A STRATEGY FOR

PERFORMANCE

EXCELLENCE

What is 5S and why do we want to do it?

Anyone who has recently opened or running organization has certainly had these thoughts: How can I improve efficiency, work organization, quality, safety and housekeeping and protect my

investment at the same time?

Based on Japanese words that begin with ‘S’, the 5S Philosophy focuses on effective work place organization and standardized work procedures. 5S simplifies your work environment, reduces waste and non-value activity while improvingquality efficiency and safety.

5S ?

•To eliminate the wastes that result from “uncontrolled” processes.• To gain control on equipment, material & inventory placement and position.• Apply Control Techniques to Eliminate Erosion of Improvements.• Standardize Improvements for Maintenance of Critical Process Parameters.

WHY 5S ?

The concept of 5S has been twisted and its real meaning and intention has been lost dueto attempts to keep each element in English word to start with letter 'S', like the realNippongo words (seiri, seiton, seiso, seiketsu, and shitsuke). Well, whoever deviced thoseequivalent English words did a good job,they're close, but the real interpretation is notexactly the correct one. For the benefit of the readers who would like to develop andestablish their own understanding and applications, the following are the real meaning ofeach element in English:

Japanese - English Translations-------- --------------------Seiri - Put things in order(remove what is not needed and keep what is needed)Seiton - Proper Arrangement(Place things in such a way that they can be easily reached whenever they are needed)Seiso - Clean(Keep things clean and polished; no trash or dirt in the workplace)Seiketsu - Purity(Maintain cleanliness after cleaning - perpetual cleaning)Shitsuke - Commitment (Actually this is not a part of '4S', but a typical teaching andattitude towards any undertaking to inspire pride and adherence to standards establishedfor the four components)

We at LG follow T5S ,For excellence

T5S

5S 3R VISUAL MGT.

SORTING

SYS. ARRANGEMENT

SWEEPING

SYSTEMS

SELF DISCIPLINE

RIGHT LOCATION

RIGHT QUANTITY

RIGHT CONTAINER

TROUBLE SHOOTING

MORALE

PROD. STATUS

Systematic Arrangement- Identifying what items are required and which are not.

Sorting- Items should be easily retrievable, easy to get, and visual-easy to see.

Self-Discipline/Control-Ensuring that Systematic Organization, Visual Placement & Cleanliness are maintained.

Sweeping-Keep the area free from debris, dirt, oil, items not needed.

Systems- Maintain and continually improve the previous improvements.

The Five Elements of 5S

3R & Visual Mgt.

3 RIGHT’S

- Standardize how to put the materials- Where : Right location- What : Right component in the right container- How much : Right q’ty

1) Display a board to know about place & q’ty2) Manage limited stock : limited height, q’ty(Max. / Min.)3) Paste identification sticker4) Standardize contationers (Size, Color, Contents etc.)5) Arrange jigs & tools : Open type stand, Grouping, etc.6) Mark the line the location, easy to find like as supermarket

VISUAL MANAGEMENT

- To catch line problems quickly -To minimize line loss

1) Lamp A) Calling lamp : to require components B) Trouble lamp : Asm line status & trouble C) Operating lamp : Machine operating D) Production lamp : Target & Result2) Major process : focused control of main process3) Rejection : Sticker, special location4) Production control : Display production status A) Target & Result B) Idle time display

1st Stage 2nd Stage 3rd Stage 4th Stage 5th Stage

Very dirty with unnece- ssary so it takes longtime to find necessarymaterials

Necessary materials are arranged, and easyto use

Everyone can knowright location and q’tyand every material hastheir own location

Easy to know linetrouble and has improvement system

Controlled by CIM andT5S is habituated toall organizations

• Materials & Tools are not arranged and dirty

• Tools & Jigs are kept in closed cabinet

• There is much time loss to find needed material

• Materials don’t have their own location

• No gangway marking or materials are on the gangway

• Cleaning equipment is placed besides line• No individual 5S map & check list but just do cleaning• Tool & Jig box is opened and placed to use easily• Sorting is done and un- necessary materials are arranged• Loading height is managed under 1.5M (same as eye height)• Location marking of working table & material stand is done• No closed room and gangway has yellow marking• If line trouble happens only directly responsible person can know

• Clarified 5S rule(5S map, Time,Check list) check, appraisal are being done

• All materials are marked to know their exact q’ty name & location

• Materials in stock are stored in marked area and limited height is under controlled

• Production status is managed hourly and improvement action is being done about production loss partly

• Defected parts are identified and marked defection reason also

• Cleaning is being done continuously with clarified rule • Cleaning is being done invisible area also • Covers are transparent and keep cleaning• Every trolleys and bins are named & numbered, placed to use easily• Standard working guide is placed and educated to operators• Right location, right q’ty & right container is under management• Everyone can know line trouble and next action is being done to solve immediately• Production status is controlled hourly and problems are being analyzed & improved immediately

• T5S(5S, 3 Right & Visual management) is habituated• All the materials are arranged very well like same as supermarket and under management always• CIM is established and managed• Stock is controlled auto- matically without any special in charge• Problem is being solved with permanent counter- measure and nothing happens the same pro- blem again• Production status and trend can be known immediately• Stock variation can be known and under management

•Working speed is controlled by computer

5S 3 Rights Visual ManagementSorting Systematic

Arrangement Sweep Systems SelfDiscipline

RightLocation

RightQuantity

RightContainer

Marking,Open control

ProductionStatus

ProblemAlarm

Image by stages / T5S

Sorting – The first S focuses on eliminating unnecessary items fromthe workplace. An effective visual method to identify these unneeded items is called red tagging. A red tag is placed on all items not required to complete your job. These items are then moved to a central holding area. This process is for evaluation of the red tag items. Occasionally used items are moved to a more organized storage location outside of the work area while unneeded items are discarded. Sorting is an excellent way to free up valuable floor space and eliminate such things as broken tools, obsolete jigs and fixtures, scrap and excess raw material.

Sorting

Systematic Arrangement is the second of the 5S’s and focuses on efficient and effective storage methods.

You must ask yourself these questions: 1. What do I need to do with my job? 2. Where should I locate this item? 3. How many of this item do I really need?

Strategies for effective Set In Order are: painting floors, outlining work areas and locations, shadow boards, and modular shelving and cabinets for needed items such as trash cans, brooms, mop and buckets. Imagine how much time iswasted every day looking for a broom? The broom should have a specific location where all employees can find it.

"A place for everything and everything in its place."

Systematic Arrangement

Sweeping:Once you have eliminated the clutter and junk that has been cloggingyour work areas and identified and located the necessary items, the next step is to thoroughly clean the work area. Daily follow-up cleaning is necessary in order to sustain this improvement. Workers take pride in a clean and clutter-free work area and the Shine step will help create ownership in the equipment and facility. Workers will also begin to notice changes in equipment and facility location such as air, oil and coolant leaks, repeat contamination and vibration, broken, fatigue, breakage, and misalignment. These changes, if left unattended, could lead to equipment failure and loss of production. Both add up to impact your company’s bottom line.

Sweeping

Systems / Standardize: Once the first three 5S’s have been implemented, you should concentrate on standardizing best practice in your work area. Allow your employees to participate in the development of such standards. They are a valuable but often overlooked source of information regarding their work.

Systems

Self Discipline: This is by far the most difficult S to implement and achieve. Human nature is to resist change and more than a few organizations have found themselves with a dirty cluttered shop a few months following their attempt to implement 5S. The tendency is to return to the status quo and the comfort zone of the "old way" of doing things. Sustain focuses on defining a new status quo and standard of work place organization.Once fully implemented, the 5S process can increase morale, create positive impressions on customers, and increase efficiency and organization. Not only will employees feel better about where they work, the effect on continuous improvement can lead to less waste, better quality and faster lead times. Any of which will make your organization more profitable and competitive in the market place.

Self Discipline

5 S Element Waste/ Improvement Item Deliverable

SystematicArrangement

Elimination of finding.Reduction of part selection errors.

Reduced CostsImproved QualityIncreased Product Options

Sorting Elimination of finding.Elimination of nonconformances.Elimination of motion.Reduction of part selection errors.

Reduced CostsIncreased SafetyImproved QualityIncreased Product Options.

Sweeping Increased safety.Preventive maintenance.Increased equipment knowledge.

Increased SafetyImproved Quality

Systems Increased equipment life.Higher morale.Clean environment.Increased visibility of nonconformances.

Improved QualityConsistent DeliveryImproved Safety

Elimination of Waste

Benefits

Systematic

Organization

CleanlinessVisual Placement

Standardization

5S Implementation Plan

Progressive

Enhancements

Step 1

Establish 5 S

Implementation Team

Step 2

Develop Specific

Implementation Plan

Step 3

Develop Communication

Plan

Step 4

Develop 5 S Training PlanStep 5

Implement 5 S

Step 6

Verification of Effectiveness

Implementation Plan

Bad and the UglyFirst the Bad and the Ugly - Life Without 5S

Some evidence of standardized work areas

•Clear, shiny aisle ways

•Color coded areas

•Slogans, banners

•No work-in-process ( WIP )

•One-Piece Flow

•Standardized Work Sheets

Some 5S Examples

Before 5S

After 5S - Cleaned, organized and drawers labeled (less time and frustration hunting)

5S Examples - Sort, Set in Order

See the difference?

1. Sort - All unneeded tools, parts and supplies are removed from the area

2. Set in Order - A place for everything and everything is in its place

What is Waste ? Some of the main forms of waste are:

• Overproduction

• Waiting for materials, machines, or instruction

• Transportation or movement

• Excessive inventory

• Inefficient machine processing and/or operation

• Producing defects

• Part or line changeover or machine setup

• Inadequate housekeeping

• Miscommunication or inadequate instruction

9 Waste Radar Chart

% of Waste Before 5S

% of Waste After 5S

0

Defective Product

Transportation

Delays

ResourcesMis-used

Process

10

Motion

Inventory

UntappedResources

90

70

2030

4050

60

80

100Over production

Summary

•5-S is for you.

•Clean-up and organize your work area every day so that

each new day is easier and safer than the day before.

•Share your input with your leaders so that the tools you

need will be available to you, increasing your efficiency.

•Volunteer to help with the 5S tours and 5S events.

•Take a good look around...Imagine zero waste/zero

confusion.