Framework of 5S

Presented by:

Vishal AgrawalKishore GehlotMukesh PareekAmit Rewar

Date: 29 Jan. 2005 Kapil Sankhala

What is 5’s

5S stands for 5 Japanese words which begin with S

An essential step required for waste elimination and to achieve

P- Productivity

Q- Quality

C- Cost

D- Delivery

S- Safety

5S

Seiri

Seiton

Seiso

Seiketsu

Shitsuke

The 5S DescriptionOriginal Trans. Alt.

Seiri Sort Clearing Removal of all items that are not needed within the scope of current production.

Seiton Set in Order

Arranging Every tool, bin, pallet should have a place.

Shadow boards, tape and paint

Seiso Shine Neatness Ensuring everything in the factory stays clean

Both prevention & cleaning routines apply

Shitsuki Standardise Discipline The methods used to maintain the gains, not only standard ops, best current practice and actively using ISO are applicable

Seiketsu Sustain Ongoing Improvements Ensuring that the gains are held and continue to be made. Removal of friction and waste

Seiri: Rules for SortNo Dirt, Dust & Debris

All Area Problems sorted out

No Unneeded Items in the Workplace

Machine Problems sorted out

Sorting is not a 'once-off' operation - It is ongoing use red tags to identify all machine and area faults record a description of the fault and assign a fault number for tracking purposes

List all area and equipment problems on the Problem board

Create a Red tag area

Before

After

Seiton (Simplifying)

Organize storage and easy of retrieval.

Everything keep in its place.

Flow of information with story-boards.

Analyse movement of product and flow.

Organize layout of equipment and processes.

Create shadow-boards for storage of tools.

Rules for simplifying

All tools and utensils are close at hand.Floor markings define walkways & storage locations.Everything that's needed in the area must have an address.The 3 Keys are 'Where, What & How many' (outline or shadow, description & quantity).If an item is not addressed it must be removed from the area or assigned an address.Use floor markings to identify storage locations and limits.Use signage to identify storage locations at walls, on shelves, racks and cabinets

Print Instruction inside the

Cover of Washing Machine.

Seiso (Sweep / Scan / Shine)

Visually and physically sweep the area for anything out of place

Remove all traces of dust, dirt and debris.

Use cleaning as a form of checking for abnormalities.

Create daily checklist and cleaning routines.

Conduct deep-cleaning of equipment.

Rules for Sweep / Scan / ShineNo grease, dirt, dust, marks, stickers on floor, equipment, tools, desks, benches, shelving, walls, doors and partitions

Cleaning Rota established with responsibility assigned to individuals for specific areas / tasks.

Cleaning checklist in place detailing the specific tasks, dates, times and person responsible.

Cleaning Stations to be kitted-out with - outline / shadow, description & quantity.

Weekly housekeeping audits to be carried out and results displayed.

No materials, packaging, product, tools or foreign matter inside and around equipment.

5S Examples - Shine

Seiketsu (Standardize)

Develop higher workplace standards

Create visual control systems

Share information on required standards

Improve operations & flow

Share information

Rules for Standardize

All information sharing requirements to be listed for inclusion on Storyboard 

Visitor Welcome Boards to provide information on the Team and it's objectives; Process, Product and Area Standards

Storyboards and Visitor Welcome Boards to be kept live and easy for a stranger to understand

Responsibility to be assigned to individuals for updating specific information on boards

All signage throughout the plant to be standardized - e.g.. dimensions, material, colour, font, attachment method, etc.

Floor markings to be standardized throughout all areas of the

Shitsuke (Sustain / Self-Discipline)

The biggest challenge is in maintaining the new workplace standards

Decide roles and responsibilities

Continue training and education

Improve communications

Create Kaizen Development Plans

Test Best-Practice ideas from other companies

Rules for Self discipline

Make 5S part of the Company Culture Incorporate in regular communications - Newsletter, company presentations, etc.  Display 'before' and 'after' photos in all areasEncourage and drive Team Kaizen activitiesImplement 5S Planners, Checklists & Memos Analyze with Radar chart

The Benefits of 5S

Stable and reliable processesTeams active in improvements & problem solving World-class factory standardsImproved productivity and qualityReduced waste, inefficiencies & costs Reduced quality losses

Contd...

A safer work environment

Showroom-factory conditions

Enhanced teamwork and morale

Customer delight when visiting

Increased competitiveness

Potential benefits of 5s

The potential benefits of 5S can be summarized by five English S or PQCDS.

Five English S:

Sales - Increase sales (market share).

Savings - Save costs.

Safety - Provide a safety working environment.

Standardization - Standardize the operating procedure.

Satisfaction - Employees and customers satisfaction

Contd…

PQCDS:

P - Increase productivity.Q - Improve product quality. C - Reduce manufacturing costs. D - Ensure on-time delivery. S - Provide a safety working environment

Implementation Procedure of 5S

Organize the program committee. (PLAN) Develop a plan for each S. (PLAN) Publicly announcement the start of the program. (DO) Provide training and education to employees. (DO) Select a day and everybody cleanups his/her own working area. (DO) Select a day and everybody organizes his/her own workplace. (DO) Evaluate the results of 5S. (CHECK) Self-Examination and Take corrected actions. (ACTION)

A Case of Timack Mfg. Ltd.

A plywood and wooden frames Mfg. firm.Sales has reduced from £1.85m to £1.65m in

two year.Management took help of a Manufacturing

Institute from East Lancashire Business Link.They identified some key issues.

These issues were:The business is approximately at break even point – there is a need to reduce cost and improve productivity, in order to start making a margin.The manufacturing lead time is excessive, compared with the value added process time.Stock levels are high.There is a seasonal trend in the business, with the busy period being March and April.The business is organized functionally, with separately managed areas.There is no measure of machine effectiveness.Production of samples for new products can be problematic.

Recommendation:Use value stream mapping to identify “waste” within the operation. This will enable aplan to be produced to reduce stock and lead time. Consider the need for annualised hours to cope with the seasonal variances indemand. (This may not be necessary if the lead time can be reduced). Consider a “value stream management” organisational structure. Consider the introduction of Overall Equipment Effectiveness (OEE). Consider the creation of new product samples as a separate “value stream”,perhaps with dedicated processes?

Contd…

A project team was formed, consisting of the two directors, the machine shop manager and assembly supervisor.

Implementation of improvement took place over next four month.

5S was implemented.

The photographs below show the improved workplace Organisation, as a result of the 5S activity

Before After

Results: 10% improvement in productivity (£40.9k benefit)

5% improvement in delivery performance

33% reduction in stock (£54.5k benefit)

33% reduction in lead time (3 weeks to 2 weeks)

2 jobs safeguarded

£75k sales safeguarded

£23k of value added safeguarded

10% reduction in sub standard supplies (£1.2k benefit)

10% reduction in travel distances