5s management implementation in the pt inti karya
TRANSCRIPT
5S MANAGEMENT IMPLEMENTATION IN THE PT
INTI KARYA INDONESIA WAREHOUSE
By
Huang Haogen
ID No. 004201600044
A Thesis presented to the Faculty of Engineering President
University in partial fulfillment of the requirements of Bachelor
Degree in Engineering Major in Industrial Engineering
2020
i
THESIS ADVISOR
RECOMMENDATION LETTER
This thesis entitled ―5S MANAGEMENT IMPLEMENTATION IN
THE PT INTI KARYA INDONESIA WAREHOUSE
‖ prepared and submitted by Huang Haogen in partial fulfillment of
the requirements for the degree of Bachelor Degree in the Faculty of
Engineering has been reviewed and found to have satisfied the
requirements for a thesis fit to be examined. I therefore recommend
this thesis for Oral Defense.
Cikarang, Indonesia, May 20th, 2020
Johan Krisnanto Runtuk, S.T., M.T.
ii
DECLARATION OF ORIGINALITY
I declare that this thesis, entitled “5S MANAGEMENT
IMPLEMENTATION IN THE PT INTI KARYA INDONESIA
WAREHOUSE” is, to the best of my knowledge and belief, an
original piece of work that has not been submitted, either in whole or
in part, to another university to obtain a degree.
Cikarang, Indonesia, May 20th, 2020
Huang Haogen
iii
5S MANAGEMENT IMPLEMENTATION IN THE PT
INTI KARYA INDONESIA WAREHOUSE
By
Huang Haogen
ID No. 004201600044
Approved by
Johan Krisnanto Runtuk, S.T., M.T.
Thesis Advisor
Andira S.T., M.T.
Program Head of Industrial Engineering
iv
ABSTRACT
5S management originated in Japan is a kind of on-site management method. The
first letter of the Roman alphabet of the five Japanese words is S, which refers to
sorting (Seiri), organization (Seiton), cleaning (Seiketsu), standardization (Seiso),
and discipline (Shitsuke). It is the basis for implementing lean production and
pursuing continuous improvement. This research aims to employ 5S management
theory and PDCA Cycle to the IKI company. After implementation, several
improvements occur in the company, including on-site environment improvement,
staff quality improvement, and corporate image improvement. This research
shows that 5S management is an easy understanding theory yet beneficial for the
company.
Keywords: 5S management theory; PDCA Cycle; continuous improvement
v
ACKNOWLEDGEMENT
Praise to The Lord God over all the abundance of mercy and blessings that are
unimaginable and for guidance so that this thesis can be completed. For that, on
this occasion, I would like to say thanks to:
1. Mr. Johan Krisnanto Runtuk. as my thesis advisor.
2. Mrs. Andira, S.T., M.T. as head of Industrial Engineering Department.
3. Mr. Shi and Mr. Fang as my advisor in PT. IKI
4. My father and my mother, those who always push me forward.
5. All of my friends in IE 2016 for always giving me a lesson for life.
6. Others who supported me I could not mention one by one.
vi
CONTENTS
THESIS ADVISOR ............................................................................................................. i
RECOMMENDATION LETTER ....................................................................................... i
DECLARATION OF ORIGINALITY ............................................................................... ii
ABSTRACT ...................................................................................................................... iv
ACKNOWLEDGEMENT ................................................................................................. v
CONTENTS ...................................................................................................................... vi
LIST OF TABLES ............................................................................................................. ix
LIST OF FIGURES ............................................................................................................ x
CHAPTER I ....................................................................................................................... 1
1.1. Problem Background .......................................................................................... 1
1.2. Problem Statement .............................................................................................. 2
1.3. Objectives ............................................................................................................ 3
1.4. Scope ................................................................................................................... 3
1.5. Assumption .......................................................................................................... 3
1.6. Research Outline ................................................................................................. 4
CHAPTER II ...................................................................................................................... 6
2.1. The meaning of 5S management ......................................................................... 6
2.2. 5S Management Development ............................................................................ 8
Table 2-1 "5S" management in European and American countries .................... 9
Table 2-2 “5C” management in European and American countries .................. 10
Table 2-3 Hong Kong's "Five Constant Methods" Management....................... 11
2.3. 5S management the relationship between various elements ............................. 12
Figure 2-1 The relationship between the elements .............................................. 13
2.4. The role of 5S management ............................................................................... 13
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2.5. The relationship between 5S management and other management activities ... 14
Figure 2-2 The relationship between 5S management and other management
activities ................................................................................................................... 14
2.6. The theoretical system of 5S management ........................................................ 15
Figure 2-3 5S management theory system ............................................................ 16
2.7. Tools for 5S management applications .............................................................. 16
Figure 2-4 Comparison of fixed-point photography ........................................... 18
Figure 2-5 Basic form of red card combat ........................................................... 19
2.8. Basic principles and contents to be followed in scheme design ........................ 23
Table 2-4 Basic content of 5S management .......................................................... 24
2.9. The key points of "5S" management activities .................................................. 25
CHAPTER III................................................................................................................... 26
3.1 Research Methodology ....................................................................................... 26
Figure 3-1 Research Methodology ........................................................................ 27
3.2 Steps to implement 5S management .................................................................. 29
Figure 3-2 PDCA cycle diagram of 5S management application ....................... 29
3.3 The main points of 5S implementation and relevant inspection scoring standards
.................................................................................................................................. 32
Figure 3-3 Disposal of items on site ...................................................................... 34
Table 3-1 Check score table at the sort stage ....................................................... 35
Table 3-2 Check score table at the set in order stage .......................................... 37
Table 3-3 Check score table at the shine stage ..................................................... 39
Table 3-4 Check score table at the standardize stage .......................................... 41
Table 3-5 Check score table at the sustain stage .................................................. 43
CHAPTER IV .................................................................................................................. 47
4.1 Analysis of the basic status of IKI company management ................................. 47
Figure 4-1 Product warehouse .............................................................................. 48
Figure 4-2 Warehouse after product addition ...................................................... 48
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4.2 Specific implementation at the planning stage(P) .............................................. 49
Figure 4-3 Organizational chart of the 5S Promotion Committee ..................... 50
Figure 4-4 Decomposition of 5S management implementation goals ................ 51
Table 4-1 IKI's 5S management application promotion plan ............................. 52
4.3 Specific implementation at the doing stage(D) .................................................. 53
Figure 4-5 IKI company production workshop area map .................................. 54
Figure 4-6 Red card combat map.......................................................................... 56
Table 4-2 Non-essential treatment criteria ........................................................... 56
Figure 4-7 Operation flow chart before rough out of stock ................................ 59
Table 4-3 Comparison of effects before and after improvement ........................ 59
Figure 4-8 Ground pavement problems ............................................................... 60
Figure 4-9 Division of workshop numbers ........................................................... 62
Figure 4-10 Tool trace management ..................................................................... 63
Figure 4-11 Safety production cross ...................................................................... 65
4.4 Check evaluation(C) ........................................................................................... 72
4.5 Improvement stage(A) ........................................................................................ 72
Figure 4-12 Schematic diagram of the PDCA management cycle gradually
rising ........................................................................................................................ 73
4.6 The effect of 5S management implementation ................................................... 73
CHAPTER V .................................................................................................................... 75
5.1 CONCLUSION .......................................................................................................... 75
5.2 Recommendation ........................................................................................................ 76
REFERENCES ................................................................................................................. 77
ix
LIST OF TABLES
Table 2-1 "5S" management in European and American countries ..................... 9
Table 2-2 "5C" management in European and American countries ................... 10
Table 2-3 Hong Kong's "Five Constant Methods" Management ........................ 11
Table 2-4 Basic content of 5S management ....................................................... 24
Table 3-1 Check score table at the sort stage ..................................................... 35
Table 3-2 Check score table at the set in order stage ......................................... 37
Table 3-3 Check score table at the shine stage .................................................. 39
Table 3-4 Check score table at the standardize stage ......................................... 41
Table 3-5 Check score table at the sustain stage ................................................ 43
Table 4-1 IKI's 5S management application promotion plan ............................. 52
Table 4-2 Non-essential treatment criteria ......................................................... 56
Table 4-3 Comparison of effects before and after improvement ....................... 59
x
LIST OF FIGURES
Figure 2-1 The relationship between the elements ............................................ 13
Figure 2-2 The relationship between 5S management and other management
activities ............................................................................................................. 14
Figure 2-3 5S management theory system ......................................................... 16
Figure 2-4 Comparison of fixed-point photography .......................................... 18
Figure 2-5 Basic form of red card combat ......................................................... 19
Figure 3-1 Analysis flow of this project ............................................................ 27
Figure 3-2 PDCA cycle diagram of 5S management application ...................... 29
Figure 3-3 Disposal of items on site .................................................................. 34
Figure 4-1 Product warehouse ........................................................................... 48
Figure 4-2 Warehouse after product addition .................................................... 48
Figure 4-3 Organizational chart of the 5S Promotion Committee ..................... 50
Figure 4-4 Decomposition of 5S management implementation goals ............... 51
Figure 4-5 IKI company production workshop area map .................................. 54
Figure 4-6 Red card combat map ....................................................................... 56
Figure 4-7 Operation flow chart before rough out of stock ............................... 59
Figure 4-8 Ground pavement problems ............................................................. 60
Figure 4-9 Division of workshop numbers ........................................................ 62
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Figure 4-10 Tool trace management .................................................................. 63
Figure 4-11 Safety production cross .................................................................. 65
Figure 4-12 Schematic diagram of the PDCA management cycle gradually
rising .................................................................................................................. 73
1
CHAPTER I
INTRODUCTION
1.1. Problem Background
The main resource for discussing visual management (VM) in scaffolding
companies is papers related to 5S management. As discussed by Tezel (2011),
some previous work in this area has focused on the application of visual
management tools and their applicability in the built environment. It can be said
that the analysis of 5S management can lead to a deeper understanding of the
visual management in the structure and obtain a wider range of results. Picchi et
al. Believe that the importance of implementing a broader solution is more
important than isolated tools. He said: "When tools are implemented in isolation,
poor implementation of lean concepts is observed (Picchi et al., 2004) ". Based on
the 5S management warehouse principles ("Sort", "Set In order", "Shine",
"Standardize" and "Sustain"), a framework suitable for a wider range of solutions
is proposed. Proposed a plan on how to apply lean thinking more widely to the
warehouse site, and determined that there is no such implementation plan, which
poses challenges for future research and actual implementation (Picchi et al.,
2004). Although the application of isolation tools is an important step in achieving
lean communication on the job site, the use of 5S management based on broader
lean system analysis is necessary to obtain more important results (Womack and
Jones, 1996; Liker 1997; Rother and Shuke 2000).
However, most factories simply copy or mechanically imitate lean production, so
that they fail or are abandoned halfway. The core of lean thinking is "to produce
the required products according to the required quantity when needed". However,
to achieve these goals requires a high-level workforce and a good working
2
environment. Practice has proved that through the implementation of 5S
management ("Sort", "Set In order", "Shine", "Standardize" and "Sustain"), you
can create a safe and convenient working environment for enterprises and high-
quality employees. 5S management is the basis for enterprises to implement lean
production and continuous improvement.
IKI was established in 2017 and is a very young company dedicated to the
manufacture of scaffolding products. In Makada, IKI has become the largest
scaffolding company in Cikarang. IKI products focus on the production of various
scaffolding products. Such as poles, crossbars, U-shaped heads, jacks and pedals.
Due to the increase in infrastructure projects. Demand for scaffolding has greatly
increased, and the number of all company products has increased from about
250,000 to about 630,000. As a result, manual and disorderly management
methods before use become increasingly inefficient. Then, the warehouse yard is
worn, the loading time increases, the forklift is easily stuck in the yard, and so on.
As a result, the cost of IKI has greatly increased.
1.2. Problem Statement
Problems continue to emerge as companies continue to grow.
It faced the following problems:
1) What is 5s management and how to let employees know about 5s
management?;
3) How to check and evaluate the effect of implementation is still lacking relevant
standards？.
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1.3. Objectives
The aims of this research are as follows:
Do enough publicity and education to make all employees of the company
know 5S management and how to start 5S management.
Develop relevant standards for inspection and evaluation of implementation
effects.
Then improve work efficiency and reduce resource waste rate to enhance IKI's
capabilities.
1.4. Scope
Due to the limited time and resources for conducting this study, there will be a
certain range in the observation.
The observation was made at the scaffolding company.
Quality data was collected from November 29, 2019 to April 1, 2020.
1.5. Assumption
Some assumption have to make in order to run this model properly.
The process of the production line is stable.
Warehouse area not change.
4
1.6. Research Outline
This paper analyzes some problems of IKI company's field management through
field investigation of IKI company, and combines the characteristics of
management and the company's current situation to develop a 5S management
implementation plan that suits the company's actual situation.
The full text is divided into five chapters, and the main content of each chapter is
as follows:
CHAPTER I Introduction
This chapter consists of the background of final project, project identification,
objectives, scope and assumption of the study.
CHAPTER II Literature Study
This chapter delivers the previous study about 5s management and other scientific
tools which support this final report.The meaning of each S of 5S and their mutual
relations are explained, and the tools used to implement 5S management are
briefly introduced.
CHAPTER III Research Methodology
This chapter describes the process of the final project. In order to design the best
application plan for implementing 5S management, in this chapter, the data
observation needs to be processed and analyzed.The overall plan for 5S
management application was formulated, the content to be implemented at each
stage was elaborated, a check score table suitable for 5S management application
was given, and a comprehensive evaluation model for evaluating the
implementation effect of 5S management was established.
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CHAPTER IV Data Analysis
This chapter finds the best solution to implement 5S management through data
observation.
CHAPTER V Conclusion and Recommendation
This chapter will give the final results of the final project and summarizes the
application of 5S management in IKI companies, and points out the areas where
future research needs to be improved.
The research method of this paper adopts a combination of production field
investigation, theoretical research and enterprise application. Firstly, it analyzes
some basic status quo of enterprise on-site management, and then combines the
relevant theoretical knowledge to design an implementation plan suitable for the
5S management application of the enterprise, and conducts empirical research on
relevant parts of the enterprise.
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CHAPTER II
LITERATURE STUDY
2.1. The meaning of 5S management
5S is a system that reduces waste and optimizes productivity by maintaining an
orderly workplace and using visual cues to achieve more consistent operational
results. The implementation of the method "cleans up" and basically organizes the
workplace in its existing configuration, and it is usually the first lean approach to
organizational implementation. (SAMUELK H. Japanese 5S: Where TQM
begins[J]. The TQM Magazine.1999(5):311-320 )
5S is a cyclical methodology: "Sort", "Set In order", "Shine", "Standardize" and
"Sustain" the cycle.
Sort. The first S, focused on eliminating unnecessary items that are not
needed for current production operations from the workplace. An effective
visual method of identifying these unwanted items is referred to as a "red
mark" which involves assessing the necessity of each item in the work area
and processing it appropriately. Red labels are placed on all items that are not
important to the operation or are not in place or in quantity. Once the red label
items are identified, they are moved to the central holding area for subsequent
processing, recycling or redistribution. Organizations often find that
classification allows them to recycle valuable floor space and eliminate things
like broken tools, scrap and excess raw materials.
Set In order. Organization focuses on creating efficient and efficient storage
methods to align items, make them easy to use and mark them for easy
searching and placement. Simplification can only be implemented after the
first pillar, sorting, and work areas that have been cleared for unwanted items.
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Effective simplification strategies include spraying floors, affixing labels and
placards to specify appropriate storage locations and methods, outlining work
areas and locations, and installing modular shelves and cabinets.
Shine. Once the chaos that blocks the work area is eliminated and the
remaining items are organized, the next step is to thoroughly clean the work
area. Daily follow-up cleaning is a necessary condition to maintain this
improvement. Working in a clean environment allows workers to detect
equipment failures such as leaks, vibrations, breakage and misalignment. If
left unattended, these changes can result in equipment failure and production
loss. Organizations typically establish scan targets, tasks, methods, and tools
before starting to scan pillars.
Standardize. Once the first three 5Ss are implemented, the next pillar is the
best practice for standardizing work areas. Standardization, the method of
maintaining the first three pillars, creates a consistent approach to
accomplishing tasks and procedures. The three steps in this process are
assigning 5S (sort, simplify, scan) job responsibilities, integrating 5S
responsibilities into regular job responsibilities, and checking 5S
maintenance. Some of the tools used to standardize 5S programs are: work
cycle charts, visual cues (eg, logos, placards, display scoreboards), "five
minutes" 5S cycle schedules, and checklists. The second part of
standardization is prevention - preventing the accumulation of unwanted
items, preventing program crashes and preventing equipment and materials
from getting dirty.
Sustain. Maintaining and developing the habit of properly maintaining the
correct procedures is often the most difficult to achieve and achieve.
Changing deep-rooted behavior can be difficult and tends to return to the
reality and comfort zone of the ―old way‖ of reality. Maintain focus on
8
defining new status and workplace organization standards. If the pillars are
not maintained, the achievements of the other pillars will not last. Tools to
maintain 5S include logos and posters, newsletters, pocket brochures, team
and management check-ins, performance assessments and departmental
travel. Organizations often seek to harden 5S messages in multiple formats
until it becomes "the way things are done."
2.2. 5S Management Development
5S management is also called the "five constant methods", which is a new
management model derived from Japanese companies.Refers to the five items of
"Sort"(Seiri), "Set In order"(Seiton), "Shine" (Seiketsu), "Standardize"(Seiso) and
"Sustain"(Shitsuke) that are continuously carried out within the organization,
because these five words in Japanese One letter is S. Japanese and European and
American business management circles will collectively refer to these five
activities as 5S management.
In the early 1950s, Japan's 5S also only promoted the first two S in 5S—
"Sort"(Seiri), "Set In order"(Seiton), to reduce unnecessary items on site and
ensure a relaxed production environment. Later, due to the needs of site
management, three activities including "Shine" (Seiketsu), Standardize"(Seiso)
and "Sustain"(Shitsuke) were added, which evolved into the "five constant
methods", that is, the current 5S management. Its focus has also been extended to
the site quality and efficiency , Cost, environment, staff quality education and
other requirements. Because of the promotion of 5S management in Japanese
companies, Japan, defeated in World War II, emerged from the difficulties of
economic depression, lack of materials and poor product quality, and made "Made
in Japan" in every corner of the world. Japanese goods have become boutique
9
synonym.
Around the mid-to-late 1980s, 5S management started to be applied to some
European and American companies, but they generally replaced 5S with the words
Sort, Straighten, Scrub, Systematize, and Standardization. The specific meaning is
shown in Table 1-1.
Table 2-1 "5S" management in European and American countries
5S Mean
Sort Classification Distinguish necessities
from non-essentials and remove
unwanted items
Straighten Positioning Necessary items for easy
access
Scrub Clean up everything on the job site and
on site
Systematize Institutionalization Makes regular
activities and inspections a basic system
of the company
Standardization Standardize the previous activity so that
it can be implemented continuously
In addition, Europe and the United States also use 5C instead of 5S, which are
(clear), (configure), (clean and check), (conform), and (custom and practice). The
specific meaning is shown in Table 2-2.
10
Table 2-2 “5C” management in European and American countries
5C Mean
Clear Distinguish between necessities and non-
essentials and clean up unwanted items
Configure Put the required items in a reasonable
location for easy access
Clean and Check Clean the site and conduct inspection and
supervision in a timely manner
Conform Develop relevant standards and follow
them
Custom and Practice Develop good habits and pursue
continuous improvement
Around the mid-to-late 1980s, 5S management began to be applied to Taiwan's
on-site management, especially in the electronics manufacturing industry, which is
more widely used, which has played a huge role in Taiwan's electronics industry
going global. The expression of 5S management promoted in Taiwan is the same
as that of Japan.
In the early 1990s, with the organization and promotion of Dr. He Guangming of
the Hong Kong Baptist University and the strong support of the Hong Kong
government, 5S management was gradually recognized by all walks of life in
Hong Kong. The 5S management promoted in Hong Kong is generally referred to
as the "five permanent methods", that is, constant organization, constant
rectification, constant cleaning, constant regulation and constant self-discipline.
The specific meanings are shown in Table 1-3.
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Table 2-3 Hong Kong's "Five Constant Methods" Management
Five Constant Methods Mean
Constant organization Differentiate items from unwanted
items and reduce the number of
essentials
Constant rectification Put items in a reasonable place for easy
retrieval
Constant cleaning Thoroughly clean the site and keep it
clean
Constant regulation Keep doing the above three steps
Constant self-discipline Develop good habits and do things the
way you want
Judging from the available information, the first mention of 5S management in
mainland China was published in the article "Introduction to TPM" in "Equipment
Maintenance" (1980 02), but it did not attract enough attention at that time. Until
the mid-1990s, with the increase in the number of foreign-funded enterprises in
China, due to foreign requirements, many enterprises began to learn and introduce
5S, and the 5S management industry gradually gained attention and promotion
among mainland enterprises.
At present, with the needs of further development of the company, according to
the company's cultural and strategic priorities, SAVE, SAFETY, SHIUKANKAN,
SERVICE, SHIKOKU and other contents have been added to the original
existence to form 6S, 7S, 10S and so on. But change is inseparable from its
ancestors, and its most essential core content is 5S.
12
2.3. 5S management the relationship between various elements
The five basic elements of 5S management are not independent and unrelated, but
an indispensable and closely connected organic whole. The implementation of
sorting is a prerequisite for rectification. The implementation effect of sorting and
rectification needs to be cleaned to show, and the results achieved by the first
three S need to be maintained and consolidated by cleaning, and the subtle
changes can be made through the activities of the previous four S. Employees,
improve their literacy, the improvement of employee literacy in turn acts on the
first four S, so that the activities of the first four S can be better carried out.
The relationship between the elements of 5S management is shown in Figure 2-1.
Sorting：
Remove unnecessary things
Set in order：Set up and
manage necessary items
Shine：Clean the
workplace thoroughly
Standardize：Use rules to
consolidate the first three
results
Place
Commodity
Person
Sustain：Make employees develop the
habit of obeying the rules and self-
discipline
13
Figure 2-1 The relationship between the elements
2.4. The role of 5S management
The role of 5S management can be summarized as the following:
1). 5S management can effectively reduce various wastes and reduce the operating
costs of enterprises. Through 5S management, inventory is reduced, space is
wasted, operation time is reduced, material consumption is reduced, and costs are
naturally reduced.
2). Improve and enhance corporate image. Through the implementation of 5S
management, not only can the work site be more clean and tidy, but also can
effectively improve the moral cultivation and sense of responsibility of
employees, improve customer satisfaction with the company, and attract more
partners.
3). 5S management is not only a safety guarantor, but also a patron saint of
quality. Various items are placed in accordance with the prescribed position, all
kinds of logo images are eye-catching, employees work according to regulations,
and various activities on the production site are carried out in an orderly manner,
and safety and quality are of course guaranteed. (Wan Wanzhu, 3S 5S
management promotion practice at the production site [M], Beijing: People's Posts
and Telecommunications Press, 2011: 87-89)
4). Promote standardized management. 5S management emphasizes the
importance of standardization. Each step of the activity and how to check it have
clear regulations, which can effectively cultivate the habit of employees to do
things according to the rules. Standardization is naturally easy to implement.
5). Improve efficiency. The items are placed according to the regulations, which
14
reduces the time to find; get rid of the sloppy heart, you can get things done in one
go; the employees are in a good mental state, work is high, and the efficiency is
naturally improved.
6). Identify the strong sense of belonging of employees. A good working
environment, well-equipped companions, and relaxed and harmonious
interpersonal relationships can all effectively arouse employees' love for the
company and enhance the company's cohesion.
2.5. The relationship between 5S management and other management
activities
Figure 2-2 The relationship between 5S management and other management
activities
1).Create a good atmosphere for the implementation of other management
activities
15
5S is the foundation of enterprise on-site management, the premise of TPM (total
productive maintenance), and the first step of TQM (total quality management). It
is difficult to play a good role in promoting the above management activities
without first launching 5S management activities. And the implementation of 5S
management activities can create a good atmosphere in the enterprise that
everyone actively participates and observes standards in all things. At this time, it
is much easier to implement these activities such as TPM and TQM.
2). Reflect the effect and enhance confidence
The effects of TPM, TQM and other activities are long-term and hidden, and it is
difficult to see obvious effects in a short time. The promotion of 5S management
can quickly have an immediate effect. If 5S management is introduced first when
these activities are implemented, the enthusiasm and confidence of employees to
participate in activities can be mobilized through significant improvements in the
short term.
3). Lay a solid foundation for other related activities
The smooth implementation of TPM, TQM and other activities requires a good
on-site environment, and the basis of 5S management on-site management, its
implementation level directly reflects the on-site management level. Through
effective implementation of 5S management, improve the on-site environment and
corporate atmosphere, and provide fertile ground for the implementation of related
activities, so as to achieve a multiplier effect.
2.6. The theoretical system of 5S management
From the perspective of the formation, development and practical application of
5S management, its theoretical system can be divided into three levels:
16
Figure 2-3 5S management theory system
For the theoretical core layer, the current research has been basically mature; in
the management technology layer, the current theoretical research is not yet in-
depth, especially in the lack of corresponding solutions in conjunction with the
actual production application, this article has carried out in-depth Analysis and
research; in terms of application practice, this article explores the specific reality
of IKI company.
2.7. Tools for 5S management applications
The implementation of 5S management is not just about verbally speaking, or
sticking it on the wall and looking at it. The important thing is to make
"employees easy to understand", that is, there must be preparation tools, ideas and
actions behind it. According to the management status of IKI, the following
application tools have been determined:
1.theoretical core
layer
2. Management
Technology Layer
3. Application
Practice Layer
Basic definition
Purpose effect
Application meaning
application solution
Utilities
Step Key points research focus
5S management
theory system
17
2.7.1 Fixed-point photography
1 Basic principles
The fixed-point photography method refers to a method of continuously
photographing the same object from the same position, the same direction, and the
same height. As the saying goes, "the authorities are fanatic, the bystanders are
clear." Many times, what we think is perfect may be full of blunders. Through the
method of fixed-point photography, we can get out of the field and look at our
work with the eyes of a third party, which can enable us to have a more
comprehensive understanding of the problem. At the same time, by improving the
contrast between the front and back photos, employees can achieve a sense of
accomplishment and satisfaction and stimulate their motivation for further
improvement.(WangXi, A company implements "5S" on-site management method
research [D] Nanjing: Nanjing University of Science and Technology, 2006)
2 Implementation key points
1) Spot photography. Take photos of the places or items that will be improved.
When taking a picture, draw a point at the position where the photographer is
standing and at the center of the object being photographed; when taking a
picture, the camera focuses on the point drawn on the object.
2) Public exhibition. Paste the photos on the chart, write down the date and
rating of each photo, and then post the chart on the bulletin board for
everyone to visit. The chart design of fixed-point photography is as follows:
18
Photo 1
(Before improvement)
Photo 2
(Improved)
Photography time： Photography time：
Place：
Responsible unit or individual:
Suggestions for improvement (for photo 1):
Evaluation summary (contrast two photos before and after improvement):
Figure 2-4 Comparison of fixed-point photography
3) open discussion. Conduct serious discussions on the problems in the photos
and put forward suggestions for improvement.
4) Implement improvements.
5) Take pictures again. After the improvement is finished, take photos again.
Note that you should stand in the same position as before the improvement
and use the same method.
6) Evaluation summary. Compare the photos before and after improvement, and
make an assessment and summary. After the evaluation, report the
improvement results to the superior. If there is still room for improvement, re-
recognize step 1 and repeat these 6 steps.
2.7.2 Red card combat
1 Basic principles
19
Red card combat refers to the method of using the easily distinguishable red label
to mark excess items in the factory, and to remove these excess items within a
specified time, so as to achieve the purpose of sorting, rectification and cleaning.
The general form of the red card is shown in the table:
Red card
Category 1. Raw materials 2. Work in progress 3. Semi-finished
products 4. Finished products 5. Mechanical equipment 6.
Tooling and mold 7. Tool and cutter 8. Others
Product name Quantity
Reasons to paste 1. Unnecessary 2. Unqualified 3. Unknown 4. Other
Processing
department
Process 1 Discard
2 return
3 transfer
4 other
Process result
Date Paste people：
Date：
Handler：
Date：
Numbering
Figure 2-5 Basic form of red card combat
2 Implementation key points
1) The formulation of red card standards. Only unnecessary items can be posted
with a red card, so the standards must be clarified as to which are necessary
20
and which are not. For example, according to the production plan, what is
needed in a week is a necessity (no red card is required), then a red card will
be posted if it is not used in a week.
2) Red card combat applications. The company formulates a name committee
and divides it into small groups (a group of three people) to carry out "red
card operations" in various regions. When deciding whether to hang a red
card on an item, it can be carried out on the principle of minority obeying the
majority. When conducting red card operations, pay attention to looking at
objects with a calm eye; and then be cruel when posting red cards!
3) Improvement measures for red card operations. The items posted with red
cards should be handled in different categories. For example, for non-
conforming products or long-term backlogs, suggestions should be made to
the storage personnel for disposal: for detained products, they should be
transferred to the place of storage.
3 Precautions for conducting red card operations
1) Before implementing the red card operation, all employees must understand
that the red card operation is to clearly identify the problematic areas for easy
improvement, and all employees must have a correct understanding of it and
actively cooperate;
2) There must be solid evidence and sufficient reasons when listing the red card;
3) The frequency of listing red cards should not be too high, generally once a
month, at most once a week.
21
2.7.3 Stationary management
1 Basic principles
Stationary management refers to a scientific management method that
scientifically analyzes and researches the relationship between the three elements
of "people, things, and places" in the production site to achieve the best
combination. Through the design, organization, implementation, and adjustment
of the production and the setting of items on the job site, the effective combination
of people and things in each process of the logistics system is created to create a
fresh, crisp, clean, orderly, safe and efficient working environment for employees.
The basic requirements for fixed management are: something must be classified,
classification must be partitioned, partition must be set, and fixed must be marked.
2 The role of stationary management
After carrying out the sorting and rectification activities at the production site, the
unused items in the production site have been effectively removed, and the
required items left behind are scientifically placed in the designated locations, so
it is easy for the workers to take them To. At the same time, through the stationary
management, all kinds of objects can be set together, the location equipment is
arranged reasonably, the safe passage is unobstructed, the production site is
orderly, and various operating specifications, so that it can effectively reduce
some unsafe hidden in the production site Factors make production safer and more
efficient, and the management of the production site is more scientific and
civilized.
3 Basic content
22
Including the following aspects:
1) The location of the production plant. According to the factory's land
occupation, the factory's location map should be reasonably set to
comprehensively locate the place and items.
2) Workshop setting. According to the production needs of the workshop,
rationally design the fixed map of the workshop.
3) The warehouse is fixed. According to the storage needs of various items, a
warehouse layout map is prepared.
4) Office setting. Set up various office supplies and documents for the office.
2.7.4 Visual management
1 Basic principles
Visual management is a management method that uses various visual perception
information with intuitive images and suitable colors to organize on-site
production activities to improve production efficiency and implement quality
process control. Through the implementation of visual management, employees
can immediately know the progress of various tasks through their eyes and
respond quickly. (Gao Bo, Yang Zhen, Qu Biao. Research on the application of
visual management in logistics warehousing enterprises [J] China Storage and
Transportation, 2009 (11): 8-12)
2 The role of visual management
Visual management is a simple and very efficient management method, which can
simplify many things on the production site, let all related personnel on the spot
23
know whether there are abnormalities at a glance, so that there is no need to waste
searching Time, work efficiency will naturally increase, and management will
become easier and easier.
3 Visually managed content
1) 3 Visually managed content
2) Operation flow chart A concise instruction describing the operation sequence
and key procedures.
3) Area lines Draw areas such as places or channels where devices are placed.
4) Signal lights are used to help front-line managers understand whether workers
or machines are in normal operation, including pronunciation signal lights,
abnormal signal lights, progress lights, and running lights.
5) Kanban includes production management kanban, error statistics kanban, etc.
6) Bulletin board A means to keep everyone informed about a certain kind of
information (such as a meeting at three o'clock in the afternoon).
2.8. Basic principles and contents to be followed in scheme design
According to the basic theory of 5S management, and considering the actual
situation of the enterprise, when formulating the 5S management plan, the
following four basic principles should be followed:
1) Integrity principle: The design of the plan must take into account the integrity
and systemicness, because 5S management is a basic management work of an
enterprise and has a strong systemic nature.
2) The principle of continuous advancement: 5S is not a phased task, but it
needs to be persisted for a long time. The plan must be implemented in cycles
24
and improved step by step.
3) Applicability principle: The plan must be simple and feasible, conform to the
actual situation, and have good operability, so that 5S management can be
implemented in the enterprise for a long time.
4) The principle of combining qualitative and quantitative: For the relevant
evaluation indicators of 5S management, quantify if energy is available, and
qualitatively evaluate if it cannot be quantified.
According to the above principles, when advancing 5S management, the
following should also be considered:
Table 2-4 Basic content of 5S management
Content Explanation
1 process The implementation of 5S management is not a task at a
certain stage, but a long-term process
2 goals Improve the quality of all employees and improve on-site
management
3 key points Organize 5S team, full staff development, continuous
improvement
4 stages Preparation stage, implementation stage, inspection stage,
improvement stage
Basic tools Related technical methods such as visual management, fixed-
point photography, fixed-point management, red card
operations, and industrial engineering
The main steps Decision-making, determine the organization of 5S promotion,
set activity goals, formulate implementation plans and
methods, publicity, education and training, fully implement,
check and evaluate, summarize, and then plan
25
2.9. The key points of "5S" management activities
During the promotion of 5S activities, in order to ensure the smooth execution of
the activities, the following points are the key.
1. Scientific implementation plan
To formulate a practical and scientific and reasonable plan that conforms to the
characteristics of the enterprise, it requires a training expert with 5S
implementation experience and the company's 5S promotion committee to
conduct in-depth research and make recommendations. This is because the
training experts have rich experience and know many examples of other
companies (including failures), and the company's 5S promotion committee has
the best understanding of the company's actual situation, and the combination of
the two can make recommendations that best meet the company's actual situation.
2. Leaders attach importance and cadres take the lead
High-level enterprises attach great importance, and leading cadres lead by
example is the key to the success of 5S activities. If senior managers do not pay
enough attention, leaders at all levels do not have the determination and execution
to carry them out, employees will also have a negative attitude, and they will often
be anticlimactic.
3. All employees carry out activities
The implementation of 5S management activities must be a process of full
participation. Only everyone actively participates in 5S activities, and effectively
uses 5S to improve their work, improve their own literacy, cultivate their own
habits of civilized production and pursue perfection. The style can effectively
promote the 5S construction of the entire company.
26
CHAPTER III
RESEARCH METHODOLOGY
3.1 Research Methodology
The research method of this paper is mainly to combine the design and
implementation of 5S management documents and the basic theory of 5S
management to analyze and study all the layout design activities in the
implementation of 5S management. Methods include: (1) Literature research:
management through reading related 5S (2) Field research: research on all
activities of the warehouse.Apply the PDCA cycle method to the promotion of 5S
management to ensure the continuous advancement of 5S management; apply the
red card operation to the "sorting" phase, reduce unnecessary products on the site,
and ensure a relaxed production site ; Visual management and facility layout
optimization are applied to the "organization" stage, so that all items on the site
are in a reasonable position and effectively marked, reducing workers' search time
and physical loss; "cleaning", "standardization", " "discipline" specific
implementation steps and related considerations. Studies have shown that 5S
management can indeed reduce the non-essentials of enterprises to a large extent,
reduce the labor intensity of workers, improve work efficiency, and create a
refreshing environment. (3) Method: Use scientific methods to implement 5S
management.
27
Figure 3-1 Research Methodology
3.1.1 Initial Observation
In IKI The observation of began with the company's purchase report, which
involved the increasing number of products. Observe on the site to understand the
damage to the road surface on the site, the chaotic placement of the goods, and the
lack of reasonable management measures, which led to increased difficulty for the
workers and reduced efficiency. Specifically, the working time for each shipment
or warehousing increased to 20-50%. Therefore, temporary measures were
implemented, which increased the number of forklifts that unloaded or loaded,
leading to increased costs for the company, instead of reducing the time for
unloading or loading. This is equivalent to a loss to the company in vain.
Initial observation
Observe the warehouse directly
Problem identification
Determine the background of the problem
Determine research goals
Limitation of research in the form of scope
Determine the hypothesis in the study
Literary study
5 Management
improve
4 tools for implementing 5s management
PDCA cycle
Data collection and analysis
28
3.1.2 Problem Identification
After the initial observation, an improvement plan will be implemented to
implement the 5S management method to manage the warehouse site. How to
implement 5S management, we will use the need for auxiliary methods, such as
PDCA cycle, red card combat, and so on. Due to time and resource constraints, it
was decided to focus the research on warehouse management.
3.1.3 Literature Study
The theories, methods and tools from several references such as books,journals,
and so on, that are suitable will support this research. The knowledge from those
references is listed as follows:
The theoretical system of 5S management
The role of 5S management
5S management the relationship between various elements
Tools for 5S management applications
PDCA Cycle
The relationship between 5S management and other management activities
3.1.4 Data Collection and Analysis
Data Collection and Analysis
This part will explain about the warehouse that will follow the PDCA (Plan, Do,
Check, Act) Cycle as its problem-solving method.And establish 5S
implementation points and related inspection scoring standards.The data gathered
through observation from the site of PT. IKI, and interview with several key
persons in the departments. As for the PDCA Cycle and establish standards, it will
29
be elaborated below.
3.2 Steps to implement 5S management
3.2.1 PDCA cycle
PDCA(plan–do–check–act,or,plan–do–check–adjust)cycle.The PDCA cycle is a
scientific process that carries out management activities in this order and the cycle
continues.5S management and divide 5S management application into four stages:
planning stage, implementation stage, inspection stage and improvement stage, in
order to achieve the continuous and effective promotion of 5S management. The
cycle diagram of the 5S management application is shown in
Figure 3-1:
Figure 3-2 PDCA cycle diagram of 5S management application
3.2.2 Key points of implementation during the planning phase (P)
Before the formal introduction of 5S management, all preparations must be done
well, and the issues should be considered comprehensively, so that the 5S
activities will be handy, otherwise it will be blocked everywhere, and the final
30
effect is not good. The following basic tasks should be completed during the
planning stage.
1. Decision making
After systematically learning the relevant theoretical knowledge of 5S, the
company's leadership conducted an in-depth analysis of some of the problems that
existed in the on-site management of its own enterprise. Manage the situation and
determine "what to do, who will do it, and when to do it" in future 5S activities.
2. Strategy
Determine how to carry out 5S activities, including the following main steps:
1) Determine the organization of 5S promotion. Such as 5S implementation
committee, 5S activity group, etc., whether the activities can be organized is
the key to the success of 5S.
2) Determine the implementation goal of 5S. First, the overall goals of the
enterprise should be determined, such as "creating a clean 5S factory within
one year", and then the overall goals of the enterprise should be expanded and
decomposed to form the staged goals of the enterprise and the goals of the
workshops and departments. By determining the method of clear objectives,
you can maintain the correct operation and development direction of the
organization, and improve the overall synergy and development momentum
of the organization.
3) Formulate plans and implementation methods. There are two options for the
formulation of plans and implementation methods: (1)：The 5S
implementation organization conducts in-depth investigations on the spot and
formulates the draft. After discussion and approval, the draft is revised,
reviewed, and then released for implementation; (2) ：First carry out
education and training on 5S related theories for the on-site management
31
personnel of each workshop (or department) of the enterprise, let them
combine the actual situation of their own department, formulate
corresponding documents, and submit them to the 5S implementation
committee, after the implementation committee reviews Issue.
3.2.3 Key points of implementation during the doing phase （D）
1. Publicity, education and training
In order for 5S activities to be carried out smoothly, we must first eliminate
people's erroneous understandings through publicity and education. In the process
of propaganda and education, we must establish the principle of "leadership
demonstration, correct guidance, commendation and patience". The content
should include the purpose of 5S and the correct meaning of each S, the method,
objectives and evaluation criteria of 5S activities. The forms of publicity can be
varied, such as morning meetings, 5S meetings, posters and announcements,
videos and photos. In the implementation of 5S, in addition to giving accurate
guidance, the organizer also needs to make 5S content interesting, so that 5S
activities can be carried out happily and effectively.
2. Full implementation phase
Implement 5S in accordance with the predetermined plan, goals, methods and
division of labor, evaluate the situation before and after improvement, exchange
experience, and solve existing problems.
3.2.4 Key points of implementation during the check phase （C）
1. Establish inspection and evaluation standards
In order to successfully implement 5S management in enterprises, in addition to
relying on instructions, orders and relevant education and training of the company
at all levels, it is also necessary to establish evaluation standards and checklists of
32
5S implementation effects to guide and supervise employees ’5S Implementation.
2. Inspection and evaluation
The 5S implementation team should conduct regular or irregular inspections of
the 5S implementation area, understand and check the 5S implementation status of
various departments, and order the rectification of the problems within a limited
time. At the same time, according to the results of the inspection, the various
departments or individuals carrying out the activities shall be given materials or
verbal rewards and punishments.
3.2.5 Key points of implementation during the adjust phase （A）
1. Summary
Summarize the experience and lessons in the course of the activity, analyze the
reasons for success and incorporate them into the corresponding standards or
systems, and also analyze the reasons for failure to prevent similar incidents from
happening again.
2. Re-plan
After revising the plan and strategy of the previous stage, move on to the next
round of PDCA cycle and move towards a higher goal.
3.3 The main points of 5S implementation and relevant inspection scoring
standards
The main points of 5S implementation and relevant inspection scoring standards
Each element of 5S has different requirements, so we must determine the
corresponding operation method according to different requirements, and at the
same time, we must carry out corresponding inspection and evaluation according
to the corresponding implementation status and results, so that all levels of
33
personnel come Concerned about 5S, everyone participates in the construction of
5SS, and continuously improves and improves the management situation on site.
When formulating the specific operation method of 5S, we must not only deeply
understand the basic meaning and ideas of 5S, but also combine it with the
specific reality of the enterprise, proceed from reality, and at the same time, we
must do all inspections in a timely and serious manner , Evaluation, reward and
punishment work, these are the guarantee that 5S can persist.
There are many methods of inspection and evaluation, and reasonable and
efficient evaluation criteria should be developed according to the actual situation
of each enterprise to improve the enthusiasm of employees to work.
3.3.1 Key points and related scores to sort
It is a waste to store useless things, and it is also a waste to store too many things,
because the storage of these things will consume a lot of manpower, financial
resources and space, so it is necessary to review the necessity of each item on site
and move Walk away all unnecessary items.
1. Implementation points
1) Conduct a comprehensive inspection of the workplace, including visible and
invisible;
2) Formulate criteria to distinguish between unnecessary and unnecessary, and
divide all items in the workplace into essential and unnecessary items according to
the standard, which can be divided according to the following standards:
34
Figure 3-3 Disposal of items on site
3) Review the distinguished unnecessary products, and discard those that have no
use value for scrapping and still have use value, and then transfer them to other
operations or repairs before use;
4) Review the distinguished necessary products, transfer the excess to the
warehouse or temporary storage area, and determine the time period according to
the daily usage, which will be used up within the deadline;
5) After the above steps are completed, you can enter the set in order stage.
2. Organized inspection score sheet
Start rectification according to the above points and check the results of the
rectification, in order to reduce the inventory of materials, semi-finished products
or finished products, improve the utilization rate of item storage facilities, reduce
the waste of space, and create a refreshing working environment. According to the
Can not be used
Weekly use
Use once a year
Daily use
Use once every six months
Less than half a year
More than one month
No longer use
Commonly
Less used
Rarely use
Useless
On-site storage
Storage warehouse
Storage warehouse
Abandoned
35
actual situation of IKI, the following five inspection items were determined:
access conditions, desks and operating tables, workplaces, warehouses, material
racks. Each item is divided into five levels: excellent, good, pass, poor, and
extremely poor, with a maximum of 4 points for each item. The basic format of
the collation and inspection score sheet is shown in Table 3-2.
Table 3-1 Check score table at the sort stage
Inspection
object
Check item Gra
ding
Inspection
object
Check item Grad
ing
Aisle many items in the
aisle, and very
messy
0 Workplace Use within one
week, and
arrange
3
it can pass, but
should avoid
1 Use within 3 days
and it is well
organized
4
Items placed
beyond the aisle
2 Warehouse It is difficult to
pass through with
piles of things
0
The object is
beyond the
passage, but there
is a warning sign
3 Things are messy 1
Very smooth and
tidy
4 There are
positioning rules,
but they must be
strictly followed
2
Office desk
and
Unused items are
scattered
0 Positioning is
also managing the
state, but it is not
3
36
workbench convenient
Only used once
every half a month
1 Anyone is easy to
understand,
convenient and
orderly
4
Use within a
week, but
overdose
2 Rack Scrambling
things that are not
in use
0
Used on the day,
but messy
3 The rack is worn
out and lacks
finishing
1
The right amount
of items and
neatly placed
4 Not used, but neat 2
Workplace Useless items
placed in disorder
0 Items are neatly
arranged
3
Put unnecessary
things in the
corner
1 The display is
used in recent
days, and it is
very neat
4
It is only used
after half a month,
and it is messy
2 Total
3.3.2 Key points and related scores to set in order
The biggest waste of time in the workplace is "preparation", and set in order is to
eliminate the waste of "choice" and "finding" before work.
1. Implementation points
37
1) Determine the storage method and storage space according to the type, shape,
volume and weight of the object;
2) According to the frequency of use of items and the size of the required
storage space, decide the place to place;
3) All items are neatly placed, clearly specifying the placement method and
quantity;
4) Draw a line on the ground, make a sign, and make a positioning map of the
item placement;
5) After the location is determined, don't change it at will, after forming a habit,
you can save a lot of time.
Carry out rectification according to the above points about rectification, and carry
out inspections on the results of rectification, in order to make the items on the
site "easy to take out, easy to return, orderly, clear at a glance", at the same time:
"fix" (positioning, Fixed volume, quantitative) is to make clear regulations on
where to put the items, what kind of containers to use and how many to store.
According to the inspection object, determine five inspection items, namely: tools,
material parts, equipment instruments, documents, operation instructions, the
basic format of the score sheet shown in Table 3-3.:
Table 3-2 Check score table at the set in order stage
Inspection
object
Check item Grad
ing
Inspection
object
Check item Gradi
ng
TOOL Cannot be mixed
with usable
0 Device
Instrument
Can be used and
maintained, but not
neat
3
Mostly barely
usable tools
1 Place neatly and
maintain in place
4
38
Can be used, but
rarely maintained
2 File Randomly placed,
difficult to find
0
Properly maintained
and positioned
3 Although it is
neatly placed, it is
still difficult to find
1
Use visual
management
4 Was designated as
centralized storage
2
materials
Components
Unqualified
products are dyed
together with
qualified products
0 Easy to search 3
Unqualified
products are not
processed in time
1 Clear positioning,
use visual
management
4
Only qualified
products but
improper storage
2 drawing
operation
Guiding
book
Expired and mixed
in use
0
Keep the
positioning mark
3 Not up-to-date and
placed more
casually
1
The storage has
positioning and
icons, it is very
clear
4 Is up-to-date, but
free to display
2
Device
Instrument
Well-worn and
cluttered
0 File folder storage,
but no order
3
Cannot be used
together
1 There are
directories and
orders, easy to use
4
Can be used, but 2 Total
39
messy
3.3.3 Key points and related scores to shine
1. Implementation points
1) Establish a cleaning responsibility area and determine the person in charge of
each area, from indoor office and production equipment to documents and
materials must be divided into individuals;
2) Perform routine cleaning to remove dirt, and clean all equipment, tools and
items from top to bottom;
3) During the cleaning process, pay attention to the discovery of pollution
sources and safety hazards, and quickly take measures to cure them from the
source;
4) Establish a baseline for cleaning.
2. Cleaning Checklist
Carry out cleaning according to the main points of the above cleaning, check the
cleaning results, ensure that the workplace and equipment can be thoroughly
cleaned, maintain a clean, spacious and bright environment, and maintain
production safety. According to the current status of IKI, the following five
inspection items were determined, namely: desk, workbench, work place, passage,
doors, windows, walls, and the basic format of the score sheet is shown in Table
3-4.
Table 3-3 Check score table at the shine stage
Inspection
object
Check item Grad
ing
Inspection
object
Check item Gradi
ng
desk Tools, parts, 0 Aisle Clean in time 3
40
Workbench documents are
messy
Workbenches and
desktops are
covered with dust
1 Regular repairs, the
ground is clean and
tidy
4
Clean, but damaged 2 Workplace There are paper
debris, cuttings and
other debris
0
Worktable and
desktop are clean
and tidy
3 Despite the stolen
goods, the ground
is still level
1
The workbench and
surroundings are
clean and bright
4 There are debris
such as water stains
and dust
2
Device
Tool
Instrument
There is rust 0 Store parts,
materials, and
packaging properly
3
Although there is no
rust, but it is
covered with dirt
1 The ground is clean
and tidy
4
A little dust 2 Doors and
windows
wall
ceiling
No one manages it 0
Keep clean 3 Simply deal with
the tatter
1
Timely cleaning and
anti-dirty measures
4 Useless stuff 2
Aisle There are dirt, iron
filings and other
debris
0 Fairly clean 3
Although there is
stolen goods, the
1 Clean, bright and
tidy
4
41
ground is flat
Water stains and
dust on the ground
2 Total
3.3.4 Key points and related scores to standardize
1. Implementation points
1) Institutionalized and habitualized the previous 3S;
2) Use visual management to create a bright workplace on site;
3) Designate a person in charge and strengthen management;
4) Specify the assessment method and reward and punishment system, and
conduct regular inspections.
2. Standardize inspection score sheet
Carry out cleaning in accordance with the above cleaning points, check the
implementation conclusions, maintain the results of the previous 3S, and develop
the habit of persistence. According to the different inspection objects, the
following 5 inspection items are determined: daily 3S activities, unnecessary The
basic format of the score sheet is shown in Table 3-5.
Table 3-4 Check score table at the standardize stage
Inspection
object
Check item Grad
ing
Inspection
object
Check item Gradi
ng
Daily 3S
activities
No activity 0 Item
placement
method
There is random
phenomenon, but it
can be rectified in
time
3
Although there is a
general cleaning,
1 There are measures
to prevent
4
42
but unplanned work unauthorized
disposal
Although there are
3S activities, but
few, not timely
2 Whether
there is dust
and garbage
There is dust, dirt,
iron filings and
other garbage
0
Frequently carry out
3S activities
3 Dust and water
stains on the
ground
1
Everyone is actively
involved in 3S
activities
4 Clean regularly 2
Unnecessary
items
There are trash and
unnecessary items
everywhere
0 Dust and trash can
be cleaned up in
time
3
There are
unnecessary items
everywhere, but
clean
1 There are measures
to prevent the
emergence of dust
and garbage
4
There are
unnecessary items,
but the passage is
clear
2 Equipment
maintenance
Covered with dirt
and oil leaks
0
There are
unnecessary items,
but they can be
handled in time
3 The equipment
surface is clean, but
oil leakage
1
There are measures
to prevent the
emergence of
necessary items
4 Although there is
an oil leak, it can
be handled in
inches
2
43
Item
placement
method
Items are piled up
everywhere
0 Every spot cleaning
and flying
3
Items are piled up
randomly, but the
passage is clear
1 Can control
pollution and
danger from the
source
4
The items in the
fixed area are piled
up chaotically
2 Total
3.3.5 Key points and related scores to sustain
1. Implementation points
1) Continue to implement and improve the previous 4S activities;
2) Implement various education and training for employees so that they can
better integrate into 5S management construction;
3) Correct the problems in time;
4) Actively promote various healthy and upward activities and cultivate good
work and living habits for employees.
2. Sustain check score sheet
For sustain, we selected several items that can directly reflect the employee's
mental appearance and self-cultivation, including code of conduct, employee
grooming, clothing, time concept, daily 5S activities, etc. The checklist is shown
in Table 3-6.
Table 3-5 Check score table at the sustain stage
Inspection
object
Check item Grad
ing
Inspection
object
Check item Gradi
ng
44
Daily 5S
activities
No activity 0 Code of
Conduct
Ability to abide by
the company's
articles of
association
3
There is a general
cleaning, but not 5S
work
1 Initiative,
teamwork
4
Promote 5S during
the meeting
2 Clothing Undressed and
dirty
0
There are 5S
training,
competitions and
other activities
3 Untidy 1
The activity is
warm, everyone
feels
4 Buttons or laces are
not fastened
2
Manner and
behavior
No trimming, dirty
and sloppy
0 Factory uniforms
and identification
certificates are in
accordance with
regulations
3
Grooming hair, long
beard
1 Dressed according
to regulations, full
of vitality
4
One of the first two
is not good
2 Time
concept
Most people are
not aware of time
0
Are organized
according to
regulations
3 A little time
conscious, but the
activity is not on
time
1
45
Full of energy and
vitality
4 I don't want to be
bound by time, but
I will do my best
2
Code of
Conduct
Behaving rudely
and swearing more
0 I will do my best to
complete the
appointment time
3
Untidy clothes, no
hygiene
1 The agreed time
will be done on
time
4
Only do their own
thing, lack of
cooperation
2 Total
46
47
CHAPTER IV
DATA ANALYSIS
4.1 Analysis of the basic status of IKI company management
Before the implementation of "5S" management, the production car asked the
following questions:
1. There are a lot of products in the scene, and the display is chaotic.
Due to the piece-rate system adopted by the IKI company ’s wage system, the
more employees process, the more wages they receive, which results in the ardent
pursuit of the number of processing employees, which often exceeds the number
of production plans. Coupled with the lack of production capacity of some types
of work and some parts of the outsourcing can not be delivered in time, the
production site is filled with a large number of semi-finished products, and
sometimes even directly piled up on the channel, affecting the transportation
inside the workshop. At the same time, due to the small difference between the
varieties and the lack of clear signs, it is very easy to cause misuse and
misdelivery, which caused great difficulties for the follow-up work.
2. The problem of non-standard inventory management is outstanding.
Due to the large variety and quantity of raw materials and the limited capacity of
warehouse managers, the placement of various items is extremely chaotic. There
is no fixed stacking order when the materials are put into the warehouse, and the
placement position is completely determined by the warehouse administrator
based on experience and stock conditions at that time; when leaving the
warehouse, the warehouse administrator can only find it by memory. At the same
48
time, it also caused excessive reliance on the warehouse administrator in terms of
warehouse management. Once personnel changes or the administrator was not in
the job position, the raw materials could not be obtained in time for production.
The irregular management of inventory makes it cost a lot of time and manpower
to export raw materials.
Figure 4-1 Product warehouse
Figure 4-2 Warehouse after product addition
3. Tool management chaos
There is no designated location for the storage of tools, and there is a lack of
proper storage. They are always placed where there is space after they are used
up. This often takes a long time when searching for tools, and sometimes even the
49
required tools or found The tool is damaged.
In response to the above problems, the specific implementation of 5S management
in IKI company is carried out in conjunction with the overall plan for 5S
management application formulated in Chapter 3 of this article. The main contents
are as follows:
4.2 Specific implementation at the planning stage(P)
4.2.1 Determine the implementation organization
It is people who advance 5S. Not only 5S, everything needs to be executed by
someone else, otherwise it will not produce effect. And how to make people
complete the task smoothly and efficiently, the decision is in the hands of the 5S
promotion organization, so it is very important to establish a 5S promotion
organization. According to the characteristics of the organizational structure of
IKI's linear function system, to avoid major changes in the organizational
framework and ensure the participation awareness of all employees, the main
basis is the company's existing organizational management structure, which adds
corresponding 5S management responsibilities and authorities. The
implementation committee includes a promotion director (as the production
director), who is responsible for the overall promotion of 5S and the assessment
and evaluation of each stage; a 5S project leader (a human resources department
manager) is responsible for 5S planning and evaluation ; 4 executive teams
(production department, technical department, quality department, administrative
department), the team leader is the manager of each department, is responsible for
leading the members of his department to carry out 5S work, solve related
problems, summarize relevant experience, and gradually complete the set In
addition, a 5S coordinator is established for each department, responsible for
conveying the spirit of 5S, coordinating the various problems encountered by the
50
superiors and subordinates in the process of implementing 5S, and reporting the
implementation of each department.
Figure 4-3 Organizational chart of the 5S Promotion Committee
4.2.2 Formulate policy objectives for 5S activities
After the establishment of the 5S implementation committee, combined with the
expected results of 5S management and the company's reality, we established the
"people-oriented implementation of 5S, improve quality and establish a brand"
activity policy; proposed the ultimate goal of "creating a first-class 5S factory"
Fully considering the actual management situation of the enterprise, the goal is
decomposed to make the goal more practical and clear and specific. The
decomposition is shown in Figure 4-4.
Director: General Manager
Person in charge: Manager of
Human Resources Department
Quality
Department
Production
Department
Technology
Department
Administration
Department
5S Coordinator 5S Coordinator 5S Coordinator 5S Coordinator
51
Shine：Cleaning score is not less than 85
Standardize：Cleanliness score not less than 80
Figure 4-4 Decomposition of 5S management implementation goals
4.2.3 5S management application promotion plan
According to the plan of 5S management application, IKI has formulated the
following implementation plan.
Create a first-
class 5S factory
Sustain：5S comprehensive
evaluation is not less than 80
Goal expansion
Third stage
Become a first-class 5S
factory within three years
Second stage
Be a stable 5S factory
within two years
First stage
Become a clean 5S
factory within a year
Break down the goal Sort：Remove 80% of unnecessary items
Set in order：Item customization rate 80%
52
Table 4-1 IKI's 5S management application promotion plan
Phase Line
item
Date
Project
Mar Apr May Jun Jul Aug
Preparation
Phase
1 Establish 5S
management
organization
★
2 Make a
promotion plan
★
3 Develop 5S file ★
4 Publicity and
education
★ ★ ★
Implementatio
n phase
5 Fully implement
5S
★ ★ ★ ★ ★ ★ ★ ★
6 Stationary
management
★ ★ ★ ★
7 Visual
management
★ ★ ★ ★
Inspection
phase
8 Supervised
check
★ ★ ★
9 Assessment
score
★ ★
Improvement
phase
10 Summary
evaluation
★ ★ ★
11 Continue to
improve
★ ★
53
The main tasks of the above four phases are interrelated. During the
implementation process, we should be steady and step by step, especially in the
implementation phase of the first PDCA cycle, and we can't exceed the links in it.
In the future PDCA cycle, you can choose and focus on each stage according to
the improvement plan.
4.3 Specific implementation at the doing stage(D)
4.3.1 Publicity, education and training
In the publicity stage, IKI company carried out various forms of publicity
activities, including pulling banners at the production site, posting publicity
posters, holding publicity meetings, issuing promotional brochures, etc. The
publicity activities in the past month created a strong 5S atmosphere for the
company To make 5S known to everyone.
In the education and training stage, in response to the different requirements of 5S
management on personnel at all levels, IKI has launched a multi-layered and
multi-level education and training to enable personnel at all levels to understand
their responsibilities and how to effectively perform their responsibilities.
4.3.2 SORT
In the implementation process of sorting, the implementation team abandoned the
idea of "retaining may be useful" and dealt with some old products that have been
eliminated by the market and a batch of waste equipment that was not used for
many years, making room for the storage of important items. The specific
implementation steps are as follows:
1. Divide the area
The 5S implementation team divided all areas of the company. The area map of
54
IKI's scaffold production workshop is shown in Figure 4-5.
Figure 4-5 IKI company production workshop area map
2. Spot photography
After dividing the area, take a fixed-point photo of each area and post the photo in
Table 2-1 in Chapter 2 of this article for record, so as to compare with the
improved situation and give employees incentives.
3. Red card combat
The red card operation is carried out by the 5S promotion team. Before the
operation, the education site personnel should not hide the useless things to create
an illusion. The paste objects of the red card include the following aspects:
1) All places: unusable items, items that are no longer in use, excessive storage
55
Where to put
What to
store
Hang red card
Red card combat
items, dirty items;
2) Manufacturing department: excess inventory, improperly maintained
equipment and tooling, messy site, etc .;
3) Office department: abandoned office facilities, invalid documents, tools
scattered, etc.
Then conduct a comprehensive inspection of all workplaces, including visible and
invisible places. During the inspection process, the materials that can be registered
are registered, and their specifications, quantity and location are recorded. After
registration, the 5S implementation committee separates the essentials and non-
essentials, and puts a red card on the distinguished non-essentials. The red card
combat map is shown in Figure 4-6.
Distinguish between essential
and non-essential
Processing
Non-essential
Stationary management
necessity
56
Figure 4-6 Red card combat map
Once a certain area or a certain group, or a machine is red card, all personnel
should have a sense of action, understand the reason why the item is red card, and
determine the countermeasures according to the state of the item to implement
improvements. For the non-essential items cleaned up, we adopt the following
processing methods:
Table 4-2 Non-essential treatment criteria
Processing method Specific description
Throw away There is no use value
Sell You can’t use it yourself, but other companies or
individuals can use it
Return Return to the original department
Lease Lease to others
Warehousing Put in the warehouse for wait
In addition to the regular inspections by the 5S Committee, the company also
requires employees to do a self-examination and check their positions five
minutes before work every day to see whether there are still unnecessary items
and whether the required items are placed in the designated.
4.3.3 Specific advancement in the set in order phase
IKI's rectification activities mainly revolve around the "three principles", namely
positioning (where the items are most suitable), constant volume (what containers
are used for storage), and quantitative (how many items are stored). The
rectification is carried out through the use of fixed management and visual
management, so that the required items are clearly placed, the items are arranged
neatly and orderly, and the goals of the place and item identification are clear. In
57
the sorting stage, we mainly use fixed management and visual management to
achieve the goal of sorting. The specific development process is as follows:
1. Analysis and research of location management
In the process of implementing fixed management, the following principles
should be followed：
1) Integrity and relevance. According to the inherent laws of process
requirements, the relationship between each setting content should be
coordinated from the overall and global concepts, so as to optimize the setting
function.
2) Adaptability and flexibility. The environment is changing, and we must study
the ability to adapt to changes in the environment.
3) Provide maximum convenience for on-site staff, eliminate the smallest not to
steal fast. Reduce operator fatigue, maintain its strong energy and pleasant
working mood, to greatly improve production efficiency.
Among the above three principles, the third one is the most important. If the result
of promoting 5S makes employees feel inconvenient to increase production, or
even sacrifices the original efficiency, then in any case, it is difficult to last.
According to the above principles, we carry out on-site research of the company.
1．Process analysis
Based on the principle of process analysis, according to the processing process of
the object, it is divided into five links: processing, handling, inspection,
stagnation, and storage. At the same time, the processing conditions, elapsed time,
and moving distance of the process are analyzed to determine a reasonable
process route and transportation route, so that the improved site environment
reaches the integration of people, things, and places.
58
Put a pocket lock
on the blank
Moving blank Repeat
20
times
In this regard, we mainly made the following improvements at IKI:
1) Increase the appropriate amount of pallets and pallet racks to store rough
parts, improve the handling efficiency.
Before the implementation of the improvement, the company's rough parts are
basically stored using the overlapping stacking method. When the hair is returned,
the forklift master will first transport the empty pallet to the rough storage
warehouse, and then two other workers, One of them (worker A) is responsible for
using the bag to lock the required blanks, and the other (worker B) is responsible
for operating the bridge crane to lift the blanks onto the pallet. Usually, 20 blanks
are placed on a pallet Only then will the forklift master take it away. The
operation flowchart before improvement is shown in Figure 4-7.
contents of work symbol Operating time Remarks
8s A
5s B
12s B
9s B
8s B
Lifting rough pieces
Unload the blanks
on the tray
Unlock the padlock
59
8s Forklift
Figure 4-7 Operation flow chart before rough out of stock
As it can be seen from Figure 4.7, although the process is simple, there are many
problems:
a. The handling work is heavy, and there are many times to lock and unhook the
lock (a total of 40 times), which not only wastes time, but is also prone to
safety accidents;
b. The total handling time is too long, the cover takes 848s
c. There are many employees required, and 3 workers are needed to complete
the collaboration;
d. The waiting time for forklifts, workers A and forklift masters is too long.
Through the above improvements, the material activity coefficient of the rough
parts is improved. When taking the rough parts, only the forklift master can drive
the forklift into the warehouse and the raw materials can be taken away
immediately without the cooperation of two other workers. After the
improvement, not only the number of operators decreased, from 3 to 1; the
number of operations was reduced from 101 to 1; the operating time was reduced
from 848s to 8s; the waiting time of forklifts and workers was greatly reduced. In
addition, the use of pallets to store the hair return parts also greatly reduces the
manual labor of the workers, reduces the time to find the hair return parts,
improves the space utilization rate of the warehouse, and improves the effect
before and after as shown in Table 4-3.
Table 4-3 Comparison of effects before and after improvement
Forklift lifts the pallet
60
Number of
operators
Number of
operations
Operating time
（s）
Before
improvement
3 101 848
Improved 1 1 8
2) The ground pavement needs reinforcement.
Figure 4-8 Ground pavement problems
It can be seen from the picture that the road pits frequently cause forklifts and
delivery trucks to sink into the road, which greatly increases the difficulty of work
and reduces work efficiency. Waste more manpower and time.
2．Analyze the connection status of people and things
The most critical step in the implementation of fixed-point management is to
analyze the state of integration of people and things. The development of the
production process is inseparable from the combination of people and things, and
the state of the combination directly affects the quality of the work. The
61
combination of people and things can be divided into three states of ABC
according to the degree of effective combination of the two:
The A state, that is, the tightly coupled state, refers to the state where people and
things can quickly combine and exert their effectiveness. For example, the various
inspection tools used by inspectors, because of the scientific and reasonable
arrangement, can quickly take out the required inspection tools when a certain part
of an item needs to be inspected.
The B state, that is, the state of searching for a position, refers to a state where
people and things are in a state of searching, or they are not yet able to perform
well. For example, when workers are working on a part, they need to use a tool,
but because the site is cluttered or the location is forgotten, the result is a waste of
time for searching.
The C state, that is, the disordered or disordered state, should be eliminated or
modified. For example, drawings that have failed in the production site, cuttings
and scraps generated by processing, and these items exist on the site, which
affects safety production and wastes storage space.
The goal of the fixed management is to eliminate the C state and improve the B
state through corresponding design, improvement and control, so that they all
become the A state and maintain it for a long time. The following is the
improvement of IKI in this regard
1) Determine the number of all the venues in the workshop
Divide the numbers by the planning of channels, beams, columns, etc., use the
horizontal direction of the workshop as the address mark (letters A, B, C ....), and
the vertical direction for the number mark (1,2,3 ...) to carry out the production
workshop. Labeling, so that the location of each machine, even a small drinking
area has its own number, the form is similar to the EXECEL table, as shown in
62
Figure 4-9.
A B C D
A1
A2
A3
A4
Figure 4-9 Division of workshop numbers
In this way, when there is a problem with the equipment somewhere, where we
need to transport parts or find something somewhere, we can quickly locate to a
more accurate location, reducing the time for workers to find.
2) Tool management improvements
In production, many tools are used together. If a worker cannot return it in time or
throw it away at will, it will cause inconvenience to other workers. Not only does
it take a lot of time to find, but also may Inadequate attention to tool placement
leads to tool loss, which ultimately affects production.
The storage of tools follows the following principles:
All tools on site are stored centrally;
Centrally placed according to the function classification of the tool;
It should be easy to get and put back;
63
Save as much space as possible.
According to the above principles, we use an open flat tool cabinet, so that even if
you store tools, you can quickly find the tools you need. At the same time, we
draw the outline graphics of each tool on the closet, so that the tools are stored in
an orderly manner, and if a tool is lost, it can be displayed immediately.
Figure 4-10 Tool trace management
Analysis of information flow
At the production site, in addition to the scientific and reasonable fixed placement
of all items, the effective combination of people and things also requires the
guidance of relevant information media. Because of the variety and variety of
items used in production, they cannot all be placed at the hands of the operator.
How to find various items requires certain information to guide; many items do
not return in the flow. Information flow and quantity should also be guided and
controlled by information; in order to facilitate the search and avoid mixing items,
information also needs to be confirmed.
At IKI, we have mainly set up four media to effectively guide the combination of
people and things:
(1) Location ledger: record the detailed location of each item's storage location in
64
detail;
(2) Floor plan: It is equivalent to a map inside the workshop, drawing the various
areas of the workshop and their relative positions in proportion;
(3) Place sign: similar to the bus stop sign, indicating the name of the area where
it is located, generally after clearly indicating its name or number on the sign,
hanging at the most conspicuous place in the area;
(4) Spot mark: The mark of the item indicates that "this item is the item you are
looking for".
When a worker needs an item, he reaches the destination through the first two
information media, and then confirms the required items through the last two
information media.
2.Research and application of visual management
The design of visual management includes the design of signs, information
symbols and prompt signs. When designing and applying relevant information
symbols, national standards (such as fire protection, safety, environmental
protection, etc.) are directly adopted by the national standards. It can be designed
according to the characteristics of the enterprise site, but it should be easy to
understand and easy to confuse.
At IKI, we have adopted the following methods to effectively implement visual
management:
1) Design a safety cross, as shown in Figure 4-11, clearly record the safety
production situation of each day of each month, and give a warning to on-site
personnel;
65
1 2 3 4
5 6 7 8
9 10 11 12 13 14
15 16 17 18
19 20 21 22 23 24
25 26 27 28
29 30 31
Normal Unusual
Figure 4-11 Safety production cross
2) Set up bulletin boards, publish company systems, regulations, and major
events, publicize prohibitions against companies and public interests, praise
good people and good deeds, and inform everyone of what you need to know
and observe;
3) Production management kanban, let field staff clearly know what to produce,
how much to produce, how much is still poor, and where is the problem;
4) Product identification card. Green represents qualified products, yellow
represents rework / rework products, and red represents scrap products. At a
glance, it does not mix and is easy to handle.
66
3．Implementation of placement management and visual management
After completing the design of the placement management and visual
management, it entered the implementation phase, including the following three
steps:
1) Perform their duties according to the 5S area
Divide the 5S responsibility area according to the work area, and establish the
person in charge and the responsible team for each responsibility area. The person
in charge of each responsibility area is responsible for the implementation of
setting (movement of equipment, etc.), sign posting, site layout, effect
determination, progress inspection, etc., for the production of signs and kanbans,
the principle of unified production is adopted to reduce costs. The 5S team is
responsible for the acceptance and rectification of the implementation to ensure
the progress and quality of the implementation of the fixed management and
visual management.
2) Perform placement according to placement map
In accordance with the requirements of the fixed map, each team will classify,
move, transfer, adjust and position each item on the production site, so that all the
fixed objects are consistent with the fixed map, the position is correct, the neatly
placed, and the equipment is stored.
3) Place and paste visual information signs
The placement or pasting of the signboard should be consistent with the cards,
objects and pictures, and should be conspicuous and not hinder the production
operation. The signboard should be managed by a dedicated person and cannot be
moved at will. Make sure that there are things in the picture, there must be areas
in the things, there must be listings in the areas, and the categories must be
classified according to the pictures.
67
Inspection and assessment of fixed management and visual management
As with 5S management, an important principle of fixed management and visual
management is perseverance, so that the results of fixed management can be
consolidated and continuously developed. Therefore, the corresponding inspection
and assessment system must be established. The basic index for the assessment of
fixed management and visual management is the compliance rate, which indicates
the degree of realization of the items and visual signs that must be fixed in the
production site. The calculation formula is as follows:
(1) Fixed rate of conformity = number of items (species) actually set / number of
items (species) specified in the set map*100% （4-1）
(2) Visual management compliance rate = actual number of visual signs that meet
the requirements / number of signs specified in the visual management
chart*100% （4-2）
The above two indicators can reflect the status of implementation and
implementation of fixed management and visual management, which is
convenient for team self-inspection and group inspection and evaluation of the
implementation effect.
4.3.4 Specific advancement in the shine phase
The quality of the product has a very close relationship with the cleanliness of the
site. It is generally believed that "cleaning" is simply sweeping the floor with a
broom and wiping the equipment with a rag. In fact, the content of "cleaning" is
much more than that. The corners, column feet, ceiling and all dead corners of the
production site must be thoroughly cleaned. In addition to removing stains and
ensuring the health and safety of employees, it is also possible to detect equipment
abnormalities in a timely manner to achieve the purpose of preventive
maintenance for all employees and keep the equipment in the best operating state,
68
thereby producing excellent products.
1. Implementation Essentials
1) Maintain your own equipment, wipe your own tools frequently, and do not
add special cleaning workers;
2) Cleaning the equipment, focusing on the maintenance of the equipment,
combining the cleaning of the equipment with the inspection of the
equipment, so that the failure, malfunction and instantaneous shutdown of the
machine are zero;
3) Cleaning is also for improvement. When pollution or anomalies are found,
they should be traced to the source, eliminate evil and do everything possible
to prevent the recurrence of pollution and danger.
2. Determine the cleaning object
The objects to be cleaned up are three categories: item stacking place, mechanical
equipment and site. Among them, the items stacking place includes warehouses,
shelves, work-in-progress turnover area, tool cabinets, etc .; mechanical
equipment includes production equipment, handling machinery, tooling and
molds; For each cleaning object, the corresponding cleaning method and cleaning
person must be determined.
3. Determine cleaning responsibilities
1) Prepare the layout of cleaning responsibility
Use the floor plan of the workshop to divide the health responsibility area,
determine the responsible person, and publish it in a conspicuous place.
2) Make a cleaning schedule
For the cleaning items, a schedule should be prepared to ensure the
implementation of cleaning, especially the places where they are used in common
69
should adopt a shift duty system, and at the same time establish corresponding
inspection standards.
4. Determine the cleaning method
1) Determine the specific time and content of cleaning:
Daily cleaning: Clean the ground, aisle, desk, window sill, tool box, toilet, etc.
five minutes before work every day,
Weekly cleaning: spend 30 minutes cleaning the stationery cabinet, lampshade,
under desk, etc. on the last working day of each week;
2) Cleaning should be careful, and you should also carefully clean the dead
corners, invisible places and higher positions;
3) The cleaning tools are arranged in a fixed place in the necessary quantity, and
their placement should be based on the principle of easy access and no
pollution.
5. Matters needing attention in the shine stage
1) Only clean within the stipulated time, and usually ignore the dirt;
2) When the object to be cleaned is relatively high or far away, and the hand is
difficult to reach, then it will not be cleaned;
3) Keeping the site clean and hygienic is the job of duty staff and cleaners, and
has nothing to do with yourself;
4) The cleaning tools are too simple, and many dirt cannot be effectively
cleaned.
4.3.5 Specific advancement in the standardize phase
Unlike the previous 3S, cleaning is not a "surface action", but a state of "result",
70
which is most closely related to the cleaning in the previous 3S. Wiping the
machine and equipment clean is called cleaning, and maintaining this state for a
long time is "clean"; finding the root cause of water and oil leakage from the
equipment and eradicating it from the source is also "clean". Cleanliness is the
scientific essence of tracing the roots, starting from the details to create a clean
and tidy environment. The specific implementation steps are as follows:
1) The implementation of 3S before implementation;
2) Try to develop a habit of cleanliness, through education and training,
formulate various standards and systems to help employees develop a clean
habit;
3) Divide the responsibility area, set the responsible person, mark the
responsible person's name and responsible content in a more obvious way,
and post or hang it in a prominent place in the workshop to strengthen
management;
4) Cooperate with the daily cleaning to do the equipment cleaning checklist,
according to the different equipment, develop a corresponding cleaning
checklist.
4.3.6 Specific advancement in the sustain phase
Accomplishment is the core of 5S management, which directly reflects the
company's civilization and spiritual outlook. Accomplishment is not only a stage
of implementation in 5S, but also what managers and operators at all levels of the
enterprise expect. Because, if every employee in the company has good habits and
can abide by the prescribed matters, the work is carried out with great intensity,
the execution of the on-site process and the promotion of various management
tasks will be easily implemented and obtained Some results.
71
1. The implementation steps of the sustain phase are as follows:
1) Improve and implement the first 4S activities
The first 4S is a basic action and a basic means. By implementing these activities,
the employees are changed subtly, so that the employees can form a habit of
maintaining neatness. If the first 4S is not implemented well, it is difficult to
achieve literacy.
2) Establish common rules and regulations
Formulate factory regulations, factory disciplines, on-site operation guidelines,
safety and hygiene rules, operation instructions, etc., to regulate employees'
behavior.
3) Visualize various rules and regulations
The rules and regulations are made into charts, kanbans, comics, etc., and hung in
a conspicuous place, so that employees can understand at a glance.
4) Conduct various education and training
5) Give prompt criticism and corrections to the offenders
As the person in charge or coordinator of the 5S management project, when
seeing things that violate the relevant regulations, they must be corrected on the
spot, otherwise this violation will be regarded as "can be done" and continue.
6) Promote various spiritual activities
2. Issues to be noted in the implementation of literacy
(1) Anxious for success, thinking that three or two days of education and training
can change people's minds;
(2) There is no clear reward and punishment system, or discounts due to human
72
A P
factors during the implementation process, on-site staff turn a blind eye to
various rules and regulations, regardless of good or bad.
4.4 Check evaluation(C)
The inspection is divided into two items. The first is the internal inspection of the
department, which is conducted once a day. The 5S implementation team inspects
the 5S implementation status of each district before 10:00 in the morning and
scores it according to relevant standards; An inspection will be conducted on the
5S status, and the inspection time will be determined temporarily by the director
of the promotion, without prior notice to any department.
After the basic inspection, the effectiveness of 5S management implementation is
judged. If it fails to meet the standard, it needs to enter the next PDCA cycle.
4.5 Improvement stage(A)
The 5S committee is responsible for presiding over, summing up the experience
and lessons, affirming the successful experience, forming the standard and
promoting it; summing up the lessons of failure, and recording them as a warning
to prevent recurrence. The unresolved problems will be transferred to the next
PDCA cycle as the basis for planning goals in the next cycle.
The second stage Management level
A P
73
Work efficiency
The first stage Product quality
Figure 4-12 Schematic diagram of the PDCA management cycle gradually rising
4.6 The effect of 5S management implementation
Through the implementation of 5S management, the on-site management level of
IKI Company has been greatly improved, the appearance of vehicle inquiry has
been refreshed, and the mental outlook of employees has also been greatly
improved, which is reflected in the following aspects.
1．On-site environment improvement.
Through the implementation and consolidation, a large number of old parts,
waste equipment and excess materials in the enterprise have been effectively
resolved, which has increased the operating area, the passage is clear, and the
site environment is more refreshing; through the implementation of
rectification, all items on the production site have been obtained Effective
placement, clear division of areas, eye-catching various signs, and production
become more safe and orderly; through cleaning and cleaning, the production
site is continuously purified, the failure rate of equipment is greatly reduced,
and product quality is effectively improved.
2．Improvement of staff quality.
The so-called "man-made environment, environmental education", through
the implementation of 5S management brought clean and tidy environment,
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the mental outlook of employees has also been renewed, work enthusiasm has
been greatly improved, initiative and creativity have been effectively driven,
so that The organization radiated a strong vitality.
3．Improvement of corporate image
The clean and tidy on-site environment and the energetic workforce have
greatly improved the product quality and delivery time of the IKI company.
Other company personnel or foreign guests often visit the IKI company.
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CHAPTER V
CONCLUSION AND RECOMMENDATION
5.1 CONCLUSION
This article takes the improvement of IKI's production site as a starting point,
proposes the use of 5S to solve related problems on the site, does a more in-depth
study on the management technology layer and application practice layer of 5S
management theory, and establishes the overall plan of 5S management
application , And showed the specific implementation of 5S management in IKI
company, and reached the following conclusions:
1) 5S management is the foundation of enterprise management and the
cornerstone of other activities. It should be implemented for a long time; but
we should realize that although the concept of 5S management is simple, it is
not a long-term implementation and positive effect in the enterprise. It's an
easy task. It requires a set of promotion plans suitable for the enterprise and
the joint efforts of all employees.
2) The on-site environment and management situation of each enterprise are
different and have their own characteristics. When implementing
management, the company must not blindly copy the implementation plans of
other companies. You must integrate the implementation of 5S management
with the company’s management system, The combination of the corporate
culture and the characteristics of the production site, and the establishment of
a unique set of implementation plans suitable for itself, as well as related
maintenance and promotion measures, can achieve the best results.
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3) In 5S management, the leadership should take a good lead role, find the truth
and grasp the real, reward and punishment clearly, and drive all employees to
seriously invest in the construction of 5S.
5.2 Recommendation
Although this article has formulated the overall implementation plan of 5S
management and made detailed research on the specific implementation of 5S
management in IKI, it is limited to the author's ability and research level. .
1) The relevant knowledge of production planning and production line balance
is applied to the implementation of 5S management, so that all resources can
be effectively used to further reduce work-in-process inventory.
2) Apply human factors engineering to the improvement of the production site
environment, improve the air quality, noise, lighting inside the workshop, and
the labor intensity of employees, so that employees have a safe and
comfortable working environment.
3) Combining the activities of the "5S '" promotion group and the "QC" group to
promote both quality and efficiency.
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