5s synopsis

8/8/2019 5s Synopsis

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5-S FRAMEWORK

SYNOPSIS

The 5S framework was originally developed by just-in-time expert and

international consultant Hiroyuki Hirano.

The 5S framework is an extension of Hirano's earlier works on just-in-timeproduction systems. The 5Ss represent a simple "good housekeeping"approach to improving the work environment consistent with the tenets of

lean manufacturing systems.

The focus on the concept is how the visual workplace can be utilized to driveinefficiencies out of the manufacturing process. This framework also

improves workplace safety, which makes it attractive to businesses.

According to Hirano, without the organization and discipline provided bysuccessfully implementing the 5Ss, other lean manufacturing tools and

methods are likely to fail.

The "5Ss" stand for the Japanese words seiri, seiton, seiso, seiketsu, andshitsuke. These Japanese "S" words roughly translate into the English

words organization, orderliness, cleanliness, standardized cleanup, anddiscipline. Alternative corresponding "Ss" have also been developed for the

English language: sort, set in order, shine, standardize, and sustain.

The key targets of 5S are improved workplace morale, safety and efficiency.

The assertion of 5S is, by assigning everything (that is needed) a location,

time is not wasted by looking for things. Additionally, it is quickly obviouswhen something is missing from its designated location.

Advocates of 5S believe the benefits of this methodology come from deciding

whatshould be kept, whereit should be kept, howit should be stored andmost importantly how the new order will be maintained. This decisionmaking process usually comes from a dialog about standardization which

builds a clear understanding, between employees, of how work should be

done. It also instils ownership of the process in each employee.

Another key distinction between 5S and "standardized cleanup" is Seiton.

Seiton is often misunderstood, perhaps due to efforts to translate into anEnglish word beginning with "S" (such as "sort" or "straighten"). The key

concept here is to order items or activities in a manner to promote workflow. For example, tools should be kept at the point of use, workers shouldnot have to repetitively bend to access materials, flow paths can be altered

to improve efficiency, etc.


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The 5S:

5S represen

s 5 disciplines for main

ainin a visual workplace (visualcon rols andinformation systems)

These are foundational to Kai en (continuous improvement) and amanufacturin strategy based "Lean Manufacturing" (waste removing)concepts.

Seiri sort (housekeeping) Going through all the tools, materials, etc., inthe plant and work area andkeeping only essentialitems. Everything else isstoredor discarded.

Seiton set in order(workplace organi ation) facilitates the reductionofclutter and efficient access to materialor tools by following the old adage "aplace for everything and everything inits place." Workers readily know whena tool is missing due tovisual signals (e.g., empty space on a sign-board).

Seiso shine (Cleanup) focuses upon keeping the workplace, machinery,and tools clean. This includes keeping tools and machinery calibrated,performing preventive maintenance and the use of visual cues to signalwhen maintenance is needed.

Seiketsustandardize (Cleanliness) includes developing rules, processesand procedures to ensure continuity and uniformity of achievementsaccrued by the first three pillars do not erode over time.Shitsuke sustain(Discipline)focuses uponputting procedures intoplace

that sustain the psychological meaningfulness of the payoffs achievedby theoverall framework.


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Benefitsof5S

Reduce waste hiddenin the plant

Improve quality and safety

Reduce lead time and cost

Increase profit

Seethe difference:

BEFORE:

After 5S - Cleaned, organized and drawers labeled (less time and

frustrationhunting):


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I pl t tio

Gradually too fast unsustainable

During slow time

Importance of training, Management commitment

Before & After photos

Change of mentality, not campaigns and slogans. Old way no longer

OK

Ho oyot Became t e World Best Manu acturer

Toyota developed after World War II, when the market was dominated by big

companies like GM and Ford. While Ford and GM used mass production

and economies of scale, Toyota faced very different business conditions.Toyota's market was very small but it had to produce a variety of vehicles on

the same assembly line to satisfy customers.

esolution:making the operations flexible.

This resulted in the birth of TPS. TPS borrowed some of its ideas from theUnited States. The core idea of the TPS came from the concept of the pull-

system, which was inspired by the American supermarkets. In the pull

system, individual items are replenished as each item begins to run low onthe shelf. Applied to Toyota, it means that the first step in the process is not

completed until the second step uses the materials or supplies from Step 1.

At Toyota, every step of the manufacturing process uses to signal to theprevious step when its part needs to be replenished. (TPS framework:

kaizen+kanban+5s etc.)

5s synopsis

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