Framework of 5S
Presented by:
Vishal Agrawal
Kishore Gehlot
Mukesh Pareek
Amit 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 Description
Original Trans. Alt.
Seiri Sort Clearing Removal of all items that are not needed
within the scope of current production.
Seiton Set in Arranging Every tool, bin, pallet should have a
Order 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 Sort
No 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 / Shine
No 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 areas
Encourage and drive Team Kaizen activities
Implement 5S Planners, Checklists & Memos
Analyze with Radar chart
The Benefits of 5S
Stable and reliable processes
Teams active in improvements & problem solving
World-class factory standards
Improved productivity and quality
Reduced 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 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”,
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
