olena puhach 5s

8/16/2019 Olena Puhach 5S

1/18

5 S Methotology as a

source ofMaintenance quality

improvement

represented

by Olena Puhach

„The slower but consistent tortoise causes le

desirable than the speedy hare that racesoccasionally to doze. The Toyota Productonly when all the worers become tortois Taiichi Ohno


2/18

Where Did the 5S MethodoloBegin?

The history of 5S goes bac as far as the "#th $en %enice shipbuilders. &n an effort to streamline thassembly process' worers used quality processproduction to build ships in hours instead of day wees.


3/18

Where Did the 5S MethodoloBegin?• (rom there' it was Saichi Toyoda and son )iichiro as w

engineer Taiichi Ohno who developed the 5S methodolthey called the Total Production System of TPS after *

• The three Toyota representatives looed at both (ord M$ompany+s assembly lines and the inventory process atsupermaret chain Piggly *iggly. Through analysis at

notice waste along with worers who had to wait for oncompleted which resulted in layoffs and rehiring. ,t Pisupermarets' their inventory system of ordering only wneeded based on demand helped them understand andthe -&T process into the 5S methodology.


4/18

5S Description

5S is the name of a worplace organization method that

list offive -apanese words seiri, seiton, seiso, seiketsu, auke.Transliterated into /oman script' they all start witletter 0S0. The list describes how to organize a wor spaefficiency and effectiveness by identifying and storing t

used' maintaining the area and items' and sustaining thorder. The decision1maing process usually comes fromdialogue about standardization' which builds understanamong employees of how they should do the wor.

&n some quarters' 5S has become #S' the si2th element b

safety.


5/18

5S Description

Other than a specific stand1alone methodologyfrequently viewed as an element of a broader co

nown as visual control 'visual workplace' or factory. 3nder those 4and similar terminolo

*estern companies were applying underlying c

of 5S before publication' in 6nglish' of the formethodology. (or e2ample' a worplace1organphoto from Tennant $ompany 4a Minneapolismanufacturer quite similar to the one accomp

this article appeared in a manufacturing1mana


6/18

Steps of 5S

Seiri – Sort (Clearing)- clearly separating necessary from unnecessary, and remove

unnecessary

Seiton – Set in order(Confgure)

- visually arrange and identify items for ease of use and retrieval

Seiso - Shine & Check(Clean & Check)

- keep the workplace clean (not pretty) to allow problems to be identied

Seiketsu - Sta(Conor!ity)

- continually monitor the level of clearing, or

Shitsuke - Sus(Custo! & "raConsensus)

- work towards a shared set of values regarand cleaning

and the $th onSaety

- improve through better clearing, organisingcontrol


7/18

S!"#• /emove unnecessary items and dispose of them pro

• Mae wor easier by eliminating obstacles.

• /educe chances of being disturbed with unnecessar

• Prevent accumulation of unnecessary items.

• 6valuate necessary items with regard to cost or othe

• /emove all parts or tools that are not in use.

• Segregate unwanted material from the worplace.• 9eed fully silled supervisor for checing on regula

• :on;t put unnecessary items at the worplace < deftagged area to eep those unnecessary items.


8/18

S$# %& !"D$"

• ,rrange all necessary items so that they can b

selected for use• Prevent loss and waste of time by arranging w

in such a way that all tools = equipment is in cpro2imity

•

Mae it easy to find and pic up necessary item• 6nsure first1come1first1served basis

• Mae worflow smooth and easy

• ,ll of the above wor should be done on regul


9/18

S'%&$

• $lean your worplace completely

• 3se cleaning as inspection• Prevent machinery and equipment deterioration

• )eep worplace safe and easy to wor

• )eep worplace clean and pleasing to wor in

• *hen in place' anyone not familiar to the enviromust be able to detect any problems within 5> fesecs.


10/18

S#&D"D%$

•Standardize the best practices in the wor area.

• Maintain high standards in worplace organizatall times.

• Maintain orderliness. Maintain everything in ord

according to its standard.• 6verything in its right place.

• 6very process has a standard.


11/18

S*S#%&

• #o keep in proper working order•lso translates as +do without being t

•erform regular audits

• #raining and Discipline

• #raining is goal oriented process %tsresulting feedback is necessary mont


12/18

.hy add safety to make /S0

&n some industries safety is far mo

important than in others.

,dding as an additional step create

?reater awareness

More focus

,nother chance to review


13/18

5S gains

5S removes instances of the

seven wastes within your woring environment.Theseare

@ Transport

@ &nventory

@ Motion

@ *aiting

@ Overproduction

@ Over Processing

@ :efects

6fficiency impro@ Typically in the

">A to B>A@ *orspace mo

6rgonomic@ &tems located i

reach@ 9o clutter to ca


14/18

dvantages faced on 5S%mplementation/eduction in delays

• @ 5S will reduce delays in yourprocess

• @ %isual management shows when products and

•

tools are missing@ Problems highlighted

C Materials out of place

C Deas and other machineproblems

/educed setups@ Setup times reduced through the sameprocess as increasing production efficiency @ 6rgonomic worplace

@ ,ll tools to hand@ Standardized process


15/18

dvantages faced on 5S%mplementationMorale and motivation

@ Dess stress for operators@ Safer wor environment

@ &nvolvement in maing ownimprovements

@ 6mpowerment to mae changes@ , highly visual and tidy worplace

• can give a great impression to acurrent or potential customer.

@ ,bnormalities are immediately visible allowing &mproved quality @ The right tools and equipment available@ Standardized processes@ &mproved handling so less damage

@ &mproved reliability of equipment


16/18

dvantages faced on 5S%mplementation

Safety

@ 9o clutter to create obstacles and hazards

@ 6rgonomic stress free worplace

C 9o stretching or reaching

C 9o lifting heavy obEects

@ Standardized ways of woring


17/18

5S mong the other techni1ues

2ean 3anufacturing Software 4 5S, ai6en, S3$D, 7S3, /Sigma, #3, D3%8, !$$ (9)-mp:


18/18

for ;our attention

olena puhach 5s

Documents