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Achieving A Place For Everything Quality With 5 S & Everything In Its Place Presented By: Harpreet Singh (18) Shweta
Singh (28) 1
What is 5S ? • An essential step required for Waste Elimination Sorting Out
Orderliness
Shine
“Seiri”
“Seiton”
“Seiso”
Standardize Cleanup “Seiketsu” “Seiketsu”
Sustain/Perseverance “Shitsuke”
• An integral step in Kaizen • A required element to achieve Lean-site Manufacturing.
Five S Seiri Seiton
Sorting Out
S-1
Systematic Arrangement S - 2
Seiso
Spic-n-Span
S-3
Seiketsu
Standardise
S-4
Shitsuke
Self Discipline
S-5
Drive Quality SEISO SEIRI Arrange Properly Distinguish between those things that are needed and not needed Keep only needed materials at the job site Throw away all unneeded items immediately
SEITON Orderliness Put things in right order in designated areas Store all materials and information in an orderly fashion at all times Organized according to frequency Place for everything and everything in its place
Cleanliness Problems are more visible when everything is neat and clean Find minor defects while "sweeping clean”
5s
SEIKETSU Always Clean Clean tools, equipment and job site immediately after use Equipment that is kept clean runs better
SHITSUKE Discipline Use and follow standard procedures Follow company rules and regulations Follow safety procedures at all times
Sort – (Seiri)
The first S focuses on eliminating unnecessary items from the workplace.
MUDA ELIMINATION WASTE ELIMINATION LEADS TO COST OPTIMIZATION & MANAGEMENT EXCELLENCE
Sort – (Seiri) An effective visual method to identify these unneeded items is called red tagging. A red tag is placed on all items not required to complete your job. These items are then moved to a central holding area. This process is for evaluation of the red tag items. Occasionally used items are moved to a more organized storage location outside of the work area while unneeded items are discarded.
Sort – (Seiri)
If you don’t use it, move it!
Sort – (Seiri) Sorting frees up valuable floor space and eliminates such things as broken tools, obsolete jigs and fixtures, scrap and excess raw material. The Sort process also helps prevent the ‘hoarder’ job mentality (“I might need it”).
Set in Order – (Seiton) The second S focuses on efficient and effective storage methods. You must ask yourself these questions:
1. What do I need to do my job? 2. Where should I locate this item? 3. How many do I need?
Set in Order – (Seiton) Strategies for effective Set In Order are:
Painting floors Outlining work areas and locations Shadow boards Modular shelving and cabinets
“A PLACE FOR EVERYTHING AND EVERTHING IN ITS PLACE”
Shine – (Seiso) Once the clutter and junk that has been clogging work areas have been eliminated and the necessary items have been identified and located, the next step is to thoroughly clean the work area. Daily follow-up cleaning is necessary in order to sustain this improvement. Workers take pride in a clean and clutter-free work area and the Shine step will help create ownership in the equipment and facility.
Shine – (Seiso) Workers will also begin to notice changes in equipment and facility location such as air, oil and coolant leaks, repeat contamination and vibration, broken, fatigue, breakage, and misalignment. These changes, if left unattended, could lead to equipment failure and loss of production. Both add up to impact your company’s bottom line.
Standardize – (Seiketsu) Once the first three of the 5S’s have been implemented, emphasis should be on standardizing best practice in work area. Employees must be allowed to participate in the development and documentation of such standards. They are a valuable but often overlooked source of information regarding their work.
Standardize – (Seiketsu) Standardize means establishing “Best Manufacturing Practices, including:
Workplace Layout and Design Materials Handling Analysis Clear and Concise Work Instructions Well Defined Work Methods Safe (Ergonomic) Working Practices Cycle Time Reduction Training Documentation
Sustain – (Seiketsu) This is by far the most difficult S to implement and achieve. Human nature is to resist change and more than a few organizations have found themselves with a dirty cluttered shop a few months following their attempt to implement 5S. The tendency is to return to the status quo and the comfort zone of the "old way" of doing things. Sustain focuses on defining a new status quo and standard of work place organization.
The “5S” Philosophy Once fully implemented, the 5S process can increase moral, create positive impressions on customers, and increase efficiency and organization. Not only will employees feel better about where they work, the effect on continuous improvement can lead to less waste, better quality and shorter lead times. Any of which will make your organization more profitable and competitive in the market place
5S Performance Excellence Model Orderliness (Seiton) Improved Quality Improved Safety
Customer Expectations
Reduced costs Consistent Deliveries Improved Product/ Service Options
Standardize (Shitsuke)
Self-Discipline (Seiketsu) Sorting Out (Seiri) Shine (Seiso)
E C I PR
DELIVERY
Y T I L A U Q
F
Y T I L I LEXIB
SERVICE
THE NEED FOR A "5S" STRATEGY
Resistance to Implementing 5S •What’s so great about sort and set in order? It will take too much time.
•Why bother?
•We’re too busy for 5s.
•Why clean when it just gets dirty again?
What are the reasons for resisting 5s implementation?
•Are sort, set in order, and shine really going to boost productivity?
•We already implemented sort and set in order.
•We did 5s years ago.
Potential benefits of 5S •Workers have an •Higher job opportunity to provide satisfaction. creative ideas about how the workplace should be organized. •Growth.
What are some benefits of implementing 5s?
•Safer environment. •Win customer confidence and trust.
•Clear expectations.
•Maintained machinery and equipment means reduced downtime.
•Reduced changeover time = higher productivity. •Reduced defects and higher quality. •Elimination of cost causing waste.
•Reduced delays mean timely delivery of product.
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
Act
Plan
Check
Do
• 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)
Case Studies
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.
The 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 a plan to be produced to reduce stock and lead time. Consider the need for annualised hours to cope with the seasonal variances in demand. (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”,
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
Case Study Of Leisureline Established in 1998 Leisureline (Pvt) Ltd, Sri Lanka is a small company situated in the Free Trade Zone in Katunayaka, Specialises in sportswear and lingerie catering to international fashion labels like Victoria's Secret, Gap, Vanity Fair, Triumph, Hanro, Marks & Spencer, Bhs, C&A, Evans, Express and Learner.
Challenges • The workforce had been de-motivated and used on an ad hoc basis.
Implementation Of 5S • The last five minutes of every working day are spent on arranging the workplace while a special 5S song is played. • Twice a year, on July 31st and December 31st, all employees including the management get special time to clean their respective work areas. • A number of teams have been appointed to look into matters like food and parking. • Every new employee recruited by the company is first introduced to the 5S concept because
Specific Objectives • Divide areas into zones • Define responsibilities for cleaning • Tools and equipment must be owned by an individual • Focus on removing the need to clean
PLAN SHOWING HOW AUDITING AGAINST 5S BECOMES A WAY OF LIFE Area
Responsible Person
Auditors: Audit to be carried out by 3rd week of each month by named person and an assistant… July
Sept
Nov
Operations Arvind
arjun
Swastik
Lalitha
Warehouse Sreelekha
Naresh
Santosh
Rajat
Inventory
Prabhat
Sanjay
Sanjeev
Venkat
The Nine Wastes Overproduction
Before
Percentage % of Waste of Waste
100 90 80 70 60 50 40 30 20 10 0
After
Delays
Before
After
Transportation
Before
After
Inventory
Before
After
Motion
Before
After
Processes
Before
After
Defective Products Before
After
Untapped Resources Before
After
Mis- Used Resources Before
After
9 Waste Radar Chart % of Waste Before 5S % of Waste After 5S Taprsn otraoit n
orP ecss
70
0
01
20
30
04
50
80
90
100
O ve r porud tc oi n
60 Uatn pped R eos eucr s
D e al ys
nIevotn yr
M o toi n
Mu-si es d R eos eucr s Deevfitc Por tdcu
Workplace Scan Score Card Five "S" Steps Sort
5 4 3
Sustain
Straighten
2 1
Standardize
Shine
RESULT Uncleaned Mixed Unordered Unarranged Untidy Ugly Clean Sorted Ordered Arranged Neat Good Looking
Before 5S
After 5S
How Does 5S Pay Off? BEFORE 5S Visits
AFTER 5S 1800
Time Spent Each Visit Total Time for 600 Employees
Visits
15 Min Time Spent Each Visit 450 Hrs.
Total Time for 600 Employees
PRODUCTIVITY INCREASE (%)
1800 1 Min 30 Hrs
93
BENEFITS • Leisureline (Pvt) Ltd bagged the National Productivity Award 2001 • Earlier Leisureline used to take as much as 6-8 weeks to complete an order,After implying 5S it takes only 21 days after confirmation of the order and despatches the products to the buyer without delay Improvements in:• Workforce morale • Company image • Health and Safety • Machine maintenance • Quality • Productivity
References • • • • •
http://www.kdr-associates.com [Assessed on 07 Apr’09] http://www.envision-hc.com [Assesed on 07 Apr’09] http://www.nasfm.org [Assessed on 09 Apr’09 ] http://www.cbi.nl [Assessed on 09 Apr’09] Ho S.K.M. [1995-9], TQM: An IntegratedApproach — Implementing TQ through • Japanese 5-S and ISO 9000, Kogan Page,UK (95 & 97 Ed.), HK Baptist Uni. (99 Ed.). • • Management & Marketing (2008) Vol. 3, No. 4, pp. 115-120. • Hirano, Hiroyuki and Dr. J.T. Black. 1988. JIT Factory Revolution. Cambridge. Productivity Press • http://www.businessknowledgesource.com/manufacturing/the_5_s_a [Assesed on 20 Apr’09]
Singh (28) 1
What is 5S ? • An essential step required for Waste Elimination Sorting Out
Orderliness
Shine
“Seiri”
“Seiton”
“Seiso”
Standardize Cleanup “Seiketsu” “Seiketsu”
Sustain/Perseverance “Shitsuke”
• An integral step in Kaizen • A required element to achieve Lean-site Manufacturing.
Five S Seiri Seiton
Sorting Out
S-1
Systematic Arrangement S - 2
Seiso
Spic-n-Span
S-3
Seiketsu
Standardise
S-4
Shitsuke
Self Discipline
S-5
Drive Quality SEISO SEIRI Arrange Properly Distinguish between those things that are needed and not needed Keep only needed materials at the job site Throw away all unneeded items immediately
SEITON Orderliness Put things in right order in designated areas Store all materials and information in an orderly fashion at all times Organized according to frequency Place for everything and everything in its place
Cleanliness Problems are more visible when everything is neat and clean Find minor defects while "sweeping clean”
5s
SEIKETSU Always Clean Clean tools, equipment and job site immediately after use Equipment that is kept clean runs better
SHITSUKE Discipline Use and follow standard procedures Follow company rules and regulations Follow safety procedures at all times
Sort – (Seiri)
The first S focuses on eliminating unnecessary items from the workplace.
MUDA ELIMINATION WASTE ELIMINATION LEADS TO COST OPTIMIZATION & MANAGEMENT EXCELLENCE
Sort – (Seiri) An effective visual method to identify these unneeded items is called red tagging. A red tag is placed on all items not required to complete your job. These items are then moved to a central holding area. This process is for evaluation of the red tag items. Occasionally used items are moved to a more organized storage location outside of the work area while unneeded items are discarded.
Sort – (Seiri)
If you don’t use it, move it!
Sort – (Seiri) Sorting frees up valuable floor space and eliminates such things as broken tools, obsolete jigs and fixtures, scrap and excess raw material. The Sort process also helps prevent the ‘hoarder’ job mentality (“I might need it”).
Set in Order – (Seiton) The second S focuses on efficient and effective storage methods. You must ask yourself these questions:
1. What do I need to do my job? 2. Where should I locate this item? 3. How many do I need?
Set in Order – (Seiton) Strategies for effective Set In Order are:
Painting floors Outlining work areas and locations Shadow boards Modular shelving and cabinets
“A PLACE FOR EVERYTHING AND EVERTHING IN ITS PLACE”
Shine – (Seiso) Once the clutter and junk that has been clogging work areas have been eliminated and the necessary items have been identified and located, the next step is to thoroughly clean the work area. Daily follow-up cleaning is necessary in order to sustain this improvement. Workers take pride in a clean and clutter-free work area and the Shine step will help create ownership in the equipment and facility.
Shine – (Seiso) Workers will also begin to notice changes in equipment and facility location such as air, oil and coolant leaks, repeat contamination and vibration, broken, fatigue, breakage, and misalignment. These changes, if left unattended, could lead to equipment failure and loss of production. Both add up to impact your company’s bottom line.
Standardize – (Seiketsu) Once the first three of the 5S’s have been implemented, emphasis should be on standardizing best practice in work area. Employees must be allowed to participate in the development and documentation of such standards. They are a valuable but often overlooked source of information regarding their work.
Standardize – (Seiketsu) Standardize means establishing “Best Manufacturing Practices, including:
Workplace Layout and Design Materials Handling Analysis Clear and Concise Work Instructions Well Defined Work Methods Safe (Ergonomic) Working Practices Cycle Time Reduction Training Documentation
Sustain – (Seiketsu) This is by far the most difficult S to implement and achieve. Human nature is to resist change and more than a few organizations have found themselves with a dirty cluttered shop a few months following their attempt to implement 5S. The tendency is to return to the status quo and the comfort zone of the "old way" of doing things. Sustain focuses on defining a new status quo and standard of work place organization.
The “5S” Philosophy Once fully implemented, the 5S process can increase moral, create positive impressions on customers, and increase efficiency and organization. Not only will employees feel better about where they work, the effect on continuous improvement can lead to less waste, better quality and shorter lead times. Any of which will make your organization more profitable and competitive in the market place
5S Performance Excellence Model Orderliness (Seiton) Improved Quality Improved Safety
Customer Expectations
Reduced costs Consistent Deliveries Improved Product/ Service Options
Standardize (Shitsuke)
Self-Discipline (Seiketsu) Sorting Out (Seiri) Shine (Seiso)
E C I PR
DELIVERY
Y T I L A U Q
F
Y T I L I LEXIB
SERVICE
THE NEED FOR A "5S" STRATEGY
Resistance to Implementing 5S •What’s so great about sort and set in order? It will take too much time.
•Why bother?
•We’re too busy for 5s.
•Why clean when it just gets dirty again?
What are the reasons for resisting 5s implementation?
•Are sort, set in order, and shine really going to boost productivity?
•We already implemented sort and set in order.
•We did 5s years ago.
Potential benefits of 5S •Workers have an •Higher job opportunity to provide satisfaction. creative ideas about how the workplace should be organized. •Growth.
What are some benefits of implementing 5s?
•Safer environment. •Win customer confidence and trust.
•Clear expectations.
•Maintained machinery and equipment means reduced downtime.
•Reduced changeover time = higher productivity. •Reduced defects and higher quality. •Elimination of cost causing waste.
•Reduced delays mean timely delivery of product.
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
Act
Plan
Check
Do
• 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)
Case Studies
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.
The 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 a plan to be produced to reduce stock and lead time. Consider the need for annualised hours to cope with the seasonal variances in demand. (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”,
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
Case Study Of Leisureline Established in 1998 Leisureline (Pvt) Ltd, Sri Lanka is a small company situated in the Free Trade Zone in Katunayaka, Specialises in sportswear and lingerie catering to international fashion labels like Victoria's Secret, Gap, Vanity Fair, Triumph, Hanro, Marks & Spencer, Bhs, C&A, Evans, Express and Learner.
Challenges • The workforce had been de-motivated and used on an ad hoc basis.
Implementation Of 5S • The last five minutes of every working day are spent on arranging the workplace while a special 5S song is played. • Twice a year, on July 31st and December 31st, all employees including the management get special time to clean their respective work areas. • A number of teams have been appointed to look into matters like food and parking. • Every new employee recruited by the company is first introduced to the 5S concept because
Specific Objectives • Divide areas into zones • Define responsibilities for cleaning • Tools and equipment must be owned by an individual • Focus on removing the need to clean
PLAN SHOWING HOW AUDITING AGAINST 5S BECOMES A WAY OF LIFE Area
Responsible Person
Auditors: Audit to be carried out by 3rd week of each month by named person and an assistant… July
Sept
Nov
Operations Arvind
arjun
Swastik
Lalitha
Warehouse Sreelekha
Naresh
Santosh
Rajat
Inventory
Prabhat
Sanjay
Sanjeev
Venkat
The Nine Wastes Overproduction
Before
Percentage % of Waste of Waste
100 90 80 70 60 50 40 30 20 10 0
After
Delays
Before
After
Transportation
Before
After
Inventory
Before
After
Motion
Before
After
Processes
Before
After
Defective Products Before
After
Untapped Resources Before
After
Mis- Used Resources Before
After
9 Waste Radar Chart % of Waste Before 5S % of Waste After 5S Taprsn otraoit n
orP ecss
70
0
01
20
30
04
50
80
90
100
O ve r porud tc oi n
60 Uatn pped R eos eucr s
D e al ys
nIevotn yr
M o toi n
Mu-si es d R eos eucr s Deevfitc Por tdcu
Workplace Scan Score Card Five "S" Steps Sort
5 4 3
Sustain
Straighten
2 1
Standardize
Shine
RESULT Uncleaned Mixed Unordered Unarranged Untidy Ugly Clean Sorted Ordered Arranged Neat Good Looking
Before 5S
After 5S
How Does 5S Pay Off? BEFORE 5S Visits
AFTER 5S 1800
Time Spent Each Visit Total Time for 600 Employees
Visits
15 Min Time Spent Each Visit 450 Hrs.
Total Time for 600 Employees
PRODUCTIVITY INCREASE (%)
1800 1 Min 30 Hrs
93
BENEFITS • Leisureline (Pvt) Ltd bagged the National Productivity Award 2001 • Earlier Leisureline used to take as much as 6-8 weeks to complete an order,After implying 5S it takes only 21 days after confirmation of the order and despatches the products to the buyer without delay Improvements in:• Workforce morale • Company image • Health and Safety • Machine maintenance • Quality • Productivity
References • • • • •
http://www.kdr-associates.com [Assessed on 07 Apr’09] http://www.envision-hc.com [Assesed on 07 Apr’09] http://www.nasfm.org [Assessed on 09 Apr’09 ] http://www.cbi.nl [Assessed on 09 Apr’09] Ho S.K.M. [1995-9], TQM: An IntegratedApproach — Implementing TQ through • Japanese 5-S and ISO 9000, Kogan Page,UK (95 & 97 Ed.), HK Baptist Uni. (99 Ed.). • • Management & Marketing (2008) Vol. 3, No. 4, pp. 115-120. • Hirano, Hiroyuki and Dr. J.T. Black. 1988. JIT Factory Revolution. Cambridge. Productivity Press • http://www.businessknowledgesource.com/manufacturing/the_5_s_a [Assesed on 20 Apr’09]
