Ramakant Mahawar

History Henry Ford first perfected flow production in the early part of the 20th

Century.

Toyota improved Ford’s design in the 30s and 40s developing its LEAN production system to be more adaptive to needs and changes.

It is based on “order & structure”

It was required to ensure the sustainability of the “Visual Factory” concept.

Origins of 5S

5S as a methodology has come out of the techniques within Total Productive Maintenance (TPM) and from the Toyota Production System (TPS).

Many of the individual components such as creating ergonomic and efficient work places can be seen to owe their roots to people such as Taylor for his work on “scientific management” and Frank Gilbert's “time and motion studies.”

The 5 S

5S Seiri;           Sort, Clearing, Classify

5S Seiton;        Straighten, Simplify, Set in order, Configure

5S Seiso;          Sweep, shine, Scrub, Clean and Check

5S Seiketsu;     Standardize, stabilize, Conformity

5S Shitsuke;     Sustain, self discipline, custom and practice

5C and CANDOThere has been reluctance for some companies in the past to take up “Japanese” initiatives for business improvement, so some consultancies and other bodies have come up with non-Japanese equivalents; two of which are listed below as alternatives for 5S.

5S is also known in some quarters as 5C, with the “S” words replaced by Clearing, Configure, Clean and Check, Conformity and finally Custom and practice.

CANDO is;

Cleanup, Arrange, Neatness, Discipline, and Ongoing Improvement.

http://leanmanufacturingtools.org/192/what-is-5s-seiri-seiton-seiso-seiketsu-shitsuke/

Seiri or Sort

5S Seiri or Sort is the first step in 5S, it refers to the sorting of the clutter from the other items within the work area that are actually needed.

This stage requires the team to remove all items that clearly do not belong in the working area and only leave those that are required for the processes in question.

Seiton or Straighten / Set in order 

5S Seiton or Straighten is the process of taking the required items that are remaining after the removal of clutter and arranging them in an efficient manner through the use of ergonomic principles and ensuring that every item “has a place and that everything is in its place.”

Seiso or Sweep / shine 5S Seiso or Sweep is the thorough cleaning of the area, tools, machines and other

equipment to ensure that everything is returned to a “nearly new” status. This will ensure that any non-conformity stands out; such as an oil leak from a machine onto a bright, newly painted clean floor.

Starbucks’ Simple Furnishings

Starbucks clutter

Seiketsu or Standardize 5S Seiketsu or standardize is the process of ensuring that what we have done within the first

three stages of 5S become standardized; that is we ensure that we have common standards and ways of working. Standard work is one of the most important principles of Lean manufacturing.

Shitsuke or Sustain The final stage is 5S Shitsuke or sustain, ensuring that the company continue to continually

improve using the previous stages of 5S, maintain housekeeping, and conduct audits and so forth. 5S should become part of the culture of the business and the responsibility of everyone in the organization.

5S Audit• Audits do serve the short-term purpose of both the reinforcement of the new process

we are implementing (necessary if your organizations have had many ”programs of the month”) and advanced 5-S training activities (How do we achieve a score of a “5.0” on an audit of our work area?).

• The audit team should consist of both factory and office associates, an hourly and salary mix. General guidelines are four to six auditors (not including the lean facilitator, per 250-person organization).

• The audit team should do practice audits to get everyone on the same page and develop a baseline. Also, consider how government regulations can set baseline scores.

• In the beginning, audits should occur at least every two weeks. Remember, it is both process reinforcement and a learning experience. As the average audit score climbs, the audit time span can be increased.

• 5-S job instructions (the fourth S) and audit areas should be established by natural work groups and teams in both manufacturing and the office.

• It is suggested that 5-S office guidelines be developed for each organization. Office areas, unlike manufacturing areas, can be categorized into basically one group. The organization should create common 5-S job instructions (part of the fourth S) that define the organization’s office 5-S expectations.

5S Checklist and Form

5S Levels Of Achievement

Usefulness of 5S.A great teaching example is pit stops in auto racing. Milliseconds can decide who wins.

Increases in productivity

• Reduces lead times thereby improving product delivery times

• Reduces equipment downtime, maintenance and cycle time

• Improves daily and shift startup times and reduces changeover time

• Reduces the amount of time wasted searching for tools and equipment

Increases in quality

• Improves quality by reducing the amount of errors/defects

• Implements standardization thereby achieving output consistency

• The pleasantries of the simplified work environment increases employee moral

Reduction in cost

• Provides cost-savings by reducing inventory, storage fees and space requirements

• Improves safety thereby reducing the cost of worker injuries

• Reduces the amount of scrap thereby reducing production cost

Examples of 5_S

Library/Bookstores

Traffic Signs & Maps

Parking Lots

Department, Building Supply, & Grocery Stores

Airports

Fire Stations & Engines

Fast food restaurants

Areas In Need Of 5 S

Working table

In Kitchen

Supply Cabinet

5 S in Action

5-S Work Floors

5-S Work Floors

Key Items for Implementation & Success

Make the facility “VISUAL”.

Make the workplace “Easy to Use”.

Think of new methods to make work easy (don’t criticize methods that fail).

Think outside the box & don’t accept excuses for “why it has to be that way”.

Continually improve – it won’t be perfect in an instant.

Correct mistakes immediately – never ignore out of standard.

Ask Why? Five times to find the root cause.(The Why Why Analysis)

To change the current state you must change the culture.

Everyone must “buy-in”.

Live 5S on a daily basis.

Lead by example not by exception.

An Overview

Thank You