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TRANSCRIPT
Implementation of ‘5S’ Technique in Pump
Manufacturing Industry
Kaivan Dave1, Dr. Bhavesh Mewada
2 and Asst. Prof. Sanjay Shah
3
1M-Tech Student, PIT, Parul University
2Principal of Parul Institute of Technology, Parul University
3Workshop Suptd. & Asst. Prof., PIET, Parul University
Abstract
The paper represents the implementation of 5s system in “WATERMAN
INDUSTRIES PVT LTD “one of the leading manufacturer of submersible pump-
set located in Ahmedabad Gujarat. In simple terms ‘5s’ means five‘s’ namely seiri
(sorting), seiton (sett in order), seiso (shine), seiketsu (standardize) and shitsuke
(sustain). To improve overall growth of the organization, various tools used in
lean manufacturing such as 5's, kaizen & all pillars of TPM [9]. Application of the
5S techniques could considerably raise the overall performance of production line
including housekeeping, health, safety and more [5]. The basic aim behind
implementation of 5s system in industry is to increase productivity, safety, quality,
worker efficiency, utilization of resources with better work management and clean
work environment. The need for implementation of 5s system in industry is due to
improper storage of material, undefined production areas, unnecessary movement
of material and man, unorganized workstations, huge WIP and dirty working
environment[8]. Hence to reduce all above factors it is necessary to implement 5s
technique in the industry. The continuous implementation of 5s and regular
practice of it made tremendous change in industry and transformed the
organization into the best working conditions.
Keywords: 5s, visual management, lean manufacturing.
1. Introduction
Each organizations aims that their products make more profit. In todays fast
moving world, profit margins are very low due to there are lots of competitors in
every firms. The very common problem in many small and medium sized
organizations is the variation in throughput due to a variety of reasons such as
demand fluctuations, unorganized workstations, machine breakdowns and
inaccurate schedules [13]. So it is important for any organizations that reduce
wastes as much as possible to meet their profit margins and customer satisfaction
as well. Thus waste is directly related with profit of organization hence it is
necessary to implement some work place management systems and in lean that
system is called as 5s system[1]. An important characteristic of Lean system is
flexibility. It can be successfully applied in various firms like healthcare, retail, IT,
government, transportations and manufacturing[12].
Waterman industries Pvt ltd is a manufacturer of variety of submersible pump
sets since 1973. Waterman industries Pvt ltd has served good quality pump sets
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since it started and became first pump manufacturer having ZED certificate across
India. Company is manufacturing more than 3000 varieties of pump sets including
V3-V10 mix flow and radial flow pumps with 1HP to 120HP motors, mono-
blocks and vertical pump sets.Waterman industries pvt ltd also aims for making
their organization world class and compete the similar firms. Thus organization
implemented 5s technique for reduce the wastes and increase the profit. The
industry has various departments as store, machine shop, winding section, pump
assembly area, motor assembly area, testing and paint etc. organization strictly
implemented 5s in all mentioned departments and would results in good quality
product, increase in productivity, proper workplace conditions, well organized
workstations and motivation to employees[10].
1.1 What is ‘5S’
5S system is basically Japanese techniques was introduce by Takashi Osada in
early 1980s. It is a work place management technique which helps to make best
working conditions, proper utilization of resources which results productivity with
good quality products[2]. The term 5s includes five ‘S’. first ‘S’ is Seiri (sorting).
It means identify and segregate wanted and unwanted material. Remove all
unwanted things and keep all wanted materials. Second ‘S’ is Seiton (set in order)
which means, fix the proper place for all the wanted material and keep everything
at their defined places. So, with the application of the second ‘S’ the employees
happened to take much less time to find a particular piece [14]. Third ‘S’ is Seiso
or Shine. It means keep your work place, tools, equipments, gauges and working
environment clean and dust free. Fourth ‘S’ is Seiketsu (standardize) it means
make standards of working and do the work in that manor only. Fifth ‘S’ is
Shitsuke (sustain) it means follow the above 4S and maintain it until it will comes
into the routine. Visual Management is a management system that attempts to
improve performance of an organization by means of visual simulation in
accordance with 5S technique[7]. And the Kaizen is another important tool of
lean when it comes to world class organization. Kaizen is a in between practice
during 5S work. Kaizen means continues improvement which comes from ‘Gemba
Kaizen’. It is made with two terms , Kai means "change" and Zen means
"Better"[8].
2. Observations
The following problems occurred before implementation of 5s system.
Improper storage of raw material and finished goods.
Unorganized work stations without having any work instructions and
visuals.
Unnecessary motion of workers and material due to undefined zones
and unidentified areas.
Lots of unwanted material at working area covers most of the working
space.
Wastage of time in searching of raw material due to no any proper and
identified place for raw material.
High inventory level due to not any limits defined for incoming raw
material.
No any defined place for rejections and unwanted material.
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3. Objective To implement ‘5S’ technique in the organization and make routine practice
of it.
4. Methodology
The following methodology was used to implement 5s in organization:
At initial stage, to create awareness of 5s system in employees,
various seminars and trainings were organized by company. Various
experts visited the company and share their personal experience of this
concept. Also top management and all zone leaders visited the
organizations in which 5s had already implemented successfully[1].
Company consists various departments and areas, so it was difficult to
directly apply 5s,so that company has decided to make different zones
and select one zone leader for each zone. The list of zones is as under.
Table 1. Simplified Zones
Whole company was divided into 16 different zones and zone leader
were selected for each zones. After this, the 1s activity was started by
the respective zone leaders in their zones.
1s activity carried out and implemented in all zones and after a month
it was audited by top management. After the audit, all the queries were
reviewed and decisions were taken in presence of top management and
zone leaders and actual changes were taken by zone leaders.
After that, the presentation session was conducted by coordinators for
all zone leaders to review their zone’s “before-after” photos.
And similarly remaining 4s were implemented one after another.
Zone
no.
Zone name
1 Office
2 Periphery
3 Store
4 C.I. store
5 Incoming inspection
6 V3-V4 assembly, testing & packing
7 V5-V10 pump assembly
8 V5-V10 pump paint, packing &
moonset assembly
9 V5-V10 final testing & box stock
10 Research and development
11 Finished goods stock
12 Machine shop
13 Filing, coil making and winding
14 Motor assembly
15 No load testing
16 Service, repair & maintenance
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5. Actual Implementation of ‘5S’
5.1 Sorting ‘1S’
Sorting means identify all wanted and unwanted material in your zone and
segregate that identified material. After that remove all unwanted material from
your zone. Keep all useful material. Now, for unwanted materials we made a
proper defined place namely “1S area” or “Red tag area”. In 1S area all zone
leaders can put their unwanted material arise after implementation of 1S. All
unwanted material must have “Red tag card” attached on it. Red tag consists
information like item name, quantity, decision etc. “Red tag card” was prepared in
English as well as in regional language [3]. When 1st ‘S’ is implemented in the
workplace, the work area will be more apparent, and leading to a highly efficient
workflow, at the same time the workers will be more satisfied with their working
condition and environment[6].
Figure 1. Red Tag Card
5.1.1 Machine Shop (zone-12)
Figure 2. Machine shop entrance area
Unwanted wooden box and old machine parts were removed and sent at
red tag area.
Before After
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Figure 3. Rotor table in machine shop
Unwanted metal scrap and old register were removed from rotor table.
5.1.2 C.I. store area (zone-4)
Figure 4. Store area
Unwanted scrap pump bowls and pump pipes were removed
5.1.3 Store (zone-3)
Before After
Before After
Before After
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Figure 5. Tube Store area
Removed old clothes, old design pump tube from store area
5.1.4 Incoming inspection (zone-5)
Figure 6. Unwanted rejected material removed
Unwanted old rejected material removed at incoming qc area
5.1.5 V5-V10 pump assembly (zone-7)
Figure 7. V5-V10 pump assembly area
Old design pump shaft and locking strips removes from pump assembly
area and unwanted old rack removed.
5.1.6 Winding section (zone-13)
Before After
Before After
Before After
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Figure 8. Winding section
Removed unwanted material from panel section at winding area
5.1.7 Service, repair and maintenance (zone-16)
Figure 9. Service, repair and maintenance area
Old thinner containers and scrap pump pipe removed.
5.2 Set in order ‘2S’: Set in order means select proper place for every useful material and keep it at
their decided place[1]. Set in order suggests " assigning a “home” for
everything".[10]
5.2.1 Winding area (zone-13)
Figure 10. Shadow board for coil fixtures
Fix location for coil making fixtures with identification.
5.2.2 Incoming inspection (zone-5)
Before After
Before After
Before After
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Figure 11. Proper floor marking of pallets
Fixed location for all incoming material with identification for easy
understanding.
Figure 12. Proper identification for gauges and instruments
All gauges, equipments and instruments marked according to standard and
fixed their place. Also defined machine area with floor marking.
5.2.3 Finished goods stock (zone-11)
Figure 13. Proper identification and place for Pump rubber caps
Before all pump rubber caps were placed on floor without any
identification, now proper area identified for all model rubber caps.
5.2.4 Service , repair and maintenance (zone-16)
Before After
Before After
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Figure 14. Proper identification and place for tools in assembly table
Proper arrangement of tools and keys in motor assembly table with
identification.
4.2.5 Machine shop (zone-12)
Figure 15. Proper identification and stand for lathe mandrel
Figure 16. Proper identification and place for rejection
Rejection rack was prepared also identification and demarcation did on it
according to standards. Vendor wise divide it so that any worker can
place the rejection parts easily.
5.2.6 Store (zone-3)
Figure 17. Bin system in store and proper place for equipments
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Bin storage system is implemented for all the material that we can store in
bins. Proper identification is given to each bins including product name,
product code, total number of products, rack number etc.
5.3 Shine ‘3S’ Shine means cleanliness. All machines, equipments, working area, sealing,
instruments must be clean and dust free , leakage free and cobweb free.
5.3.1 Store (zone-3)
Figure 18. Cleaning of store area 5.3.2 Motor assembly (zone-14)
Figure 19. Cleaning of CNC machine with cleaning schedule
5.3.3 Service, repair and maintenance (zone-16)
Before After
Before After
Before After
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Figure 20. Cleaning of motor assembly table 4.3.6 Machine shop (zone-12)
Figure 21. Cleaning of machine shop area
Figure 22. Cleaning of welding machine at machine shop area
5.4 Standardize ‘4S’
Standardize refers to prepare standard methods to strictly follow the first 3S in
the organization. To follow the first 3S in daily routine, the 4th 'S' is used.
Thus to standardize, the following activities were taken:
To avoid mistakes which results rejection in final product, standard
Operating Procedures (SOPs) were prepared for all the machines and
processes like motor assembly, pump assembly, testing, material
handling etc. The SOPs were prepared in English as well as in local
regional language for easy understanding of workers and visually
showcase the SOPs in each zone.[11]
We have prepared Red tag cards for unwanted material and maintained
a Red tag register. If any worker, operator or supervisor found any
unwanted material at workplace then they paste red tag on it and put
that item in 1S area. After 15 days we used to inspect the 1S area and
decision (Scrap or reuse at other place) is taken by top management.
Before After
Before After
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Thus from the record we found out that the number of Red tags
reduced day by day.
We have prepared a cleaning schedule for machines, sealing, walls,
fans, floor and racks for each zone. All zone leaders have to update the
cleaning schedule on daily basis.
We also made the routine to conduct the seminars and 5S trainings and
maintained the attendance record of each member.
5.5 Sustain ‘5S’
The main objective of "Sustain" is to strictly follow the 5S system on
regular basis in the organization. Educate all the employees and adopt the
practice of 5s technique in routine. In short, sustain determine the discipline
for employees to follow the implemented '5S' in the organization for expected
results.[4]
.
6. Results
Time saving in searching for tools, raw materials, semi finished parts,
instruments, equipments and gauges due to identified work places and
standard demarcation.(Refer figure-10,12,14 )
Ease of work due to well defined work place, well organized work stations
and systematic arrangement at the work place.(Refer figure-3,11)
Availability of more space for finished goods, semi finished goods and raw
material.(Refer figure-4,5,11)
Total land saved due to removal of unwanted material from each zone: 45
square feet. That space we utilized to store Impellers and pump shafts. And
made new store nearer to v3-v4 pump assembly zone.
Well defined gangways and clean dust free environment at working
area.(Refer figure-21)
Reduced unwanted and useless material in organization and proper record
of scrap materials (Refer figure-1,4,7) Also company made money (approx.
52,000 Rs.) from selling the scrap from 1S area. And some of the things
will reuse.
Due to standard operating procedures, reduced rejection rate in final
product.
Easy material handling and storage due to new racks according to defined
MSL (Min-max scale limit) for raw material in store.(Refer figure-17)
Increasing of the awareness and morale in employees.
7. Conclusion
The 5S technique is best initiative for all improvements and efforts targeting
to drive out waste from the manufacturing process and improving an
organization’s production by customer satisfaction. Thus it can be concluded
that the implementation of 5S can be very useful and beneficial in terms of
overall growth of organization. It reduces the wastes and chances of mistakes
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which results in good quality products. 5S gives smooth flow of material
within the plant due to well organized work stations, well defined places and
systematic arrangement of tools and equipments. Material handling system is
more clear, easy and fast due to proper arrangement of all the material in
racks.
Acknowledgments
I wish to thank my guide Dr. Bhavesh Mewada and Asst. Prof. Sanjay Shah for
their constant support and encouragement. I would also like to thank
WATERMAN INDUDTRIES PVT LTD for giving me opportunities to work in
their organization. I would like to thank Mr. Dipendra Thakur for company
related guidance and granting permission to publish information and photos about
the implementation process.
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