5-s details, presented at bstqm

5-STechnique

Engr. Abdun [email protected] ConsultantCentre for Management DevelopmentSEL Centre (6th Floor), 29-West Panthapath, Dhaka-1205, Bangladesh [email protected]

Engr. Abdun Noor, Centre for Management Development, [email protected]

Course ObjectivesAt the end of the course the participants will be able to:Appreciate the concept of 5-S techniqueExplain implementation techniques of 5-SImplement 5-S in their respective organizationsContribute in improvement through 5-S techniqueConduct 5-S audit


Know 5-S 5-S’s are basic in establishing norms for effective

performance 5-S is a technique to ensure incremental

improvement 5-S was developed in Japan 5-S is the name of a workplace organization

method that uses a list of five Japanese words The most obvious benefit from items being

organized in such a way that improve productivity


Why 5-S? For workplace Management


Where 5-S is Applicable

EverywhereEverywhere


Why Implement 5-S Improves Productivity Helps in proper maintenance Improves Quality Improves Safety Reduces Costs Detects Inconsistency in Workplace


Some Points on 5-S If you can’t do 5-S, you can’t do other work The company that’s doing badly is doing the 5-S

badly 5-S’s are Crime Prevention 5-S’s are management barometer If you can do 5-S, you can do anything


What is 5-S?

Seiri Seiton Seiso Seiketsu Shitsuke

Derived From The First Letters of Derived From The First Letters of

整理整頓清掃清潔躾


What is 5-S?


Meaning Of 5-S’s (1st S)

Distinguishing Between Necessary and

Unnecessary and Getting Rid of What is not

Needed

SEIRISEIRI

SORT/SORT/ ORGANISEORGANISE


1st S: SEIRI Objective: To reduce or eliminate workplace

clutter thereby reducing space requirements, stock levels, and reducing working capital. Thereby improving productivity.

Classify everything around you Separately store according to the

classification Discard all obsolete and unwanted things Fix rules for disposal Implement preventive 5-S


1st S: SEIRI Organize/ Reorganize The Workplace

There should be only items necessary to perform work at the workplaceDispose/remove all unnecessary itemsEnsure that unnecessary do not enter the workplace


1st S: SEIRI This is why, it is necessary to decide what is

necessary & unnecessary in a workplace. So suggest them

As a preventive measure identify how unnecessary items enters to the workplace.

Organize procurement & stores Identify The Excess Quantities


How to do SEIRI? Decide the scope of operation (what workplaces,

areas) and target to be achieved Get Ready Teach people to recognize what is unnecessary Perform management inspection and assessment


1st S: SEIRI Classification: Stratification Management

Things we don’t use Discard

Things we don’t use but want to have on hand just in case

Keep as contingency items in a separate store/record room

Things we use on & off Store somewhere far away

Things we use infrequently Store in the workplace

Things we use frequently Keep at the workplace


1st S: SEIRI Points to remember in classification:

Throw away Donate If difficult to get, you may still keep Sell and generate cash Hazardous waste – use appropriate

disposal means Confidential items – shred


1st S: SEIRI


1st S: SEIRI: Distinguish between necessary and unnecessary Remove unnecessary and dispose them properly Reduce chance of being disturbed with

unnecessary items Evaluate necessary items with regard to cost,

frequency of use or other factors Items or equipment used once a week or once a

month should be kept within the work area


1st S: SEIRI: Red Tag Technique

Using a suitable type of red color disposal notice Train persons in red tagging Apply the tags


1st S: SEIRI: Applying The Red Tags Decide on the standard for red tagging Committee or Internal Audit Make the red tags - paper, self adhesive tape,

plastic covers, round seals Do the tagging during a selected period Mark details Keep for exchange period Get final approval for disposal or other action Dispose Don’t delay


1st S: SEIRI: Applying The Red Tags

Red Tag Technique -Look at: Stocks Facilities Locations Documents Machines Fittings Stationery Bank Accounts Others


1st S: SEIRI: Applying The Red Tags

You may discover… Defective items Dead stock Sleeping stock Excess materials Excess spares …


1st S: SEIRI


1st S: SEIRI: Yellow Tag Technique When you are not sure:On a fixed day label and mark dateIf label items are used thereafter remove the label.Inspect after 6 months (or 1 year) - Which items still have labelsIf still not sure repeat inspection after one year.


Advanced SEIRI: Habitual Make rules for disposal by time or quantity

Notices on notice boards, stocks, newspapers, used items, calendars, directories etc.

Reduce stocks Mark min. and max. stock levels, fixed qty

bins for forms, reduce bought out stocks, increase deliveries, reduce inventory by calculating “stock minutes”

Reduce W-I-P


1st S: SEIRI By implementing SEIRI, many companies haveReduced space requirementsGiven up plans for new storage buildingsReduced the capital expenditure on cabinets etc.Reduced overdrafts and borrowingGenerated Money in sales of discarded itemsMade the factory look betterMade the office more pleasant


1st S: SEIRI When did you last use this?

More than 5 years


1st S: SEIRI You are

searching for the files more than an hour?

There are many files which have

not been used since 5 years


1st S: SEIRI

Before Sort

After Sort


Meaning Of 5-S’s (2nd S)

Establishing a neat layout such that one can always get as much of what is needed, when needed

SEITONSEITON

SYSTEMIC/SYSTEMIC/

SET-IN-SET-IN-ORDERORDER


2nd S: SEITON


2nd S: SEITON A place for everything and everything in its place Keeping necessary things appropriately such that

always available easily available

Ensure Everything has a name and location Easy to keep Easy to takeout First in first out (FIFO) 30 Second retrieval Efficient utilization of space


Jumble

Things are put every which way, which means that space is used inefficiently and you cannot put as many there as you should be able to.

2nd S: SEITON: Point to Remember

Orderly

Things are put at right angles and along straight lines. Space is used most efficiently. Things are all facing the same way.

Every curve means a likely collision and breakage. Every curve is dangerous. Every curve means slowing down.

Curved paths

Straight lines are safe lines.Things move faster and more efficiently.

Straight paths


2nd S: SEITON Arrange all necessary items in order so they can

be easily picked for use Taking into account of the work flow, decide

which things to put where This should be done as per the frequency of use

of items. More frequently used items should be kept near the workplace

A holding area should be clearly visible and clearly marked to assure visual control of items


2nd S: SEITON Display pictures of items and place it on a public

board visible to all Make a clear list of items with their locations

and put it on lockers or cabinets Label each locker/drawer/cupboard to show what

is kept inside Outline locations of equipment, supplies,

common areas and safety zones with lines


2nd S: SEITON


2nd S: SEITON

I can pick even closing

my eyes


2nd S: SEITON


Meaning Of 5-S’s (3rd S)

Eliminate trash, filth and foreign matter to have a cleaner workplace. Cleaning as a form of inspection

SEISOSEISO

SHINE/SHINE/

CLEANCLEAN


3rd S: SEISO Cleaning means inspection Remove dirt, dust, grime and foreign materials

from the work palace Keep the work place & equipment in a ready to

use condition Identify sources and find ways to prevent dirt &

contamination Keep work place clean and tidy Identify source of dirt and contain at the source

such that the workplace or equipment remain clean and useable.


3rd S: SEISO While cleaning remove/rectify defects Cleaning is a team work Cleaning is every bodies job Cleaning is a part of routine job Cleaning is a frame of mind: attitude Create a pleasant environment Assign individual and collective responsibility in

cleaning


SEISO: Cleaning responsibility maps

Entire premises divided into zones Each zone to have a person responsible

including the CEO Give clear directions on the standards expected Even if a janitorial service is used their work

must be checked by the zone “in charge”


SEISO: Cleaning responsibility schedule

Divide responsibility for daily tasks to people Display the schedule May even give evaluation points


SEISO: Cleaning in a Scientific Manner

What to clean? When to clean? In which order to clean? Who is responsible? How to clean? What tools to use? What materials to use? Storage of cleaning tools Cleaning is checking - use the 5 senses


SEISO: The “Original Condition” policy

It is true that machines begin deteriorating from the moment they are installed or unpacked.

But every effort must be made to bring the piece of equipment back to original condition every day.

Then lifetime will be prolonged and breakdowns will be less


SEISO: Cleaning is Checking Clean equipment will facilitate detection of

abnormalities. Cleaning is not polishing etc. to make the piece

of equipment more beautiful – it is to look after it’s health.


SEISO: Garbage Bin Strategy Have many garbage bins Have many waste paper baskets Locate at regular distances Have separate bins for different items Have lids Teach people to use them


SEISO: 5 Minute Cleaning 5 Minute 5-S

Fixed time or ad-hoc time Bell or alarm or music Standardized procedure for checking Everyone must participate Rigidly applied even when on the phone or

having visitors


SEISO: Few Points Look for accumulated mucks, clogging rust,

leakage etc. In case of lubricants is it up to the level ? Look

for leakage, filter free clogging, damage, collection tray etc.

In case of a bolts: Is it properly tightened ? Loose parts, vibration, sound, shock absorber, getting heated etc.

Look into hydraulic tank, oil valves, filter, adjustment


SEISO: Few Points Look at motors, condition of fans, fan-belt,

coupling, joints, plugs, chains, pumps etc. Look at electrical items, panel conditions, safety

lamp, bulb, switches etc. 5-S Pledge

I will not get things dirty I will not spill I will not scatter things around I will clean things right away I will rewrite things that have gotten erased I will tape up things that have come down


3rd S: SEISO


3rd S: SEISO

Before After


3rd S: SEISO


Meaning Of 5-S’s (4th S)

Keeping everything organized. Standards to maintain

SEIKETSUSEIKETSU

STANDAR-STANDAR-DISATIONDISATION


4th S: SEIKETSU Standardize the first three S’s Establish the routines and standard practices for

regularly and systematically repeating the first three S’s

Create procedures and forms for regularly evaluating the status of the first three S’s

Assign responsibility to individuals for a work area and machinery

Instead of criticizing poor cases, praise and commend good practices or good performers

Implement “Good” and “Bad” stickers


4th S: SEIKETSU Maintain strict control over Seiri, Seiton, Seiso

activities such that there is no deviation. Regularizing the 3-S activities so that

abnormalities show up Making deviations obvious with visual control

(Sensory alertness and control) Anybody can spot an abnormality Visualization demonstrate alertness Making the rules easy to follow


4th S: SEIKETSU Standardization & Visual Management:

displays to help people avoid making operating errors

danger alerts indications of where things should be put cautions and operating reminders preventive maintenance displays instructions safety/ warning signs


4th S: SEIKETSU Standards on Right and Wrong-:

Make them easy to see from distance Put the displays on the things they are for Make them so that anyone can tell what is right and

what is wrong Make them so that anybody can use them easily and

conveniently Make them so that anybody can follow them and

make the necessary corrections easily Make them so that using them makes the workplace

brighter and more orderly


4th S: SEIKETSU The purpose of standardization is to make sure

that the entire organization follows the same procedures the same rules, the same names, same sizes, shapes, and colors etc.

Standardization may even be extended to other areas.


4th S: SEIKETSU Standardization & Visual Management :

Levels Precision Management level Temperature Levels Other relevant Levels Okay Mark Standard Inspection Lub. Oil Inspection Levels Zone Levels Position Mark


4th S: SEIKETSU Floor painting strategy:

Working areas - green Aisles - orange Rest areas - blue Warehouses - Gray Types of lines and sizes Door opening lines Storage space lines Traffic flow direction lines


4th S: SEIKETSU Safety Signs:

“Don’t do” signs “Must do” signs Warning signs - Tiger patterns Safe way signs Different colors Prominently displayed


4th S: SEIKETSU

Fix item: Item identification Shelf indication Should be flexible


4th S: SEIKETSU Position Marks:

Waste paper baskets Garbage bins Tables and chairs Cupboards and other furniture Inspection points

Wire Management: Off the ground Neat and straight Color coded


4th S: SEIKETSU Storage of registers and files:

File index displayed Color code Easy to see, easy to get and easy to return Identification strips on registers and books “Homes” for registers and books Index labels (A, B, C) Tags for important pages Review period Summary pages Next location


4th S: SEIKETSU

What: Don’t tap switch with left hand

Why: Left hand is close to the heart


4th S: SEIKETSU

What: Don’t tap with wet handWhy: Risk of electric shock

What: Switch with a single tapWhy: Risk of sparking if vibrate


4th S: SEIKETSU


4th S: SEIKETSU

Safety instructions mounted on a machine

Lubricate and gauge levels clearly marked


4th S: SEIKETSU

Has the nut been tightened to the right point?


4th S: SEIKETSU


Meaning Of 5-S’s (5th S)

Doing the right thing as a routine matter

SHITSUKESHITSUKE

SUSTAIN/ SUSTAIN/ DisciplineDiscipline


5th S: SHITSUKE Doing the right thing as a matter of course Make everyone committed to the program Enforce discipline to inculcate self discipline Have a 5-S Patrol Team Senior management should initiate a celebration

for the total 5S implementation Motivate through competitions


5th S: SHITSUKE

Competition and Award


5-S: At a glance

SeiriSeiton

Seiso

Seiketsu

Shitsuke


5-S


Few examples of 5-S:

Before After


Few examples of 5-S:


The Three Types Of Workplaces3rd Class workplaceWhere everyone messes the place and there is no one to clean up

2nd Class workplaceWhere people mess up the place and office helpers, cleaners, janitorial services or servants clean up the place

1st Class workplaceWhere everyone is disciplined and does not mess up and all participate in cleaning


Additional Guidelines to Implement 5-S

Sensitize management and all employees concerned about the importance and benefits of 5-S and get their commitment

Conduct a status audit with photographs ‘as is state’

Measure throughput, time in materials handling, floor space, flow distance, rack storage, engineering cycle times, annual physical inventory time, and defect ratios before and after the 5-S implementation


Additional Guidelines to Implement 5-S

Develop an implementation plan, with clear responsibilities and deadlines, in consultation with management and all employees concerned

Implement the 5-S plan Take photographs after the implementation and

assess the difference share the experience and extend the

implementation to other areas conduct periodic 5S Internal Audits with ratings

to monitor progress

5-s details, presented at bstqm

Engineering