Implementation of ‘5S’ Technique in Pump Manufacturing ...joics.org/gallery/ics-2850.pdf ·...

Implementation of ‘5S’ Technique in Pump

Manufacturing Industry

Kaivan Dave1, Dr. Bhavesh Mewada

2 and Asst. Prof. Sanjay Shah

3

1M-Tech Student, PIT, Parul University

2Principal of Parul Institute of Technology, Parul University

3Workshop Suptd. & Asst. Prof., PIET, Parul University

[email protected],

[email protected],

[email protected]

Abstract

The paper represents the implementation of 5s system in “WATERMAN

INDUSTRIES PVT LTD “one of the leading manufacturer of submersible pump-

set located in Ahmedabad Gujarat. In simple terms ‘5s’ means five‘s’ namely seiri

(sorting), seiton (sett in order), seiso (shine), seiketsu (standardize) and shitsuke

(sustain). To improve overall growth of the organization, various tools used in

lean manufacturing such as 5's, kaizen & all pillars of TPM [9]. Application of the

5S techniques could considerably raise the overall performance of production line

including housekeeping, health, safety and more [5]. The basic aim behind

implementation of 5s system in industry is to increase productivity, safety, quality,

worker efficiency, utilization of resources with better work management and clean

work environment. The need for implementation of 5s system in industry is due to

improper storage of material, undefined production areas, unnecessary movement

of material and man, unorganized workstations, huge WIP and dirty working

environment[8]. Hence to reduce all above factors it is necessary to implement 5s

technique in the industry. The continuous implementation of 5s and regular

practice of it made tremendous change in industry and transformed the

organization into the best working conditions.

Keywords: 5s, visual management, lean manufacturing.

1. Introduction

Each organizations aims that their products make more profit. In todays fast

moving world, profit margins are very low due to there are lots of competitors in

every firms. The very common problem in many small and medium sized

organizations is the variation in throughput due to a variety of reasons such as

demand fluctuations, unorganized workstations, machine breakdowns and

inaccurate schedules [13]. So it is important for any organizations that reduce

wastes as much as possible to meet their profit margins and customer satisfaction

as well. Thus waste is directly related with profit of organization hence it is

necessary to implement some work place management systems and in lean that

system is called as 5s system[1]. An important characteristic of Lean system is

flexibility. It can be successfully applied in various firms like healthcare, retail, IT,

government, transportations and manufacturing[12].

Waterman industries Pvt ltd is a manufacturer of variety of submersible pump

sets since 1973. Waterman industries Pvt ltd has served good quality pump sets

Journal of Information and Computational Science

Volume 10 Issue 3 - 2020

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mailto:[email protected]



since it started and became first pump manufacturer having ZED certificate across

India. Company is manufacturing more than 3000 varieties of pump sets including

V3-V10 mix flow and radial flow pumps with 1HP to 120HP motors, mono-

blocks and vertical pump sets.Waterman industries pvt ltd also aims for making

their organization world class and compete the similar firms. Thus organization

implemented 5s technique for reduce the wastes and increase the profit. The

industry has various departments as store, machine shop, winding section, pump

assembly area, motor assembly area, testing and paint etc. organization strictly

implemented 5s in all mentioned departments and would results in good quality

product, increase in productivity, proper workplace conditions, well organized

workstations and motivation to employees[10].

1.1 What is ‘5S’

5S system is basically Japanese techniques was introduce by Takashi Osada in

early 1980s. It is a work place management technique which helps to make best

working conditions, proper utilization of resources which results productivity with

good quality products[2]. The term 5s includes five ‘S’. first ‘S’ is Seiri (sorting).

It means identify and segregate wanted and unwanted material. Remove all

unwanted things and keep all wanted materials. Second ‘S’ is Seiton (set in order)

which means, fix the proper place for all the wanted material and keep everything

at their defined places. So, with the application of the second ‘S’ the employees

happened to take much less time to find a particular piece [14]. Third ‘S’ is Seiso

or Shine. It means keep your work place, tools, equipments, gauges and working

environment clean and dust free. Fourth ‘S’ is Seiketsu (standardize) it means

make standards of working and do the work in that manor only. Fifth ‘S’ is

Shitsuke (sustain) it means follow the above 4S and maintain it until it will comes

into the routine. Visual Management is a management system that attempts to

improve performance of an organization by means of visual simulation in

accordance with 5S technique[7]. And the Kaizen is another important tool of

lean when it comes to world class organization. Kaizen is a in between practice

during 5S work. Kaizen means continues improvement which comes from ‘Gemba

Kaizen’. It is made with two terms , Kai means "change" and Zen means

"Better"[8].

2. Observations

The following problems occurred before implementation of 5s system.

Improper storage of raw material and finished goods.

Unorganized work stations without having any work instructions and

visuals.

Unnecessary motion of workers and material due to undefined zones

and unidentified areas.

Lots of unwanted material at working area covers most of the working

space.

Wastage of time in searching of raw material due to no any proper and

identified place for raw material.

High inventory level due to not any limits defined for incoming raw

material.

No any defined place for rejections and unwanted material.



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3. Objective To implement ‘5S’ technique in the organization and make routine practice

of it.

4. Methodology

The following methodology was used to implement 5s in organization:

At initial stage, to create awareness of 5s system in employees,

various seminars and trainings were organized by company. Various

experts visited the company and share their personal experience of this

concept. Also top management and all zone leaders visited the

organizations in which 5s had already implemented successfully[1].

Company consists various departments and areas, so it was difficult to

directly apply 5s,so that company has decided to make different zones

and select one zone leader for each zone. The list of zones is as under.

Table 1. Simplified Zones

Whole company was divided into 16 different zones and zone leader

were selected for each zones. After this, the 1s activity was started by

the respective zone leaders in their zones.

1s activity carried out and implemented in all zones and after a month

it was audited by top management. After the audit, all the queries were

reviewed and decisions were taken in presence of top management and

zone leaders and actual changes were taken by zone leaders.

After that, the presentation session was conducted by coordinators for

all zone leaders to review their zone’s “before-after” photos.

And similarly remaining 4s were implemented one after another.

Zone

no.

Zone name

1 Office

2 Periphery

3 Store

4 C.I. store

5 Incoming inspection

6 V3-V4 assembly, testing & packing

7 V5-V10 pump assembly

8 V5-V10 pump paint, packing &

moonset assembly

9 V5-V10 final testing & box stock

10 Research and development

11 Finished goods stock

12 Machine shop

13 Filing, coil making and winding

14 Motor assembly

15 No load testing

16 Service, repair & maintenance



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5. Actual Implementation of ‘5S’

5.1 Sorting ‘1S’

Sorting means identify all wanted and unwanted material in your zone and

segregate that identified material. After that remove all unwanted material from

your zone. Keep all useful material. Now, for unwanted materials we made a

proper defined place namely “1S area” or “Red tag area”. In 1S area all zone

leaders can put their unwanted material arise after implementation of 1S. All

unwanted material must have “Red tag card” attached on it. Red tag consists

information like item name, quantity, decision etc. “Red tag card” was prepared in

English as well as in regional language [3]. When 1st ‘S’ is implemented in the

workplace, the work area will be more apparent, and leading to a highly efficient

workflow, at the same time the workers will be more satisfied with their working

condition and environment[6].

Figure 1. Red Tag Card

5.1.1 Machine Shop (zone-12)

Figure 2. Machine shop entrance area

Unwanted wooden box and old machine parts were removed and sent at

red tag area.

Before After



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Figure 3. Rotor table in machine shop

Unwanted metal scrap and old register were removed from rotor table.

5.1.2 C.I. store area (zone-4)

Figure 4. Store area

Unwanted scrap pump bowls and pump pipes were removed

5.1.3 Store (zone-3)

Before After

Before After

Before After



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Figure 5. Tube Store area

Removed old clothes, old design pump tube from store area

5.1.4 Incoming inspection (zone-5)

Figure 6. Unwanted rejected material removed

Unwanted old rejected material removed at incoming qc area

5.1.5 V5-V10 pump assembly (zone-7)

Figure 7. V5-V10 pump assembly area

Old design pump shaft and locking strips removes from pump assembly

area and unwanted old rack removed.

5.1.6 Winding section (zone-13)

Before After

Before After

Before After



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Figure 8. Winding section

Removed unwanted material from panel section at winding area

5.1.7 Service, repair and maintenance (zone-16)

Figure 9. Service, repair and maintenance area

Old thinner containers and scrap pump pipe removed.

5.2 Set in order ‘2S’: Set in order means select proper place for every useful material and keep it at

their decided place[1]. Set in order suggests " assigning a “home” for

everything".[10]

5.2.1 Winding area (zone-13)

Figure 10. Shadow board for coil fixtures

Fix location for coil making fixtures with identification.

5.2.2 Incoming inspection (zone-5)

Before After

Before After

Before After



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Figure 11. Proper floor marking of pallets

Fixed location for all incoming material with identification for easy

understanding.

Figure 12. Proper identification for gauges and instruments

All gauges, equipments and instruments marked according to standard and

fixed their place. Also defined machine area with floor marking.

5.2.3 Finished goods stock (zone-11)

Figure 13. Proper identification and place for Pump rubber caps

Before all pump rubber caps were placed on floor without any

identification, now proper area identified for all model rubber caps.

5.2.4 Service , repair and maintenance (zone-16)

Before After

Before After



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Figure 14. Proper identification and place for tools in assembly table

Proper arrangement of tools and keys in motor assembly table with

identification.

4.2.5 Machine shop (zone-12)

Figure 15. Proper identification and stand for lathe mandrel

Figure 16. Proper identification and place for rejection

Rejection rack was prepared also identification and demarcation did on it

according to standards. Vendor wise divide it so that any worker can

place the rejection parts easily.


Figure 17. Bin system in store and proper place for equipments



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Bin storage system is implemented for all the material that we can store in

bins. Proper identification is given to each bins including product name,

product code, total number of products, rack number etc.

5.3 Shine ‘3S’ Shine means cleanliness. All machines, equipments, working area, sealing,

instruments must be clean and dust free , leakage free and cobweb free.


Figure 18. Cleaning of store area 5.3.2 Motor assembly (zone-14)

Figure 19. Cleaning of CNC machine with cleaning schedule

5.3.3 Service, repair and maintenance (zone-16)

Before After

Before After

Before After



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Figure 20. Cleaning of motor assembly table 4.3.6 Machine shop (zone-12)

Figure 21. Cleaning of machine shop area

Figure 22. Cleaning of welding machine at machine shop area

5.4 Standardize ‘4S’

Standardize refers to prepare standard methods to strictly follow the first 3S in

the organization. To follow the first 3S in daily routine, the 4th 'S' is used.

Thus to standardize, the following activities were taken:

To avoid mistakes which results rejection in final product, standard

Operating Procedures (SOPs) were prepared for all the machines and

processes like motor assembly, pump assembly, testing, material

handling etc. The SOPs were prepared in English as well as in local

regional language for easy understanding of workers and visually

showcase the SOPs in each zone.[11]

We have prepared Red tag cards for unwanted material and maintained

a Red tag register. If any worker, operator or supervisor found any

unwanted material at workplace then they paste red tag on it and put

that item in 1S area. After 15 days we used to inspect the 1S area and

decision (Scrap or reuse at other place) is taken by top management.

Before After

Before After



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Thus from the record we found out that the number of Red tags

reduced day by day.

We have prepared a cleaning schedule for machines, sealing, walls,

fans, floor and racks for each zone. All zone leaders have to update the

cleaning schedule on daily basis.

We also made the routine to conduct the seminars and 5S trainings and

maintained the attendance record of each member.

5.5 Sustain ‘5S’

The main objective of "Sustain" is to strictly follow the 5S system on

regular basis in the organization. Educate all the employees and adopt the

practice of 5s technique in routine. In short, sustain determine the discipline

for employees to follow the implemented '5S' in the organization for expected

results.[4]

.

6. Results

Time saving in searching for tools, raw materials, semi finished parts,

instruments, equipments and gauges due to identified work places and

standard demarcation.(Refer figure-10,12,14 )

Ease of work due to well defined work place, well organized work stations

and systematic arrangement at the work place.(Refer figure-3,11)

Availability of more space for finished goods, semi finished goods and raw

material.(Refer figure-4,5,11)

Total land saved due to removal of unwanted material from each zone: 45

square feet. That space we utilized to store Impellers and pump shafts. And

made new store nearer to v3-v4 pump assembly zone.

Well defined gangways and clean dust free environment at working

area.(Refer figure-21)

Reduced unwanted and useless material in organization and proper record

of scrap materials (Refer figure-1,4,7) Also company made money (approx.

52,000 Rs.) from selling the scrap from 1S area. And some of the things

will reuse.

Due to standard operating procedures, reduced rejection rate in final

product.

Easy material handling and storage due to new racks according to defined

MSL (Min-max scale limit) for raw material in store.(Refer figure-17)

Increasing of the awareness and morale in employees.

7. Conclusion

The 5S technique is best initiative for all improvements and efforts targeting

to drive out waste from the manufacturing process and improving an

organization’s production by customer satisfaction. Thus it can be concluded

that the implementation of 5S can be very useful and beneficial in terms of

overall growth of organization. It reduces the wastes and chances of mistakes



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which results in good quality products. 5S gives smooth flow of material

within the plant due to well organized work stations, well defined places and

systematic arrangement of tools and equipments. Material handling system is

more clear, easy and fast due to proper arrangement of all the material in

racks.

Acknowledgments

I wish to thank my guide Dr. Bhavesh Mewada and Asst. Prof. Sanjay Shah for

their constant support and encouragement. I would also like to thank

WATERMAN INDUDTRIES PVT LTD for giving me opportunities to work in

their organization. I would like to thank Mr. Dipendra Thakur for company

related guidance and granting permission to publish information and photos about

the implementation process.

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