Manufacturing Management)

By


Faculty of Manufacturing Engineering April 2011

DECLARATION

I hereby, declare this thesis entitled “5S Implementation and People Involvement at

Muehlbaeur Technologies Sdn. Bhd.” is the results of my own research except as

cited in the reference.

Signature : ………………………………….

Author’s Name : ………………………………….

Date : ………………………………….


17-04-2011

APPROVAL

This report is submitted to the Faculty of Manufacturing Engineering of UTeM as a

partial fulfilment of the requirements for the degree of Bachelor of Manufacturing

Engineering (Manufacturing Management) with Honours. The member of the

supervisory committee is as follow:

..........................................

(Official Stamp of Supervisor)

ii

ABSTRAK

Lima tiang kepada tempat kerja visual, biasanya di rujuk sebagai 5S (Sisih, Susun,

Sapu, Seragam, Sentiasa Amal). 5S adalah pengorganisasian dan pengelolaan tempat

kerja yang dijalankan secara beransur-ansur dan terancang. Proses 5S adalah

program yang tersusun untuk melaksanakan pengorganisasian dan pengelolaan

tempat kerja. Tempat kerja yang diurus dengan baik boleh mendorong manusia.5S

meningkatkan keselamatan, kecekapan kerja, pengeluaran dan melahirkan rasa

tanggungjawab. Projek ini menceritakan tentang perlaksanaan 5S di kilang

pengeluaran, Muehlbaeur Technologies Sdn. Bhd. yang beroperasi memasang mesin

dan menghasilkan “carrier tape”. Projek ini memfokus kepada perlaksanaan 5S

dengan penglibatan dari pekerja-pekerja. Semasa perlaksanaan program, banyak

aktiviti di jalankan. Kesan dari perlaksanaan projek ini adalah mengurangkan senarai

barang, keberkesanan tempat kerja di gunakan, mengurangkan masa mencari barang,

mengurangkan tumpahan minyak/air, mengurangkan ketidakstabilan, meningkatkan

keadaan bekerja, mengurangkan kemalangan di tempat kerja, meningkatkan disiplin

dan membina hubungan yang baik antara pekerja-pekerja.

i

ABSTRACT

The five pillars of the visual workplace, commonly referred to as the 5S (Sort,

Simplify, Sweep, Standardize, and Sustain).5S is a process of work place

organization and housekeeping which is carriedout gradually and systematically.The

5S method is a structured program to implement workplace organisation

andstandardisation. A well organised workplace motivates people, both on the shop

floor aswell as others. 5S improves safety, work efficiency, improves productivity

andestablishes a sense of ownership.This project illustrates about 5S implementation

in manufacturing company, Muehlbaeur Technologies Sdn. Bhd. which assemble

machines and produce carrier tape. The project is focused on implementing 5S with

contribution from the employees. During implementation, lot of activity has been

done. From this project, the impact of 5S implementation are reduce inventory,

efficient on workplace usage,reduce time for searching spare part, reduce oil / water /

air spilled, reduce unstabilization,preventive of machine function, cleaning and

checking machine condition,improve working condition, reduce work accident,

increase discipline, follow procedure,and better relationship among employee.

ACKNOWLEDGEMENT

In the name of Allah, The Most Gracious and The Most Merciful.

First and foremost, I want thank to Almighty God for reasons too numerous to

mention. Next, I would like to express my greatest appreciation to my supportive

supervisor, Ir. Dr. Puvanasvaran a/l Perumal for his supervision and encouragement

to pursue to this project and also for the invaluable guidance he has provided.

I also would like to convey my biggest thanks to all Muehlbaeur Technologies Sdn.

Bhd. for supporting me throughout this project. The knowledge and experience that I

have gained from all of you will not be forgotten. I am also obliged to everyone who

had directly and indirectly involve through the contributions of ideas and

professional opinions.

iii

DEDICATION

For my beloved mum and father

Jamaliah Binti Puteh

Abu Nasir Bin Ahmad

And for my supervisor, lecturers, family and friends for their loves and supports

v

TABLE OF CONTENT

Abstract i

Abstrak ii

Dedication iii

Acknowledgement iv

Table of Content v

List of Table viii

List of Figure ix

List of Abbreviations xi

1.0 INTRODUCTION 1

1.1 Introduction 1

1.2 Background of the Project 1

1.3 Problem Statement 3

1.4 Objective of the study 4

1.5 Scope of the Project 4

1.6 Outline of the Project 4

2.0 LITERATURE REVIEW 6

2.1 Introduction 6

2.2 Introduction of 5S 6

2.3 History of 5S 8

2.4 Relationship between factors and the success of implementation 9

2.4.1 Structural factors: firm size and membership of a multinational

group

10

2.4.2 Type of product and strategic priorities 10

2.4.3 Human resources: Involvement, training and unions 11

2.4.4 Advanced Manufacturing Technologies (AMT) and quality

systems

12

2.4.5 5S Use and manufacturing performance 13

vi

2.5 Philosophy of 5S 13

2.5.1 1 S: Seiri (Sort) 14

2.5.2 2 S: Seiton (Simplify) 16

2.5.3 3 S: Seiso (Sweep) 16

2.5.4 4 S: Seiketsu (Standardize) 17

2.5.5 5 S: Shitsuke (Self-discipline) 18

2.6 Implementation of 5S practice 19

2.7 Links with other performance improvement initiatives 21

2.8 Benefits and Barriers in Implementing 5S 22

3.0 METHODOLOGY 25

3.1 Introduction 25

3.2 Project Methodology 25

3.2.1 Process flow diagram 26

3.2.2 Gantt chart 29

3.3 5-S Methodology 32

3.3.1 Presentation of the project 33

3.3.2 Activities prior to the implementation of the project and 5S

training program

33

3.3.3 Implemented 5S in selected departments 33

3.3.4 Diffusion and reflective process 33

3.3.5 Implementation conclusions 34

3.4 5S Introduction Steps 36

3.4.1 Step 1: Establish a 5S Promotion Organization 37

3.4.2 Step 2: Establish a 5S Promotion Plan 37

3.4.3 Step 3: Create 5S Campaign Materials 37

3.4.4 Step 4: In-House Education 37

3.4.5 Step 5: 5S Implementation 37

3.4.6 Step 6: Evaluation and Follow-up 38

3.5 Conclusion 40

4.0 RESULT AND ANALYSIS 41

4.1 Introduction 41

vii

4.2 Implementation of Seiri (Sort) 41

4.2.1 The Key of Sorting 41

4.2.2 Wastes Avoided by Implementing Seiri 42

4.2.3 Method of Implementation 42

4.2.4 Sorting Action 44

4.2.5 Steps to the Red Tag Strategy 45

4.3 Implementation of Seiton (Simplify) 47

4.3.1 Wastes Avoided by Implementing Seiton (Simplify) 47


4.3.3 Simplify Action 49

4.3.4 Steps to Promoting Seiton inside Cabinets 50

4.3.5 Steps to Promoting Seiton to toolboxes 51

4.3.6 Steps to Promoting Seiton to Screw Wagen 52

4.4 Implementation of Seiso (Sweep / Shine) 54


4.4.2 Seiso (Sweep/ Shine Action) 53

4.5 Implementation of Seiketsu (Standardize) 55

4.6 Implementation of Shitsuke (Sustain) 56


4.7 Implication of Implementing 5S 57

4.7.1 Implication of Implementing Seiri (Sort) 57

4.7.2 Implication of Implementing Seiton (Simplify) 58

4.8 Assessment Data 60

5.0 CONCLUSION AND RECOMMENDATION 64

5.1 Conclusion 64

5.2 Recommendation 65

REFERENCES 66

viii

LIST OF TABLE

3.1 (a) The Gantt Chart for FYP 1 30

3.1 (b) The Gantt Chart for FYP 2 31

3.3 5S’ Table to check the implementation level of 5S principle 35

3.4 5S promotion tools 39

4.2.3(a) Sorting Criteria 42

4.8(a) Score of every pillar of 5S from July 2010 until March 2011 60

ix

LIST OF FIGURE

2.5.1 (a) An example of sorting criteria depends on the usage

of the thing 15

2.5.1 (b) The example of stocks card for inventory of office

Supplies 15

2.6 (a) Example of 5S evaluation sheet 19

2.6 (b) The philosophy of 5S 20

3.1 (a) The process flow chart for FYP 1 27

3.1 (b) The process flow chart for FYP 2 28

3.3 Implementation step of 5S 32

3.4 5S introduction steps 36

4.2.3(a) Sorting of documentation 43

4.2.4(a) Red Tag target 45

4.2.4(b) Red Tag card for Seiri 46

4.2.4(c) Red Tag area for red tag stuff 46

4.3.1(a) Shadow board with assorted tools 47

4.3.3(a) Searching implication 49

4.3.4(a) All items are well placed in the cabinet 50

4.3.5(a) Designed a place in the tool kit 51

4.3.6(a) The Process Flow Chart Seiton for screw wagen 52

4.3.6(b) The old screw wagon (blue boxes) system 53

4.3.6(d) The old screw wagon (blue boxes) system 53

4.3.6(e) The new screw wagon (blue boxes) system 53

x

4.3.6(f) The new screw wagon (blue boxes) system 53

4.4.2(a) Seiso’s tool area 56

4.8(a) Graph of score versus month for Seiri (Sort) 60

4.8(b) Graph of score versus month for Seiton (Simplify) 61

4.8(c) Graph of score versus month for Seiso (Sweep) 61

4.8(d) Graph of score versus month for Seiketsu (Standardize) 62

4.8(e) Graph of score versus month for Shitsuke (Sustain) 62

4.8(f) Bar chart of monthly average 5S score 63

4.8(g) Radar chart of monthly average 5S score 63

xi

LIST OF ABBREVIATIONS

AMT - Advanced Manufacturing Technologies

e.g. - Exempli gratia (for example)

et. al - Et alii (and others)

etc. - Et cetera (and other things)

FYP - Final Year Project

i.e. - Id est (it is)

ISO - International Organization for Standardization

JIT - Just-In-Time

Kg - Kilogram

PSM - Projek Sarjana Muda

SME - Small Medium Enterprise

TPS - Total Production System

TQM - Total Quality Management

UK - United Kingdom

USA - United State of America

ix

LIST OF ABBREVIATIONS

AMT - Advanced Manufacturing Technologies

e.g. - Exempli gratia (for example)

et. al - Et alii (and others)

etc. - Et cetera (and other things)

FYP - Final Year Project

i.e. - Id est (it is)

ISO - International Organization for Standardization

JIT - Just-In-Time

Kg - Kilogram

PSM - Projek Sarjana Muda

SME - Small Medium Enterprise

TPS - Total Production System

TQM - Total Quality Management

UK - United Kingdom

USA - United State of America

1

CHAPTER 1

INTRODUCTION

1.1 Introduction

These chapter overall discuss the introduction of the 5-S implementation in the

Muehlbaeur Technologies Sdn. Bhd. In this part, the briefing of the background,

problem statement, objectives, scopes and the expected of the project are discussed.

1.2 Background of the Project

The 5-S framework was originally developed by just-in-time expert and international

consultant Hiroyuki Hirano. The 5S framework is an extension of Hirano's earlier

works on just-in-time production systems. The 5-Ss represent a simple "good

housekeeping" approach to improving the work environment.

In general, the 5S approach includes the controls the work floor conditions rather than

the worker's behavior. It is relatively inexpensive for the company to implement. It

makes the worker's job easier and safer. It promotes daily activity for continuous

improvement. It fosters efficiency and productivity while improving work flow. It

encourages a proactive approach that prevents problems and waste before they occur.

It provides a practical method for dealing with the real problems that workers face

every day. And it fits with a facility's other efforts, such as total preventive

maintenance, just-in-time manufacturing, pollution prevention, safety initiatives, and

lean manufacturing efforts.

2

The goal for this project is to let people realize about the importance of good

housekeeping, especially in manufacturing plan. Many people think that

housekeeping should be done by housewives at home, and cleaners at work. They do

not realize that they, too, play an important part in keeping their houses/workplaces

clean. More importantly, they do not know how much they can gain for themselves by

just practicing good housekeeping. Whether work in an office, the factory, the

warehouse, the laboratory or any other place, housekeeping is relevant to every

people.

Good housekeeping is important as it can create an environment in which even minor

abnormalities and mistakes will be obvious. Plus, it will produce an easily managed,

safer and more pleasant environment. In industry, a clean, well-ordered and attractive

work environment sets can help encourages tidy work habits in employees. It helps

reduce fatigue. It will promotes good worker-management relations. It also gives a lift

to morale, which is reflected in the quality of production and overall efficiency. It can

stimulates efforts to improve productivity through better use of people, space,

equipment, time and materials

Good housekeeping is also a good advertisement for every company. It is because

customers and clients will have more confidence in an organization when their works

is being carried out efficiently in clean, pleasant, well-ordered work surroundings.

Good housekeeping portray professionalism and efficiency to others. It can be

expected that the standards displayed in the environment will be reflected in the

product

The more important reason why good housekeeping matter is it makes the

undertaking a safer place to work in. Good housekeeping is a main factor in

preventing accidents. Majority of all work accidents are caused during the handling of

goods or materials, and by people falling, being hit by falling objects, or striking

against objects in the workplace. All these causes can be reduced by good

housekeeping practices. In fact, good housekeeping is the only cure for hundreds of

accidents that occur.

3

Typical examples of poor housekeeping that lead to these accidents are:

Excessive material, waste or chips in the working area.

Congested aisles.

Tools left on machines.

Waste containers overflowing.

Lockers and workrooms in disorder.

Acids in open containers.

Broken glass.

Electric leads or air lines across aisles.

Dirty light fittings, windows and skylights.

We can stop accidents through good housekeeping. Where housekeeping is bad, fire is

a constant hazard. It can be caused by many housekeeping problems, such as oil-

soaked rags and clothing igniting from spontaneous combustion and many more. Poor

housekeeping can also lead to infestation by pests such as rodents and cockroaches

and create serious health risks.

1.3 Problem Statement

For a company to implement and practice good housekeeping, it cannot be

accomplished either casually or in a day or two. The whole company must take part in

order ensure the program is success.

According to Herbert (1943), in his opinion, good housekeeping comprises the

following elements (these are not necessarily in order of importance):

1. Men and machines should be so placed as to provide the easiest and most

efficient flow of production.

2. Operations should be so located that the health hazards, possibly associated

with one will not imperil workers on another task.

3. Structural and operational arrangements should be made to permit easy traffic

of men and materials within the plant.

4

4. Adequate space should be allotted for the storage of movable equipment and

tools not in current use.

5. A safe water supply and proper sewerage and sewage disposal facilities must

be provided.

6. Definite janitor service should be furnished for the regular cleaning of sanitary

facilities, locker and eating rooms, windows, lighting fixtures, and other parts

of the interior of the plant.

7. Proper maintenance of all equipment must be enforced; this will become a

relatively easy matter if the other items are carried out in a conscientious

manner.

1.4 Objective of the study

The objectives of this project are:

1. To study and identify problems at work area.

2. To implement 5-S practices among the employees.

3. To measure the improvement after implementing 5-S practices

1.5 Scope of the Project

This project will thoroughly focus on implementing 5-S in work area of Muehlbaeur

Technologies Sdn. Bhd. and indirectly improve the employees’ manners. This

condition will create win-win situation between employer and employees.

1.6 Outline of the Project

This report writing consists of three chapters for Final Year Project (FYP) 1. Chapter

1 is describes about introduction; which is includes the project background, problem

statement, objective of the project and scope for the project. Then in Chapter 2, it will

5

stress on the literature review of related issues and in Chapter 3, it will highlighted

more towards the methodology of the project.

For the next phase of Final Year Project, which is in FYP 2, it will cover three more

chapters. Chapter 4 is about the result and analysis of the implementations that have

been done, while in Chapter 5 content discussion by referring the whole

implementation processes and results. Lastly in Chapter 6, it will state the conclusion

and recommendation in order to improve the implementation process in next time.

6

CHAPTER 2

LITERATURE REVIEW

2.1 Introduction

This chapter will proceeds with referenced review from the relevant literature. It is

included the details related to the information and history which already done by other

people that involved in implementing 5S, previously. It also will explain about the

methodology and the philosophy for implementing 5S.

2.2 Introduction of 5S

5S initially based on the Japanese acronyms of seiri (organization), seiton (neatness),

seiso (cleaning), seiketsu (standardization) and shitsuke (discipline), is used as a

platform for developing an integrated management system by the parallel use of total

productive maintenance (TPM) (Bamber et al., 2000).

Osada (1991) refers to 5S as the five keys to a total quality environment. 5S is a

system to reduce waste and optimize productivity and quality through maintaining an

orderly workplace and using visual cues to achieve more consistent operational

results. The practice of 5S aims to embed the values of organization, neatness,

cleaning, standardization and discipline into the workplace basically in its existing

configuration, and it is typically the first lean method implemented by firms.

Kobayashi et al. (2008) make a distinction between 5S as a philosophy or way and 5S

as a technique or tool by comparing the frameworks provided by Osada (1991) and

Hirano (1995) respectively. From their study, they conclude that 5S tends to be

7

recognized as a philosophy in Japan, but in the other hand it is likely to be considered

as a technique or tool in the United Kingdom and United State of America. Osada

(1991) views 5S as a strategy for organizational development, learning and change,

whereas Hirano (1995) considers 5S to be an industrial formula that differentiates a

company from its competitors.

A common definition of 5S in the West is housekeeping (Becker, 2001; Chin and Pun,

2002; Ahmed and Hassan, 2003; Eckhardt, 2001). In the West both 5S and TPM are

sometimes disregarded or at least underutilized (Douglas, 2002). A framework of

applying 5S within a business (as appose to a personal philosophy of way of life) was

first formalized in the early 1980s by Takashi Osada (Ho et al., 1995).

The practice of 5S aims to embed the values of organization, neatness, cleaning,

standardization and discipline into the workplace (Osada, 1991). In Japan the 5S

practice was initiated in the manufacturing sector and then extended to other

industries and services sector. The Toyota Production System provides a well-known

example of 5S principles in practice, the early versions were based on 3-S this,

became 4-S (Ohno, 1988).

Boeing in the USA pursues 5S as a world-class strategy (Ansari and Modarress,

1997). Even with these prestigious and complex examples it appears that many

researchers and practitioners have difficulty going beyond the simplest 5S concept.

This is suggested by Hyland and others where they believe that Australian

manufacturing firms have only a basic perception of the importance and the

potentiality of 5S (Hyland et al., 2000). These authors found of ten continuous

improvement tools they investigated the usage and perceived importance of 5S was

lowly ranked.

Therefore, we can say that there is no consensus about the scope of 5S. Much of

Western literature still acknowledges 5S as housekeeping (Ahmed and Hassan, 2003;

Becker, 2001; Chin and Pun, 2002; Eckhardt, 2001). However, 5S is more frequently

framed in the “lean” philosophy (James-Moore and Gibbons, 1997; Hines et al., 2004;

Kumar et al., 2006), since it encourages workers to improve their working conditions

5S IMPLEMENTATION AND PEOPLE INVOLVEMENT AT...

Documents

Transcript of 5S IMPLEMENTATION AND PEOPLE INVOLVEMENT AT...