5S

Production Management

BY

NIKITA SEHGALABHIMANYU RATHI

MUQSIT PATELMANDAR PAPADKAR

INTRODUCTION

5S is the name of a workplace organization method that uses a list of five Japanese words.

It was translated into English words that all started with the letter “S”

The list describes how to organize a work space for efficiency and effectiveness by identifying and storing the items used, maintaining the area and items, and sustaining the new order

DISCOVERY OF 5S

Thirty years ago researchers started studying the secret of success of Japanese manufacturing companies

5S turned out to be the most impressive "secret" The factories were so well organized that abnormal

situations were readily apparent Equipment were so clean and well maintained that

any problem such as a loose bolt or leaking oil could be easily seen

This passion of cleanliness and orderliness became a hallmark of Japanese organizations

4

• Overproduction• Delays (waiting time)• Transportation• Process• Inventories• Motions• Defective products• Untapped Resources• Misused Resources

DIFFERENT TYPES OF WASTES

THE 5S PRINCIPLES

1. SEIRI (SORT)

Decide what you need

Remove unnecessary clutter

All tools, gauges, materials, classified and then stored

Remove items which are broken, unusable or only occasionally used

RED TAG TECHNIQUE Give staff red labels Ask staff to go

through every item in the work place

Ask if needed & those that are needed, in what quantity

not needed red tag it store in the red tag

area

PRIORITY FREQUENCY OF USE HOW TO USE

Low Less than once per yearOnce per year

Throw awayStore away from the workplace

Avg. Once per monthOnce per week

Store together but offline

High Once Per Day Locate at the workplace

2. SEITON (SYSTEMATIC ARRANGEMENT) Once you have eliminated the unnecessary items,

return to the left over items

Organise layout of tools and equipmentDesignated locationsUse tapes and labels Ensure everything is available as it is needed and at the

“point of use”

SEITONWorkplace Checkpoints:

Positions of aisles and storage places clearly marked?

Tools classified and stored by frequency of use?

Pallets stacked correctly?

Safety equipment easily accessible?

Floors in good condition?

3. SEISO (CLEAN/SHINE) Create a spotless workplace

Identify and eliminate causes of dirt and grime – remove the need to clean

Sweep, dust, polish and paint

Divide areas into zones

Define responsibilities for cleaning

Tools and equipment must be owned by an individual

Focus on removing the need to clean

4. SEIKETSU (STANDARDISE) Generate a maintenance

system for the first three Develop procedures,

schedules, practices Continue to assess the use

and disposal of items Regularly audit using

checklists and measures of housekeeping

Real challenge is to keep it clean

5. SHITSUKE (SUSTAIN / DISCIPLINE)

Means inoculate courtesy & good habits Driving force behind all 5S Deming’s point number 1: Constancy of purpose Make it a way of life Part of health and safety Involve the whole workforce Develop and keep good habits

IMPLEMENTATION OF 5SPhase 1: Prepare the Project

Step 1: Get management involvement Step 2: Identify target areas(s) Step 3: Form an implementation team

Phase 2: Perform an office scan Step 4: Select project measures and collect baseline

data Step 5: Photograph current conditions Step 6: Apply the office scan checklist Step 7: Post a project storyboard

Phase 3: Sort through and sort out Step 8: Determine a criteria for sort Step 9: Prepare a holding area Step 10: Apply sort

IMPLEMENTATION OF 5SPhase 4: Set things in order and set limits

Step 11: Map the current state Step 12: Create a set-in-order plan Step 13: Apply set-in-order

Phase 5: Shine and inspect through cleaning Step 14: Determine the criteria for shine Step 15: Develop and implement a plan for shine

Phase 6: Standardize conditions and share information Step 16: Determine and implement standards Step 17: Implement visual control

Phase 7: Sustain the gains Step 18: Train everyone Step 19: Make 5S a habit Step 20: Continue to improve

5S STEERING COMMITTEE The governing body of all 5S related activities in your

organization Responsibility of the overall planning, implementation

and sustenance of the process Membership – Representatives – All organization

levels Master implementation plan by the committee Bottom up approach – members from different

departments

5S STEERING COMMITTEESome examples of ways to keep your 5S moving forward: Create a Code of Conduct Have a dedicated 5S area Create a 5S checklist Committee meetings Internal Competitions

5S STEERING COMMITTEEA successful 5S safety committee will establish the following:

Develop lean minded people within the workplace Build good teamwork by encouraging participation Develop managers and supervisors for practical

leadership Improve infrastructures for introduction of advanced

lean methods

AT THE END OF THE DAYFollowing can be harnessed form the 5S

1. Neat & clean workplace2. Smooth working3. No obstruction4. Safety increases5. Quality improves6. Wastage decrease7. Machine maintenance8. Employees motivated9. Workstations become spacious

ADVANTAGES OF 5S Health and Safety is ensured Quality Productivity Lean Manufacturing No deviation, no problems Because everyone knows where the things are

supposed to be, it is time saving Quick retrieval Accidents & mistakes minimized Increases space