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Session 1 ‘5S’

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A STRATEGY FOR PERFORMANCE

EXCELLENCE

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INTRODUCTION 5S Is a simple but highly effective set of

techniques that remove waste from your work environment through better workplace organization, visual communication and general cleanliness.

The pillers of 5S are defined as Seiri, Seiton, Seiso, Sheketsu, and Shitsuke.

Because each of the five pillars begins with “S”, this method was appropriately names 5S.

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BACKGROUND Developed by the Japanese Workplace Organisation and

Housekeeping System Helps Create a Better

Working Environment and a Consistently High Quality Process

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WHY TO IMPLIMENT 5S? Implementing 5S across the organization will: Change the mindset of employees and

facilitate continuous improvement Improve the efficiency of employees and make

them more productive Eliminate time spent on non-value-added work

affecting individual and workplace efficiency Create a robust foundation for future work in

the quality arenaAs a matter of fact, before implementing any other quality methodology, organizations should implement and institutionalize 5S.

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5S PRONCIPLES SEIRI – Organisation – Sort SEITON – Orderliness – Set in Order SEISO – The act of Cleaning – Shine SEIKETSU – The State of

Cleanliness – Standardize SHITSUKE – The Practice of

Discipline - Sustain

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5S PRINCIPLES Sort – Clearing the work area Any work area should only have the items needed to

perform the work in the area. All other items should be cleared (sorted out) from the work area.

Set In Order – Designating Locations Everything in the work area should have a place and

everything should be in its place. The needed items should be kept in the correct place to allow for easy and immediate retrieval.

Shine – Cleanliness and workplace appearance The third pillar of 5S helps to keep work areas, all

work surfaces and equipment clean and free from dirt, debris, oil, etc.

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5S PRINCIPLES Standardize : Everyone doing things the same

way Everyone in the work area and in the

organization must be involved in the 5S effort, creating best practices and then getting everyone to “copy” those best practices the same way, everywhere, and every time. Work area layouts and storage techniques should be standardized wherever possible.

Sustain : Ingraining the 5S’s into the culture SUSTAIN is the last pillar of 5S and drives the

organization to be disciplined in maintaining these new standards and procedures and in continuously improving the 5S state of the workplace.

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5S PRINCIPLES & ACTIONS Step Name Action

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SortSetIn order

Shine

Standardize

Sustain

Sort out unnecessary items in the work-placeAnd discard them.Arrange necessary items in good order so that They can be easily picked for use “A place forEverything Every things in its place.”Clean your workplace completely so that there isNo dust on floor, machine or any other area Under consideration

Maintain high standard of housekeeping andWorkplace organization at all times.

Train people to follow good house keeping disciplines.

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5S BENEFITS 1. Sales – Increase sales (market

share).2. Savings – Save costs.3. Safety – Provide a safe working

environment.4. Standardization – Standardize the

operating procedure.5. Satisfaction – Employees and

customer satisfaction

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5S BENEFITS The 5S’s lead to improve processes and

ultimately: Reduced set-up times Reduced cycle times Increased floor space Lower safety incident/accident rate Less wasted labor Better equipment reliability

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WHEN TO IMPLIMENT 5S Space is crowded with parts and tools Unneeded items are stacked between

workers Excess inventory on the floor Excess items and machines make it

difficult to improve process flow Equipment is dirty and a collection point

for miscellaneous materials Needed equipment such as tools are

difficult to find

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CHECKLIST FOR ASSESMENT Questions

Do people in your departments struggle to locate drawings, specifications, tools, dies and so forth ?

Are there items in your departments such as files, documents, and equipment, tools, that do not have an owner ?

Are there customer drawings, customer samples, old magazines or telephone directories, in your workplace that are not used and are gathering dust ?

Is there any safety equipment, such as fire extinguishers, lying around that is pass its expiration date ?

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CHECKLIST FOR ASSESMENT Question

Are there loose hanging naked electrical wires in the department / organization ?

Do visitor and customers struggle to reach the right person or department in your organization ?

Are there files in the department that are old, unlabeled, and torn ?

Are there instances of running out of raw material, consumables, stationary and other items ?

Do you observe materials, tools, consumables, files, drawings and so forth getting mixed up ?

Do you observe valuable space being occupied by useless and unwanted items ?

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SEIRI – SORT Seiri is distinguishing or sorting out between wanted and unwanted items in a place and removal of the unwanted such a place can be a shop floor, an office, a house or a hospital.

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HOW TO IMPLIMENT SEIRKI Some typical areas where Seiri might be applied include work in process, unnecessary tools, unused machinery, defective products, and paper and documents.

Separate needed items from unneeded items. Remove unneeded items from working areas Item never used : Discard Item not needed now : Store them. Remove all excess items from working areas,

including work pieces, supplies, personal items, tools instruments, and equipment.

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HOW TO IMPLEMENT SEIRI Use red tag to get rid of unneeded

items. Store items needed by most people in a

common storage area. Assign a person to organize and

manage the common storage area. Store items only needed by each

individual in his/her own working area. Organize working / Storage area.

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RED TAGGING The Red-Tagging Strategy is a simple method for

identifying potentially unneeded items in the factory, evaluating their usefulness, and dealing with them appropriately.

It is simply putting Red tags on items in Factory that need to be evaluated as being necessary or unnecessary.

An Item with Red-Tag is asking 3 Questions. Is this Item needed ? If it is needed, is it needed in this quantity ? If it is needed, does it need to be locate here ?

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CHECK POINTS Throw away/return things which are not

needed Paperless and Re-cycle Bins for papers,

bottles, etc. “Needed things” stored : low, medium & high

usage Personal belongings kept to the minimum Treat defects, leakage, breakage and their

causes One-is-best

Daily “Things-to-do” List One set of tools/stationary/1-page form One hour meeting One stop service for customer One location file (e.g. LAN Server)

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ADVANTAGES OF SEIRI Saving in use of space. Removal of excess equipments/parts. More space made available in filling

cabinet/shelf. Avoidance of error. Eliminate unsafe situations. Easy access to things. Preventing rusting or damage to materials. Reduced inventory by sales of scrap

material/excess materials. Easy available of material.

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SEITON Seiton means to prepare correctly or

straighten. This should be understood as organizing correctly following correct method. This means that maintaining

things in the right way.SEITON implies arranging necessary items

in good order so that they can be easily picked for use. Implementing SEITON

means that every thing should be kept in its place only after use

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SEITON First we should decide where things belong

and every thing should have a place only after use. This will help us to pick things needed without wasting time on searching for them.

Three rules to be followed for implementing SEITON Decide where thing need to be placed Keep the things in that place Always follow the system.

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WHY SEITON Needed items can be easily

found, stored and retrieved. First-in First-out (FIFO) Save space and time.

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GUIDELINES A Place for everything and everything in its

place. Place tools and instructional manual close to

the point of use. Layout the storage area along the wall to

save space. Place items such that they are facing toward

passage for easily access. Store similar items together. Different items

in separate rows. Don’t stack items together. Use rack or shelf

if possible

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GUIDELINES Use small bins to organize small items Use color for quickly identifying items. Clearly label each item and its storage

areas (lead to visibility). Use see-throw cover or door for

visibility. Use special designed cart to organize

tools, jigs, measuring devices, etc., that are needed for each particular machine.

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HOW TO IMPLIMENT SEITON Get rid of unnecessary things. Prepare storage areas, reassign spaces, racks,

cabinets etc.,and provide for the minimum of additional storage facilities.

Decide the place for every thing frequently used items close by at an easily accessible height. Decide how thing should be put back.

Tag/sign/label are required for each location of that material / equipment. Even if some items are needed for temporary use their storage place is to be decided and proper indication to be made put a board indicating that they are temporarily stored.

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HOW TO IMPLIMENT SEITON Color coding, arrows, lamps, etc., to be used for

quick identification, indication is required for out of stock, some body using it or lost etc.,

Define working area, path, entrance / exit lines, door opening lines / traffic flow lines / storage space lines etc.,

Make the system to function with minimum need of tools e.g., use wing nuts wherever possible to avoid need of spanners.

Display cautions, messages and instructions in proper height and written neatly so that people can see from a distance.

All fixed location and color coding should be documented.

Frequent inspection is required.

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CHECK POINTS Everything has a clearly designated name &

place Every place should have a ‘responsible person’

label Eliminate unnecessary covers and locks Functional placement for leaflets, tools and

material Filing standards and control master list First in, first out arrangement Zoning and placement marks Neat notice boards (also remove obsolete

notices) Easy-to-read notices (including zoning) 030-second retrieval of tools, document & parts

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BENEFITS OF SEITON Help reducing time consumed in searching

material for use. Easy to inspect and recognize when material

are taken out from their location. Creates work effectiveness. Creates safety atmosphere. Help in inventory control. Better identification by using color coding. Improves workplace utilization.

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SEISO Seiso means take up the job of

cleaning SEISO insist to clean the workplace completely so that there is no dust on floor, machine, or any other place

under consideration.

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OBJECTIVES Cleanliness ensures a more

comfortable and safe working place.

Cleanliness will lead to visibility so as to reduce search time.

Cleanliness ensures a higher quality of work and products.

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GUIDELINES Use dust collecting covers or devices to

prevent possible dirt or reduce the amount of dirt.

Investigation the causes of dirtiness and implement a plan to eliminate the sources of dirt.

Cover around cords, legs of machines and tables such that dirt can be easily and quickly removed.

Operators clean their own equipment and working area and perform basis preventive maintenance.

Keep everything clean for a constant state of readiness.

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GUIDELINES Individual cleaning responsibility

assigned Make cleaning and inspection easier Clean even the places most people

do not notice Cleaning inspections and correct

minor problems Regular sparkling cleaning

campaigns.

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CHECK POINTS Transparency (e.g. Glass covers for see-

through) Straight line and right-angle arrangements ‘Danger’ warning signs and marks Fire extinguisher and ‘EXIT’ signs and safety

device Work instructions and ‘passed’ labels Electrical wiring neatness and switch labels Energy Preservation – AC Temp. mark/switch Color-coded gangways/pipes and directional

marks

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CHECK POINTS Color coding – paper, files, containers,

etc. Responsibility labels on floor plan or at

sits. Prevent noise and vibration at source Department/Office labels and name

plates Park-like environment (garden

office/factory)

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SEIKETSU Seiketsu means maintaining

high standards of house keeping and workplace organization at all times.

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GUIDELINES Workers should make it a habit to be clean

and tidy (starting with themselves). Here are some things that workers have done under the heading of standardized clean-up:

Removing used, broken, or surplus items from the work area

Marking safety a prime requirements by paying attention to noise, fumes, lighting, cables, spills, and other aspects of the workplace environment

Checking that items are where they should be

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GUIDELINES Listening to the “Voice” of the process

and being alert to things such as unusual noises

Ensuring that there is a place for everything and that everything is in its place

Wearing safe working apparel and using safe equipment

Minimizing all waste and the use of valuable resources such as oil, air, steam, water, and electricity

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SHITSUKE Shitsuke describes to train

people to follow good house keeping disciplines autonomously.

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GUIDELINES No matter how often the 5 S’s were

implemented, 5S conditions would fall apart in no time and the workplace would be dirty and chaotic again.

Unneeded items would being to pile up as before.

Tools, brooms, shovels, dies, etc. would not get returned to their proper place and we would be forced to run all over the place trying to find them..

No matter how dirty equipment became, little or nothing would be done to clean it.

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GUIDELINES Team members would neglect to wear

safety equipment or leave things on the floor and an injury would occur.

Dirty machines would start to malfunction and produce defective parts.

Dirt from the floor would spread to the work area itself and cause defects.

Dark, dirty disorganized work areas would lower morale.

Customers would become disgusted by the dirty conditions and look for someone else to do their products.

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CHECK POINTS Execute individual 5-S responsibilities Wear, if necessary, safety

helmet/gloves/shoes/etc. Good communication and telephone

practices Daily 5-minute 5-S practice One day processing of job/tasks Practice dealing with emergencies Organization Chart and Performance

Indicators Design and follow the 5-S Manuals Quarterly 5-S Audit and improvements Seeing-is-believing : check for 5-S

environment

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IMPLEMENTATION OF 5-S Organize the program committee. (PLAN) Develop a Plan for each S (PLAN) Announcement for the start of the programme

(DO) Provide Training & Education to employees.

(DO) Select a day and everybody cleanups his/her

own working area (DO) Select a day and everybody organizes his/her

own workplace.(DO) Evaluate the results of 5S.(CHECK) Self Examination and take corrective action.

(ACTION)

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EXERCISE-QUALITY DEPT. SORT.

Cleaned Out unneeded item stored in the QA Lab. Cleaned out all needed items in QA Lab (for relocation). Remove unneeded files and documents in QA Filing

System.SET IN ORDER. Organize retained items in QA Lab and QA Inspection

Area. Segregate and Label the majority of gages used for

inspection. Move an additional worktable to the QA Lab to aid in

streamlining the first part inspection process. Label items and areas in the QA Lab. Organize filing cabinets in a logical manner. Labeled files and file drawers.

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EXERCISE-QUALITY DEPT. SHINE

Painted the QA Lab walls, shelving and inspection table.

Repair and paint the carts used for Final Inspection Areas.

STANDARDIZE Standardized the documents and equipment needed for

first part inspections. Arrange and Label gauges. Standardize QA files.

SUSTAIN Revise QA Weekly Check Sheet to include inspections

of items covered in the QA 5S event.

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EXERCISE Prepare 5S Check points for

Maintenance Department

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Setting the ‘5S’ Standards and Guidelines

Conducting the 5S Audit

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Session 2 - Kaizen

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INTRODUCTION “Kai” in Japanese Language means

“Change” and “Zen” means “Good” The literary meaning of Kaizen is

“change for good”

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INTRODUCTION Kaizen is the Japanese philosophy of

continuous improvement by all the employees in an organization so that they perform their tasks a little better each day.

It is a never ending journey centered on the concept of starting new each day with the principle that the methods can always be improved.

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INTRODUCTION Kaizen is the philosophy of

continual improvement, that every process can and should be continually evaluated and improved in terms of time required, resources used, resultant quality, and other aspects relevant to the process.

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INTRODUCTION When Applied to the workplace,

Kaizen means continuing improvement involving everyone – managers and workers alike.

Kaizen is not limited to manufacturing systems only. It also means continuing improvement in personal life, home life, social life, and working life.

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KAIZEN BENEFITS Problems are identified at source and

resolved. Small improvements which are realized can

add up to major benefits for the business Improvements, which lead to changes in

the business quality, cost and delivery of products, mean a greater level of customer satisfaction, and business growth.

By involving employees in looking at their environment to bring about change, results in improved morale as people begin to find work easier and more enjoyable.

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5 W AND 1 H OF KAIZEN What is Kaizen ? Who should do Kaizen ? Why should we do Kaizen ? When should we do Kaizen ? Where should we do Kaizen ? How can we do Kaizen ?

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SUCCESSFUL ORGANIZATION

Organization

Growth Competition CostPressures

ChangingCustomerDemands

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CHANGE TO FACE WITH Competitors becoming increasingly

hostile – pressure on price Changes in the market place (eg.

Liberalization of government policy)

Cheaper overseas products and relaxed imports

New environment / safety rules Globalization

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FUTURE In future, organizations will be based

on knowledge and not just physical assets such as Land or Products.

The most important employees will be ‘Knowledge workers’ and employees will be judged on their ability to acquire knowledge.

‘Knowledge will be the key’

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RESPONSE TO CHANGE Kaizen : A Response to the Changing

Environment

We must change Our way of thinking Our way of doing things

If we don’t move forward, we will move backward

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WHY KAIZEN ? To remain Competitive. Nothing will give more satisfaction,

motivation than seeing our ideas implemented.

To improve our quality of work-life. To improve our customer service. To work smarter, not harder

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WHAT IS KAIZEN Kaizen is basically small

Continuous improvements carried out by a person who is doing the job, in his/her day to day work.

Who decides what is a kaizen ? The person who has done it.

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EXAMPLE OF KAIZEN ROUTINE WORK

New way of filing that saves searching time Use of devices to save time and reduce

fatigue Rearrange work elements

NORMAL (EXPECTED) WORK Daily filing of papers Disposal of old files Learn new PC tools

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EXAMPLE OF KAIZEN IMPROVEMENT (IN OWN AREA)

Dispatch clerk rationalizing postage envelops

Operator inventing a method to load multiple pieces at a time

IMPROVEMENT (IN OTHER’S AREA) Workman suggesting method to eliminate

rejection Idea about how to save energy cost in

company.

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THE CONCEPT OF 3 Mus Here are expressions of problems : Muda – Waste – Activity that does not

add value to the job – Non – value added, unnecessary, avoidable

Mura – Inconsistency – Not uniform in size, strength, ability, value, rank, number, etc.

Muri – Strain – Excessive exertion / tension, demand on one’s emotions

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MUDA Things that do not help anything Things that are not profitable Unprofitable actions are…

Work procedures that make you stack or rearrange materials, parts, products or tools

Work that needs one or more steps Work that makes you wait Searching, Cleaning up messes, repairs,

tune ups, slow operations, sorting and inspections

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MUDA – WASTE Questions to be asked to detect WASTE 5W - 1H What for ? (Purpose)

What is that ? What is it for ? What would happen if that operation was

eliminated ? What else should be done ?

Why ? (Necessity) Why is it necessary ? Why that way ? Why is that being done ?

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MUDA – WASTE 5 W – 1 H Where ? (Place)

Where is the location ? Why there ? Can it be changed ? Can it be combined at

one place ? When ? (Sequence)

Why at that time ? When it is reasonable ?

Who ? ( Operator) Who is that ? Why he does that open ? Are many people doing the same job ?

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MUDA WASTE 5 W – 1 H How ? (Method)

Why is it being done this way ? Is that the best way to do it ? Can it be done another way ? How much will it cost ?

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MURA – INCONSISTENCY Uneven Color, texture or material

thickness General irregularity non uniformity

or nonconfirmity Inconsistency sometimes result

due to addition of personal touch

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MURA – IRRATIONALITIES Inadequacies

Things that are hard to reach or difficult to do

Things that don’t make sense or are hard to find reasons for

Things we do because told to do

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KAIZEN Vs INNOVATION Parameter Kaizen InnovationEffectPaceTime FrameChangeInvolvementApproachModeSpark

Long term & long lasting Short term but dramaticSmall Steps Big stepsContinuous & IncrementalIntermittent & non-incremental

Gradual & constant VolatiteEverybody Selected

Collectivism, group efforts & systems approach Individual Ideas & effortsMaintenance & Improve Scrap & rebuildConvention Know-how New tech, new theories

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WHEN KAIZEN ? Whenever there is a 1. Pain area for individual2. Pain area for Organization3. Dissatisfaction over working

method

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PROBLEM IDENTIFICATION What is a problem ? It’s the deviation from the norm Difference between what’s expected &

what is actually occuring Reducing or eliminating the difference

between the two is solving the problem. All improvements start with the

perception of a problem as a deviation from the ideal.

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Who Should do Kaizen ?

Everyone

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WHERE TO DO KAIZEN ? One’s own work area : Routine /

Non-routine Common relevant area : Own /

Other Dept. Other’s work area : Reception /

Pantry More importantly : One’s own

personal area : HOME

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AREAS FOR KAIZEN COST SAFETY MAINTENANCE WASTE INADEQUACY ENERGY SERVICE PRODUCTIVITY TRUST INCONSISTENCY

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HOW TO DO KAIZEN Use of 5-W & 1-H SCARE Value-Added Non-Value Added PDCA WHY WHY ANALYSIS

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5W & 1H METHOD WHAT

What is wrong ? What is causing problem ?

WHERE Where is the problem ? Area, Location etc.

WHO Who does it ? Who is responsible for this ?

WHEN When does it happen ?

WHY Why does it happen ? Why do we do it this way ?

HOW How else could it be done ? How to improve the situation

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SCARE S – simplify C – combine A – add R – rearrange E - eliminate

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VA/NVA ANALYSIS Draw process flow charts Identify whether value-

added Analyze reasons for NVA

activities Eliminate NVA activities New method of working

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PDCA

PLAN DO CHECK ACT

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PRINCIPLE OF PDCA Every time a new measure

is implemented, it must be seen how it goes, check the results, search out and admit mistakes and try to do better in the next attempt.

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WHY WHY ANALYSIS Why did the machine stop ?

There was an Overload. Why was there an overload ?

The bearing was not sufficiently lubricated Why was it not lubricated sufficiently ?

The lubrication pump was not pumping sufficiently

Why was pump not pumping sufficiently ? The shaft of the pump was warn out and

rattling. Why was the shaft worn out ?

There was no Stainer attached & metal scrap got in.

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KAIZEN CULTURE People are free to make mistakes. People should admit mistakes. Process-oriented thinking, along with result-

oriented. People work in a collaborative manner with mutual

trust. Emphasize what is wrong, rather than who. Make decisions with data, not ad-hoc. Subscribe to marketing concept (customer

concept). You are surrounded by mountains of treasures

(problems). Improvement starts from home. Never fail to standardize.

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IMPROVEMENT STRATEGY

ManpowerMachinesMaterialsMethods

Muda (waste)Mura (Unevenness)Muri (Overstain)

Eliminate Joboperation

With Ease BetterFasterCheaperSafer

The 4 Ms The 3 Mortal Sins

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GOLDEN RULES FOR IMPROVEMENT Do not make an excuse. Think about how to do it, not how to

explain it. Don’t be afraid of trying, due to fear of

failure. Do it now. Do not seek perfection. 60% is good

enough to move forward. Try Try And try.

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GOLDEN RULES FOR IMPROVEMENT Replace activities that do not contribute

to profits with ones that do. Time is the shadow of motion. Do not use money. Use your head. If you

cannot use your head, sweat it out. There is always room for improvement. Management is starting with planning

and comparing it with results (PDCA cycle).

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FUNDAMENTALS OF IMPROVEMENT Start with small improvements Start with one problem, not others Start with an easy area Improvement is a part of daily routine Collect group wisdom Never accept status quo Never reject any Idea before trying Highlite Problems don’t hide them

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Openness of mind is the prerequisite of

Kaizen

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People are not Problems They are Problem solvers

THANK YOU