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DRAFT FOR COMMENTS ONLY Doc. No. MSD2 (426)C2 March 2013 BUREAU OF INDIAN STANDARDS Draft Indian Standard GUIDELINES FOR ESTABLISHING AND IMPLEMENTING 5S CONCEPT (First Revision of IS 15171) ICS 03.120.10 Not to be reproduced without the permission of BIS or used as Standard Last Date for receipt of Comments: 22 May 2013 FOREWORD (Formal clauses to be added later on) Increased global competition and enhanced customer expectations, has led to greater focus on best quality products and services at minimum possible cost, which should be delivered within optimum time. Thus Quality, Cost and Delivery (QCD) are the three most important parameters to be planned, monitored, managed and continuously improved by the organizations. QCD are adversely impacted by waste generated in processes. Waste is an outcome of any activity that consumes resources but adds no value for the customer These wastes appear in the form of Over production, Un-necessary: Waiting (delays), Transportation (movement/shifting), Processing, Inventory, Motion of people and Corrections (for non conformities). Likewise unutilized, underutilized or abused resources also constitute waste or add to losses by failing to make full use of available potential. Five S is one of the most effective and comprehensive concepts to minimize, if not eliminate waste. It is preferable to implement 5S as a part of improving the value stream which would help to sustain it instead of treating 5S as a standalone ‘program’; In the near term it helps to free up space, save time by reducing wastes of motion & transportation. In the long term it helps remove variability by standardizing where things can be found and avoid waiting, and making everything visual. It makes a positive impact on inventory. Added benefits are improved working conditions in clean, bright & safe work places. In case of daily operations of a work place that is chaotic, people & machines are over burdened and there is inconsistency in process & outputs. 5S provides a systematic and rational approach for clutter free, healthy and safe workplace; lead to reducing waste and thus preparing ground for further improvement. It becomes a team based activity where everyone works together to improve the conditions in their own area as also ‘common’ areas. 5S is equally applicable for an office environment where information, documents & records are present, in physical condition or electronically apart from other infrastructure facilities.

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  • DRAFT FOR COMMENTS ONLY

    Doc. No. MSD2 (426)C2 March 2013

    BUREAU OF INDIAN STANDARDS

    Draft Indian Standard

    GUIDELINES FOR ESTABLISHING AND IMPLEMENTING 5S CONCEPT (First Revision of IS 15171)

    ICS 03.120.10

    Not to be reproduced without the permission of BIS or used as Standard

    Last Date for receipt of Comments: 22 May 2013

    FOREWORD (Formal clauses to be added later on) Increased global competition and enhanced customer expectations, has led to greater focus on best quality products and services at minimum possible cost, which should be delivered within optimum time. Thus Quality, Cost and Delivery (QCD) are the three most important parameters to be planned, monitored, managed and continuously improved by the organizations. QCD are adversely impacted by waste generated in processes. Waste is an outcome of any activity that consumes resources but adds no value for the customer These wastes appear in the form of Over production, Un-necessary: Waiting (delays), Transportation (movement/shifting), Processing, Inventory, Motion of people and Corrections (for non conformities). Likewise unutilized, underutilized or abused resources also constitute waste or add to losses by failing to make full use of available potential. Five S is one of the most effective and comprehensive concepts to minimize, if not eliminate waste. It is preferable to implement 5S as a part of improving the value stream which would help to sustain it instead of treating 5S as a standalone program; In the near term it helps to free up space, save time by reducing wastes of motion & transportation. In the long term it helps remove variability by standardizing where things can be found and avoid waiting, and making everything visual. It makes a positive impact on inventory. Added benefits are improved working conditions in clean, bright & safe work places. In case of daily operations of a work place that is chaotic, people & machines are over burdened and there is inconsistency in process & outputs. 5S provides a systematic and rational approach for clutter free, healthy and safe workplace; lead to reducing waste and thus preparing ground for further improvement. It becomes a team based activity where everyone works together to improve the conditions in their own area as also common areas. 5S is equally applicable for an office environment where information, documents & records are present, in physical condition or electronically apart from other infrastructure facilities.

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    5S originated and has been widely practiced in Japan since 1980s. Initially, this concept found its application in manufacturing industries, but now it has spread to service industries as well. Remarkable results in waste reduction through the application of 5S have generated a lot of interest and has become one of the powerful means to improve productivity and quality. Therefore, today 5S is being used world over to prepare the ground for better workplace organization and achieving improved performance from available resources. 1. SCOPE 1.1 This standard helps in understanding and implementing 5S philosophy, concept and practices to bring in excellence in all areas of an organization. The methodology has been illustrated with examples. 2. WHAT IS 5S The 5S is a concept, consisting of 5 Japanese words each starting with letter S as given in the table below which forms the basis of all activities being undertaken during daily operations in the workplace. The 5S are:

    COMPONENTS MEANING PROCESS Typical Examples

    1. Seiri (Say-re) Sort Segregation

    Throw away all rubbish and unwanted materials in the workplace

    2. Seiton (Say-ton) Set in order

    Systematic Arrangement

    Set everything in proper place for easy storage and quick retrieval. 30-second retrieval of any document

    3. Seiso (Say-so) Shine

    Cleaning with Inspection

    Clean the workplace. Clean the almirah inside as also outside top, below & behind

    4. Seiketsu (Say-ket-sue) Standardize Standardization

    Standardize the way for maintaining cleanliness. Define cleaning & inspection methods for plant machines and office equipments

    5. Shitsuke (Shish-ukay) Sustain Discipline

    Practice 'Five S' daily - make it a habit; Create current and future shine targets; this also means 'commitment'

    2.1 Seiri 2.1.1 Seiri, refers to the act of identifying and disposing off all unwanted, unnecessary, and unrelated materials existing in the workplace. People involved in Seiri must not feel sorry about having to remove & dispose things. The idea is to ensure that everything left in the workplace is related to work. Even the number of necessary items in the workplace must be kept to its absolute

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    minimum. Because of seiri, simplification of tasks, effective use of space, and careful purchase of items follow. Theme of seiri is "getting rid of unwanted things". 2.1.2 Look around your work place and scrutinize each and every thing and ask the question, Is this thing really needed?" 2.1.3 Segregate items, which are not necessary and dispose them off. 2.1.4 Items, which are needed, should be clearly distinguished from those, which are not needed. The items, which are not required, should be immediately disposed of by following two ways:

    a) Not needed: Dispose, Sell, Give Away, Throw away

    b) Not useful for that area/purpose: Inform internally for a user to take it away 2.2 Seiton

    2.2.1 Seiton refers to orderliness and is all about efficiency. In this step all the items, which are necessary, are placed in an optimally determined sequence. Then they can be most conveniently accessed or retrieved quickly, as well as returned to that same place easily. . If everyone has quick access to an item or materials, workflow becomes efficient, and the user becomes productive. The correct place, position, or holder for every tool, item, or material must be chosen carefully in relation to how the work will be performed and who will use it. Every item must be allocated its own place for keeping safely, and each location must be labeled for easy identification of what it is for. Theme of Seito is "a place for everything and everything in its place". 2.2.2 Decide where every necessary item is to be placed, so that they are easily accessible. The following points should be considered: a) items frequently required should be kept at designated locations, nearest possible to and at a safe

    distance from actual work place, b) items, which are not required frequently, should be kept at a distance from actual workplace, c) heavy and large items should be kept as low as possible, and d) all items should be easily identifiable, for example by labels, markings, boards etc.

    2.3 Seiso

    2.3.1 Seiso refers to cleaning up the workplace and giving it a 'shine'. Everyone in the organization must is involved in cleaning. It would be a good idea to have every area of the workplace assigned to a person or group of persons for cleaning. No area should be left un-cleaned. Everyone should see the 'workplace' through the eyes of a visitor - always thinking if it is clean enough to make a good impression. Theme of Seiso is "cleaning with meaning". In this step one is not just cleaning the workplace or item only, but also inspecting along with cleaning. Any abnormality can be detected in time and rectified before it causes failure. 2.3.2 This means cleaning the work area including all the equipment/facilities thoroughly, and keeping the walls, ceilings, floors sparkling clean. While cleaning, inspection is done simultaneously; if some thing is unnecessary it is discarded (under 1S) and if during cleaning it is seen that any item is not kept

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    in proper place, it isput them in order(doing 2S). Hence doing 3S means doing 1-S and 2-S simultaneously. In addition also check for the health of the machine, lubrication, electrical connections etc. 2.3.3 As a general rule, all the cleaning work should be done by those who work in that area. However, cleaning has meaning only if Seiri and Seiton are strictly adhered to by all the concerned. Cleaning should be done not only in the shop floor but also in offices, toilets, canteen etc. (common areas) 2.4 Seiketsu 2.4.1 Seiketsu refers to 'standardizing of previous three steps. 2.4.1.1 Standards w.r.t 1S for example may call for pronouncing unprocessed work in process and un sold * products which are not needed

    products that do not appear in current catalogue defunct design norms for excessive inventory rusty and deteriorated products & material Similar way consider offices, hardware, furniture, documents, files etc.

    2.4.1.2 Standards w.r.t 2S for example may call for pronouncing * Place items such that they are facing toward passage for easy access

    * Always keep within allocated storage space so that any excess can be detected * Order them by FIFO principle * Place tools and instruction manuals close to the point of use * Store similar items together. Different items in separate rows

    2.4.1.3 Standards w.r.t 3S for example may call for pronouncing How personnel must measure and maintain encompassing both personal and environmental cleanliness. What is to be cleaned and in what order / sequence and methods and tools for Cleaning (Brushing down a soft surface on which there is hard waste will scratch it) Kits for protection for the person doing the cleaning, such as gloves, face-masks

    and overalls After cleaning to use 1S & 2S principles to put away the cleaning tools & materials Visual management is an important ingredient - Color-coding and standardized coloration of surroundings for easier visual identification of anomalies in the surroundings. Training methods & aids to employees to detect abnormalities using ones five senses and to correct such abnormalities immediately.

    2.4.2 Seiketsu is a state of cleanliness where the smallest variation becomes easily visible to all. It is the maintenance of Seiri, Seiton and Seiso regularly. It emphasizes that these activities should become a part of life. Even a clean work place with proper segregation (Seiri) and systematic arrangement (Seiton) will soon become dirty and untidy if the above three are not followed.

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    2.5 Shitsuke 2.5.1 Shitsuke refers to 'Discipline' or developing "5S attitude". It denotes a commitment to maintain orderliness and to practice the first 4 Ss as a way of life. The emphasis of Shitsuke is elimination of bad habits and constant practice of good ones. Once true Shitsuke is achieved, people voluntarily observe cleanliness and orderliness at all times, without having to be reminded by management/anyone else. Attaining Shitsuke means transforming the culture of company by empowering people and bringing self-discipline to follow the standards and taking initiative to keep and maintain workplace and equipment in best possible condition. 2.5.2 Shitsuke is to inst a ll work pract ices t hat w il l ensure and enable t he imp lementat ion o f a ll t he aspect s o f 5 - S. Everyone should be self disciplined to strictly follow the rules and standards while working. All the set rules like punctuality should be strictly followed. In addition to these, simple things like submitting working reports and wearing proper uniform and safety gear should be strictly observed. 2.5.3 The main attribute for becoming disciplined is to be punctual. Punctuality does not only mean reaching work place in time, but also following time schedules of the organization. What has been decided must be followed as per standard. 2.5.4 Example - Attendance in a manufacturing organization 2.5.4.1 Attendance should be made an important thrust point in any organization. Everyone should understand the importance of attendance. When the attendance is poor and there is a shortage of manpower, there will be many problems, such as: a) imbalance/line/work flow will stop, b) quality of product/service will be bad, c) other operators/employees will be overburdened, and d) because of slow work if employees are pushed hard, there may be accidents.

    2.5.4.2 If in place of skilled employees, apprentices or casual workers who are untrained are used, the quality and productivity will suffer. 2.6 By thoroughly institutionalizing each of the 5Ss, the work place can be managed properly resulting in improved levels of safety, quality and productivity, that is, a) Work/Operations can be performed without error, proceeding in a well organized manner,

    resulting in fewer non-conformities. b) Operations can be performed safely and comfortably reducing the chances of accidents. c) Machinery and equipment can be maintained properly, reducing the number of breakdowns, thus

    increasing available productive time. d) Operations can proceed effectively and efficiently, eliminating waste. e) Customers using the service will be more satisfied leading to growth in revenue & profits. f) Individuals managing the operations will be comfortable as the operational area is well organized.

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    3. ADVANTAGES OF IMPLEMENTING 5-S 3.1 To Individuals (Employees) a) Posit ive change in at t itude. b) Improvement in effect iveness and efficiency. c) Stress reduct ion. d) Better t ime management . e) Prevent ion o f mistakes. f) Developing abilit y to think and ana lyze effect ively. g) Improvement in Qua lit y o f Work Life. h) Easy access to things to reduce fat igue.

    3.2 To Organization (Employer) a) Avoidance o f unproduct ive and non-value added act ivit ies. b) Availabilit y and ret r ieval o f important documents in t ime. c) Better ut ilizat ion o f space, equ ipment and other resources. d) Reduct ion o f wastage of mater ials, t ime and money. e) Cost reduct ion. f) Improvement in safety and work environment . g) Improvement in qualit y and product ivit y. h) Improve awareness about standards and work culture. i) Improvement in punctualit y, commit ment and discip line.

    3.3 To Other stake ho lders

    a) Easy accessabilit y o f supp lier mater ia l b) Better t ime management c) Increased confidence

    4. METHODOLOGY 4.1 Seiri 4.1.1 Objective To dist inguish between necessary and unnecessary it ems/act ivit ies and get r id o f unnecessary items/act ivit ies. 4.1.2 Planning a) Establish cr iter ia for necessary and unnecessary. b) Establish cr iter ia for classificat ion o f items/act ivit ies on the basis o f, for

    example, consumable/non-consumable, value adding/non-value adding, and frequency o f usage.

    c) Take photographs o f the locat ion (using the technique o f Fixed Posit io n Photography) and display the same on a 5-S chart . Details o f chart are given in Annex A.

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    4.1.3 Activity a) Decide necessary and unnecessary items/act ivit ies.

    b) Ident ify unnecessary items/act ivit ies by suitable means.

    c) Gift unnecessary items if there are any takers. I f no takers, d ispose them as per

    regulatory norms. d) Deal with the causes of unnecessary items/act ivit ies.

    4.1.4 Useful Tools & Techniques a) Fixed Posit ion Photo:

    - To assess & show how does the work place look now; showing up obvious shortcomings / exist ing poor areas

    - To clear ly determine the posit ion from which the photo is to be taken so that it will be possible to have before and after photographs for compar ison

    - Preferable to do colour photos, date printed/appear on them - The ser ies o f photographs would po int t he way in which condit ions changes

    and show improvement over t ime - Can display photographs on a board; ment ion the persons / photos who have

    contr ibuted to the changes b) Red Tag:

    - After ident ifying unwanted items red tags are placed on them - The tags would contain informat ion on the nature of item, reference code,

    quant it y or weight , reasons for declar ing unwanted, date, department or sect ion, proposed method of disposal act ion

    - A red-tag ho lding area may be created for br inging & leaving such items - Evaluat ion & review o f tagged items done by seniors to manage their flow

    & t imely disposal act ions complet ion - Documentat ion o f result s o f red-tagging done to assess advantages/benefit s - Items that are in good condit ion but not wanted in that work area can be

    ident ified with Yellow tags for decis ions & act ions instead of red tags; can use red tags for discard items only

    4.1.5 Checklist The checklist for Se ir i is given in Annex B.

    4.2 Seiton 4.2.1 Objective To establish a neat layout so that one can always get what one needs and when one needs it ,s ince a disorganized place would be a major source o f var iabilit y/ inconsistency and irr itat ion.

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    4.2.2 Planning a) Establish cr iter ia for classificat ion of items into different groups

    i) frequency o f usage, ii) type of it em(s), iii) type of storage required, and iv) regulatory requirements.

    b) Decide storage location and type using concept of visual control, depending upon earlier classification.

    c) Decide for time for retrieval .of items. 4.2.3 Activity a) Create storage. b) Ident ify it ems. c) Ident ify storage area. d) Store items on the basis o f decided storage locat ion. e) Use the concept of visual control while designing and making storage locat ion. f) All moving parts, components, items which are dust prone should be vis ible as

    far as possible. g) Storage space should be such that when it ems are removed, empty space is

    vis ible and different items cannot be put into the same p lace. h) Display lists communicat ing what is stored in what quant it y, where and by

    whom, when and how? i) Randomly check if the it ems are ret r ievable within t he preset t ime limit . 4.2.4 Useful Tools & Techniques a) 5S Mapping:

    - This is a map o f the work area used to show current locat ion o f all t ypes o f wanted / needed items including equipment , spares, stat ionery, files, documents, records

    - To evaluate and decide best locat ions for these items based on the pr inciples of T ime (Motion, Movement) Wastes

    - To review & map lay out keeping in mind convenience b) Strat ificat ion:

    - One level is by frequency o f use (ref. mapping) - Items may be st rat ified & located based on product types, machine t ypes,

    funct ion types - Small items in small bins and bigger items in racks or shelves (quant it y to

    be known) - Heavy items at lower height & light items at higher height - S imilar items together. Different items in separate rows or locat ions

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    4.2.5 Checklist The checklist for Seiton is given in Annex C. 4.3 Seiso 4.3.1 Objective To eliminate waste for a cleaner work place. 4.3.2 Planning There are three broad levels o f cleaning

    a) Overall c leaning o f everything, everywhere including common areas b) Cleaning of specific items, tools, machines workplaces & fac ilit ies c) Cleaning at the detail level, get t ing to gr ime in screws, threads, corners and

    crevices The perfect item can be cleaned in a single wipe? Or maybe it could clean it self? Or there is never a need to clean it ?

    a) Ident ify var ious type o f t rash, filt h and foreign mat ter around the machine and workplace.

    b) Brainstorm on causes o f generat ion and presence o f t rash, filt h and foreign mat ter at d ifferent locat ions.

    c) Ident ify special cleaning tools, mater ial and processes, if required.

    4.3.3 Activity a) Clean t rash, filt h or foreign mat ter. b) Inspect while cleaning to validate potent ial causes ident ified by cause and effect

    analys is. Try and locate causes. Evo lve and implement act ion p lan in t he fo llowing steps:

    i) prevent dust , filt h, t rash and foreign mater ial to reach the area, ii) prevent generat ion o f the above in the first place, and iii) evo lve an appropr iate monitor ing system to check the extent of t rash, filt h and foreign mat ter being generated/exist ing in the specified area.

    4.3.4 Useful Tools & Techniques a) Individual Responsibility and Rotational Responsibility:

    - It is expected that each employee takes responsibility for Seiso for his/her own area.

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    - For the common areas or no mans land area to distribute among the employees by name which may be changed in rotation after defined intervals

    (eg. Surrounding of the department, toilet, roof, water coolers, tank, entrance door, passages, windows, common storeroom, lawn, etc.)

    b) Inspection, Observations: action to be taken / job to be done - Preferably identify around 30 check points in respective areas to improve upon

    shortcomings or problems - To note down actual conditions and causes for these and invite suggestions and ideas for

    improvements & try them out (For example, apart from making cleaning difficult, uneven floor may make transportation cumbersome, damage product(s) and cause(s) accident)

    - Where & What all actions have to be taken or jobs to be done by Who, When and How

    4.3.5 Check list The checklist for Seiso is given in Annex D. 4.4 Seiketsu 4.4.1 Objective To ensure the transformation in terms of how well individuals create standard conditions in their areas To maintain a state of readiness that ensures immediate use of required things or information and for identification of even minor variations or changes. Keeping things clean in work area, pollution prone area, and even in personal area. 4.4.2 Planning a) Confirm all appropr iate measurements have been ident ified while imp lement ing

    third S, that is Seiso. b) Find out innovat ive ways to inst itut ionalize visual management . c) Evo lve checkpo ints on the basis o f specific storage process evo lved at second S,

    that is, systemat ic arrangement or Seiton. d) Fina lize checkpo ints for measur ing storage, cleaning po ints. These check po int s

    should be unique to specific area. Check points also need to be developed for common area like passages, to ilets, canteen and recept ion.

    e) Decide a frequency for measur ing different storage cleaning po ints. f) Evo lve check sheets combining all points, which need to be measured

    simultaneously like hour ly, daily, weekly, monthly check sheets. g) Check sheet should also descr ibe if a specific process or tool is to be adopted for

    measurement . 4.4.3 Activity a) Decide a schedule for measurement and display the same in the work area. The

    chart displayed in t he work area should be as given in Annex A. Photograph

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    should be taken aft er per iodic int ervals and status also updated by team responsible for internal audit .

    b) Conduct audit per iodically and write comments as well as give awards as per policy o f the organizat ion.

    4.4.4 Useful Tools & Techniques Developing Standards & pract icing them would call for act ions on fo llowing by invo lving concerned departments & persons which may include - Lay-out & Markings: Drawing out lines of items on floor or wall, Use o f Shadow Boards etc. - Visual Conro l: S ignboards and Paint ing using Co lour codes - Ident ificat ion: Terms, Labels by let ters or pictures etc - Frequency for cleaning (ref.4.3.2) - Internal Audit s: Evaluat ion / Assessment Cr iter ia - Daily 5S Rout ine: t ime, durat ion, abnormalit ies observat ions & decis ions, act ions/plans - 5S Training system & methods for new & exist ing employees List of standard pract ices may be circulated from t ime to t ime and check whether they are being fo llowed or not . As and when needed standard operat ing pract ices can be changed / modified. Requirement of frequent audit can be reduced, when the standardized 5S comes in to pract ice 4.4.5 Checklist The checklist for Seiketsu is given in Annex E. 4.5 Shitsuke 4.5.1 Objective To internalize the pract ice of fir st four S of segregat ion, systemat ic arrangement , c leaning, and cleanliness. Internalizat ion of habit should be to the extent that there is pro act ion and it becomes a 'way o f life '. 4.5.2 Planning a) Evo lve management po licy to recognize, understand and spread the concept o f

    5S. b) Develop t raining modules and recognit ion schemes.

    4.5.3 Activity a) Provide educat ion on 5S to all emplo yees. b) Invo lve those who have internalized the concept of 5-S in a ll areas to conduct

    t raining session.

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    c) Publish cases o f 5-S success in all areas. d) Recognize those teams and individuals who have adopted the concept of 5 -S for

    success o f self and the organizat ion. e) Recognize those who have helped each other to internalize 5-S. f) Recognize sustained contr ibut ions on 5-S to make it a habit . g) Display overall benefit s in common areas so that others can see it .

    4.5.4 Useful Tools & Techniques

    In an appropr iate combinat ion fo llowing can be made use o f: - - One Po int Lessons: to educate persons on change & br ing in to pract ice, using visuals - Role modeling by seniors : Set example by pract ice & demonstrate - Museum Room: Significant changes inc luding photos of the past to share & revis it - External Audit s: For unbiased assessment and feed back for further improvement - Score Boards: For t rend monitor ing & communicat ion - Ongo ing Act ions, Interact ions & Meet ings: Could be a 10 minutes 5S t ime daily for everyone to do; reviews & feedback sessions for small steps improvements - Promotional Act ivit ies : Recognit ion & Rewards, Posters, Open forum etc. Visual Management & Control: 5S in pract ice over a per iod o f t ime can include visual informat ion that can be easily understood by persons working in an area & persons coming to tha t area and spot deviat ions and act for restorat ion to standards or correct ive act ions : - Safety related inst ruct ions, pract ices - Personal Protect ive Equipment s & use - Operat ing equipments standards & performance - Customer reports / feed back - Products that are ok & non conforming - Employees skills - Performance parameters & actual t rend - Group / team act ivit ies & Improvements - Stock levels & var iat ions 5. PDCA APPROACH TO IMPLEMENT 5S

    5.1 5S can be successfully implemented following a generic PDCA (Plan > Do > Check > Act) procedure. The relationship between 5S and PDCA can be depicted as below:

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    5.2 5S Implementation process 5.2.1 Following steps are needed for implementing 5S:

    a) Form a 5S Committee: Form an empowered committee of senior management personnel to plan, implement, monitor and promote 5S in the organization. Committee should be empowered to provide resources needed for implementation of 5S.

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    b) Develop a Promotion plan: Start with an awareness workshop to make the people have complete understanding of 5S, its benefits, and methodology their role in implementation. Develop a plan for promotion and implementation of 5S.

    c) Formally launch 5S: Kick-off the 5S initiative with big-bang ceremony on a preplanned date. It should be inaugurated by CEO of the company. Select an area to begin with, develop area map, and divide the area into different zones. Make 5S Zonal teams. Train the people on 5S steps, organize resources; manpower, handling equipment, transportation arrangements, cleaning devices and other relevant items to begin 5S journey.

    d) Five S Training: Provide training to people. Every one must be trained on 5S. Make a 5S Training schedule to cover all levels and all departments.

    e) Initial Assessment: Conduct initial assessment of selected areas for 5S. Take before photographs to establish baseline performance. Assess the current level of 5S and estimate the quantum of effort needed to make things better. Organize resources, make implementation schedule, assign the responsibilities to people.

    f) Implement Seiri: Go through the workplace removing anything that is not needed for regular workflows as well as excess inventories. Start red tagging of unwanted items so that they are taken away from the shop floor. Remove all garbage and move items that you are unsure of to a red tag area for later evaluation.

    g) Implement Seiton: Set in order-move tools and materials close to point of use. Organize everything, which is needed on shop floor. Make things easy to find and easy to access. Use indicators, such as visual boards, tape outlines, and min-max inventory levels to make status visible.

    h) Implement Seiso: Clean the area, removing dirt, repairing damaged equipment, and generally cleaning the workplace. Theme of activity is "Cleaning with meaning"- it is not just cleaning but trying to detect problems in machines and objects while cleaning. This will provide a good mindset and help avoid breakdown of equipments and prevent use of non conforming items.

    i) Implement Seiketsu: Standardize-implement daily checklists to maintain 5S. Create area owners for every part of shop floor and set rules to maintain the first three Ss as part of daily work. Train the people on standards.

    j) Conduct 5S Audit: Conduct the audit of the areas where 5S has been implemented. Take after photographs to see the difference made from the baseline level. Assess the improvements made through 5S. Assess the improvements made by different teams, select the best teams.

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    k) Reward & Recognition: Appreciate the good work done by teams. Honor them with rewards and recognition as per a well designed company policy.

    l) Implement Shitsuke: Sustain 5S by changing the attitude of people to develop 5S habit. Exhibit pre and post audit scores of 5S activities and photographs on the communication boards. Track scores over time to show improvement. Encourage management to walk by the area and ask the team about its 5S efforts. Reward and recognize the efforts of teams for good 5S activities. Make 5S one of the most important activities of company culture. 5.2.2 The advantages gained from systematic implementation are an outcome of individuals & collective efforts & habitual practices. They come about - due to large amount / number of improvements made by employees at all levels - where employees have learned how to make the changes (kaizen) when problems become visible & apparent immediately, (for example a cleaned spot or item becomes dirty or dull quickly) asking why repeatedly to find root causes & appropriate solutions to try out - when learning would be a combination of an implementation success (we did something - put our idea into practice) and at times a failure to attain results. (there was a deficiency in our cause analysis & solution, so we have more information to work with now) - when everyone understands that the check lists and audit-scores supports 5S rather than the converse and - audits are a way of measuring and assuring Sustainment. Need not do audit so frequently that it leads to waste in manpower, but think of it as a necessary non value added activity that creates value 5S audit & scores not to become an end in itself but audit observations are used for further improvements

    6 EVALUATION 6.1 The purpose of evaluation is to determine of the effectiveness of the 5-S programme with respect to the objectives set by 5S Committee 6.2 The following are evaluated. 6.2.1 Promotional Activity a) Organization to drive the movement b) Education & Training c) Promotional Meeting d) Continuous monitoring & Supervision e) Posters calling for participation f) Monthly review g) Awards h) Allocation of funds

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    6.2.2 5-S Deployment a) Zone allocation b) Finalization of checklist c) Time bound plan d) Target setting e) Tracking benefits f) Responsibility identification

    6.2.3 Kaizen (Improvement) Projects

    a) Awareness on how to identify problems b) Awareness on how to deal with causes c) Implementation of Kaizen Projects d) Interdepartmental and team participation

    6.2.4 Technical Training a) Maintenance b) Improvement c) How to generate Kaizen ideas

    6.2.5 Evaluation Plan a) Schedules b) Defined criteria for level identification c) Decide formats & Grades d) Trained evaluators

    6.3 Levels of 5-S 6.3.1 Level 1

    a) Macro level Cleaning : Major house cleaning b) Decision to throw away what is not required c) Decision to implement '3 minute' 5-S

    6.3.2 Level 2

    a) Design appropriate storage method

    - Special shelves - Special racks/stands

    b) Have placement diagram c) Have instructional labels

    6.3.3 Level 3

    a) Preventive steps identified & implemented b) Prevent leakage

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    c) Prevent spillage d) Implement 'Kaizens'

    6.3.4 Level 4

    a) Repair/overhaul defective machinery b) Change layout c) Prevent causes of problems /dirt (through interaction with other departments)

    6.3.5 Levels 5

    - Equipment 5-S (Cleaning is inspecting)

    6.3.6 Evaluation criteria for each of the above five levels is given in Annex F.

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    ANNEX A (Clauses 4.1.2 and 4.4.3)

    AREA -

    5-S TEAM -

    CRITICAL POINTS

    FREQUENCY OF CHECK

    STATUS

    STATUS

    STATUS

    Remarks by Steering Committee

    AWARD

    PHOTOGRAPH DAY 1

    PHOTOGRAPH after 30 DAYS

    PHOTOGRAPH after 60 DAYS

    PHOTOGRAPH after 90 DAYS

  • 19

    ANNEX B (Clause 4.1.4)

    CHECKLIST FOR SEIRI

    Check points System Result Max.

    Marks Marks Obtained

    Remarks

    Standardized frequency of segregation.

    Disposal and segregation, with

    respect to repairable, irreparable, potentially useful, special, done.

    Retention period for records Scrap sorted/categorized. Records of things thrown away

    (Quantified). Out of date notices/

    calendars/displays. Records available of specific

    benefits achieved.

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    ANNEX C (Clause 4.2.4)

    CHECKLIST FOR SEITON

    Check Point System Result Max.

    Marks Marks Obtained

    Remarks

    Prefixed number o f items Prefixed locat ion for

    items Items have locat ion

    names

    Accessibility of items Proper stacking systems Shelf stratification Categorization of files Storage based on frequency of

    use Storage of sensitive, delicate

    items Placement of posters/notices/

    calendars/displays Boxes shelves filled to 80%

    capacity Functional layout Visual management

    - Colour coding - Arrow marks - Visual displays - Ear marked danger zone - Inventory management

    Space saved due to indigenous

    storage methods Display of preventive

    maintenance steps, schedules

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    ANNEX D

    (Clause 4.3.4)

    CHECKLIST FOR SEISO

    Check Point System Result Max. Marks

    Marks Obtained

    Remarks

    All items covered under cleaning schedules

    Cleaning responsibilities

    known System of proper drainage Equipment/Machinery

    cleanliness Around/Behind machines Passageways clean Aisle making Under the stairs Against the wall Beside & behind pillars Nooks & corners Scrap yards Under trolleys/stands/ racks Floor cleanliness Wall cleanliness Ceiling cleanliness Windows & door cleanliness Fan, A/C, Light, Notice boards Drainage pipes (blockage etc.)

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    ANNEX E (Clause 4.4.4)

    CHECKLIST FOR SEIKETSU

    Check Point System Result Max.

    Marks Marks

    Obtained Remarks

    Aisle marking

    Straight line rules

    Maximizing space utilization

    Fire extinguishers

    - placement/location

    - refilled/expiry date sticker

    - training

    Cables and wires Trolleys/cranes/fork lifts etc. Lawns and plants Entrance to department identified and

    visible Parking areas for vehicles defined Recreation rooms Washrooms/Drinking water areas Canteens

    - Noise

    - Lighting

    - Ventilation Existence of standard operating

    procedures

  • 23

    ANNEX F

    (Clause 6.3.6)

    5-S EVALUATION CRITERIA

    Level 1 Level 2 Level 3 Level 4 Level 5 1 5-S

    promotion at the workplace

    Have 5-S promotion chart and plans, and is working on 5-S education.

    5-S promotion committee meets regularly and is aware of problems (keeps minutes).

    Committee plans implemented with full participation.

    Problems explicated, plan drawn up for making improvements, and plan going according to schedule.

    Results are visible to all, and all objectives are being met.

    2 Cleaning (of main equipment)

    Have cleaning plans with delineation of individual responsibilities and layout, and education has reached everyone.

    Cleaning of lubrication parts and around equipment completed.

    Cleaning of peripheral equipment completed.

    Cleaning of main equipment completed.

    Able to detect problems in the making as well as abnormal noises, temperature levels, vibrations, etc.

    3 Dealing with causes

    Education completed and everyone able to identify causes of problems.

    Have checklist of causes and plan for dealing with them.

    Implementation plan 50% or more completed.

    Implementation plan 80% or more completed.

    Working to modify (improve) equipment, and full plan implementation making it possible to do quick cleaning.

    4 Hard-to-clean places

    Education completed and everyone able to identify hard-to-clean places.

    Have checklist of causes and plan for dealing with them.

    Implementationplan 50% or more completed.

    Implementation plan 80% or more completed.

    Able to improve cleaning equipment, covers, etc., and full plan implementation making it possible to do quick cleaning.

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    Level 1 Level 2 Level 3 Level 4 Level 5 5 30-second

    put away and get-out

    Able to distinguish between necessary and unnecessary items.

    Have clearly designated places for everything.

    Storage places clearly labelled.

    Things put away for easy access.

    Can access and put away in 30 seconds for better effectiveness and efficiency.

    6 Safety Know where to check equipment and what to check for.

    Able to make all safety checks for all equipment

    Able to identify problems and formulate plans.

    All safety plans implemented.

    Educated on safety and able to make safety improvements for a safer workplace.

    7 Visual controls (1): Showing flow directions

    Education completed, and know how many are needed.

    50-70% of pipes painted and labelled.

    70-90% of pipes painted and labelled.

    All pipes painted and labelled.

    Have equipment ledger and checklist. Regular inspections to ensure work is error-free and safety is assured.

    8 Visual controls (2):Valve instructions

    Education completed and know how many of what kinds of labels are needed.

    50-70% of valves labelled.

    70-90% of valves labelled.

    All valves labeled and check at least twice daily.

    Have equipment ledger and checklist. Regular inspections to ensure work is error-free and safety is assured.

    9 Visual controls (3):Wires and ropes

    Education, including points on safety, completed and know how many of what are there.

    All wires and ropes colour coded.

    All wires and ropes measured and cared for.

    Have equipment ledger and care for wires and ropes when returned to inventory as well as when in use.

    All wires and ropes taken care of so they are in top shape all the time.

    10 Visual controls (4): Fire-fighting equipment

    Education completed, and know how many of what are there.

    70% clearly marked and people responsible, designated.

    100% clearly marked and people responsible, designated.

    Have equipment ledger and do regular inspections.

    Have checklist and everyone knows how to use equipment. Able to relate responsibilities, change markers, and maintain things in to shape.

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    Level 1 Level 2 Level 3 Level 4 Level 5 11 Visual

    controls (5): Temperature labels

    Education completed, and know how many of what are there.

    50-70% of equipment labelled.

    70-99% of equipment labelled.

    All equipment labelled and labels checked daily.

    Have equipment ledger and check for label discoloration, etc. Improvements made and recorded.

    12 Visual controls (6): Okay marks

    Education completed, have action plan, and know what needs attention.

    50-70% of equipment labelled.

    70-99% of equipment labelled.

    All equipment labelled. Have equipment ledger, conduct regular inspections, and prevent problems.

    13 Visual controls (7): Cooling fans

    Education completed, and places needing tape identified.

    50-70% of places taped.

    70-99% of places taped.

    All places taped. Have equipment ledger, check fans daily, and prevent problems.