Quality Improvement Using 5S Concept in Manufacturing Industry - Sarvin Silvarao - TS156.S27 2008

8/12/2019 Quality Improvement Using 5S Concept in Manufacturing Industry - Sarvin Silvarao - TS156.S27 2008

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UNIVERSITI TEKNIKAL MALAYSIA MELAKA

Quality Improvement Using 5S on!ept In Manu"a!turing In#ustry

Thesis submie! i" #$$%&!#"$e 'ih he &e(ui&eme"s %) he

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SARVIN S$% SILVARA&%

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A2&i, 3445


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ABSTRACT

)his thesis focuses on the *uality improvement at 0I'C1 2recision

ngineering -02. a precision machining company for 2anasonic&s air conditioners,

compressors and refrigerator e*uipments" )he ob3ective of this research is to identify

the current Quality Management System -QMS. implemented in this company hile

carrying out their operation" 4rom this, the current *uality problems that the

company face ill also be identified and studied" %s conclusion to this research,

recommendations and solutions to the problem faced ill be suggested to the

company&s management to improve the current *uality system as ell as increase

efficiency"

)his research only focuses on problem faced in the production section of the

company" 1nly issues regarding to method of handling in *uality ill be address and

none of the mechanical and machinery factor ill be covered in this research" In

order to gather and analye the data related to the *uality some of Statistical Quality

Control -SQC. tools ere used such as pareto chart, histogram, cause and effect

diagram and control chart" In improving the *uality related problem faced by the

production section of the company, suggestions based on 5S *uality concept ill be

used as an approach to solve the problems faced" %ll suggestions given to solve

*uality problem ill be based on 5 *uality pillars of 5S concept hich is seiri,

seiton, seiso, shitsuke and seiketsu"


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ACKNOWLEDGEMENTS

In pursuing this research, I ould li6e to than6 several people ho have

contributed to this endeavour" )he folloing individuals provided valuable

comments on earlier drafts of the or6# Mr %bdul /ahman +in Mahmood as my

official supervisor, 2rof" Madya (r" %di Saptari as the head of Manufacturing

ngineering 4aculty ho is also my second reader and others lecturers ho have

significantly help, hether directly or not" Special than6s to all staff of 0I'C1

2recision ngineering -02. especially to the top managements for their permission

and support in alloing me to perform my research at the company&s plant"

I ould also li6e to than6 my family members especially my mother for her

love and support in helping me to overcome the hurdles in pursuing and performing

this research" %lso not forgetting, special than6s to my friends ho have supported

and guided me in doing this research" % very huge appreciation also ould li6e to be

given to all the academic staff from 4aculty of Manufacturing ngineering -472.

and all the office staffs for their courage and support"


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CHAPTER I

INTRODUCTION

1.1 Story of quality and 5S concept

During the time of World War II, it virtually destroyed the production capability

of Europe and Asia. On the contrary, the United tates !U." production

capability greatly e#panded since their ma$or emphasis %as on &uantity and not

&uality production. 'o%ever, as poor as it %as in &uality, the U. still produced

the best in the %orld compared to other nations. In late 1()*s, Dr. W. Ed%ards

Deming, a U. &uality control e#pert began %or+ing %ith the apanese and

continued doing so periodically for several years.

-he apanese developed the &uality circle concept during the early 1(* and /*

years later, the concept had e#panded to more than a million organi0ations. At

the same time, Dr. enichi -aguchi, a apanese &uality e#pert, introduced ne%

statistical concept that %as invaluable in improving process and product &uality.

Due to this improvement, apanese industry ultimately has developed in various

technologies all over the %orld. 2ollo%ing in their footsteps, U. made some

drastic changes in strengthening their po%er in the global age. E#ample of their

improvement is34

Ford Motor Company decided to do things differently following the Japanese.

From the beginning all the disciplines from design through assembly to

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marketing came on stream in unison. All of the relevant disciplines therefore

interacted and contributed from the beginning. The plant was modernized and

Ford personnel visited assembly plants manufacturing facilities ma!or

suppliers. The Ford employee was also asked what they would like to see in a

new car !Waterman, 1(56".

7esides all +inds of &uality improvement techni&ues developed, one of the most

famous is the 8 concept developed by the apanese. !Osada, 1((1" developed

the original concept of 84 in the early 1(5*s. 8 is the acronym for five

apanese %ords. -hey are34

!a" "eiri!b" "eiton

!c" "eiso

!d" "eiketsu

!e" "hitsuke

9espectively, Osada refers to the 8s as the five +eys to a total &uality

environment. -he apanese have been %idely practicing 84 techni&ue and

believe it can help in all aspects of life.

1! "ac#$round of t%e pro&le'

atisfying the customer, through ma+ing a good product is the main ob$ective of

every manufacturing company. In competition, company is not only to provide

cost effective products but also good in &uality as %ell, %hich satisfy the

demand. 2ail to chec+ the level of their &uality consistently %ill have a

conse&uence on the continuation of the product. It is necessary for the company

to have the suitable &uality management methods that fits to the needs, types of

product and its activities. -his study is based on a case study in a manufacturing

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company and %ill access the current &uality management tool %hich is 8

method in achieving company ob$ectives as %ell as recommended improvement

if necessary.

1( O&)ecti*e

-here are a fe% ob$ectives for this study. -hose ob$ectives are3

!a" -o research on the currently used &uality management system in the

company!b" -o identify &uality problems faced by company

!c" -o use various methodology in analy0ing causes of the identified problem

!d" -o give suggestion improvement to solve the problem using 8 &uality

concepts

1+ Scope

-he scopes of this study are as follo%s3

!a" -o study the current :uality ;anagement ystem !:;" applied in the

WIrecision Engineering. -his study %ill only focus on the production

section of the company regarding to method used to monitor &uality and not

on any mechanical and machinery aspect such as machine maintenance.

!b" -he product chosen for this research is cran+shaft and only main cran+shaft

produced %ill be studied %hich is the 9?uper cran+shaft.

!c" >erform necessary analysis on the data and identify problems faced by

company in the production section.

!d" uggest improvement for top @ critical problems by applying 8 concept.

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15 Arran$e'ent of t%i, pro)ect

=hapter 1

-his chapter gives an introduction to the pro$ect along %ith ob$ectives

and scope. 7esides that, it also describes about bac+ground of &uality and

bac+ground of problem in the case study =ompany.

=hapter /

-his chapter presents the literature revie% on -otal :uality ;anagement

!-:;", IO system !previous and current" and 8 :uality =oncept. 7esides that

it also describes about 8 :uality =oncept %ith other :uality approaches.

=hapter @

-his chapter describes bac+ground of the company and description

regarding to the companys production field.

=hapter )

Description regarding to the methodology used in this pro$ect to analy0e

problem as %ell as methods that %ill be used in performing this study %ill be

discussed in this chapter.

=hapter 8

-his chapter %ill describe and display all results ac&uired from the

research done at WIrecision Engineering. -he data %ill be sorted out and

arrange for analy0ing process. 7esides that analysis %ill be done on the data

ac&uired to identify root cause of each problem. -hen improvement for each

problem %ill be done using 8 methodology. -his %ill be analy0ed stage by

stage by using the five different +ey elements in 8 concept %hich is seiri,

seiton,seiso,seiketsu, andshitsuke.

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=hapter

-his chapter presents the conclusions of the %hole pro$ect and suggestion

as %ell as suggestions for future study.

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#2rosby, .939$ and quality should be aimed at the needs o! the customer present

and !uture #)eming,.9/1$"

4eigenbaum said that quality is the total composite product and ser+ice

characteristics o! mareting, engineering, manu!acture and maintenance through

which he product and ser+ice in use will meet the e&pectations o! the customer"

Miuno said that product quality encompasses those characteristics which the

product most posses i! it is to be used in the intended manner" 6ctually, quality

can tae many !orms" 6ll the de!initions mentioned abo+e can be classi!ied into

three types" They are quality o! design, quality o! con!ormance and quality o!

per!ormance" Quality o! design means that the product has been designed to

success!ully !ill a consumer need, real or percei+ed" Quality o! con!ormancere!ers to the manu!acture o! the product or the pro+ision o! the ser+ice that meets

the speci!ic requirements that set by customer" astly, quality o! per!ormance

brings out the de!initions that the product or ser+ice per!ormance its intended

!unction as identi!ied by the customer"

6s !or )r" '" 7dwards )eming, well8nown consultant and author on the

sub*ect o! quality said, quality as non!aulty system" )r" )eming stresses that

quality e!!orts should be directed at the present and !uture needs o! the customer"

In other words, customers do not necessary now what they want until they ha+e

seen the product or recei+ed the ser+ice" 6nother de!initions is !rom, )r" oseph

M" uran, in his boo describes, quality as !itness !or use" :e discusses that

quality as con!ormance to requirement and nonquality as noncon!ormance"

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Quality can tae many !orms" Quality can be summaried as terms o! an

e&cellent product and ser+ice" There are three term in quality, Quality o! design,

Quality o! con!ormance, and Quality o! noncon!ormance" Quality o! design

means the product has been designed to success!ul !ill a customer need, real or

not percei+ed" The design should be an e&cellent product or ser+ice that !ul!ills

or e&ceeds customer e&pectation" Quality con!ormance means, con!ormance to

requirement" ;e!ers to the manu!acture o! the product or the ser+ice that meet the

speci!ied requirement set by the consumer" Quality per!ormance, means, that the

product or ser+ice per!orms its intended !unction as identi!ied by the consumer"

2.! I"#ortance of $ualit %ana&e"ent

Quality management theory has been in!luenced by the contributions

made by quality leaders #2rosby, .939< )eming, .9/=< Ishiawa, .9/5

customer8based approach, leadership, quality planning, !act8based management,

continuous impro+ement, human resource management #in+ol+ement o! all

members in the !irm, training, wor teams, communication systems$, learning,

process management, cooperation with suppliers and organiational awareness

and concern !or the social and en+ironmental conte&t"

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4igure =".> 7mpirical research o! quality management

6longside these studies, we may mention the de+elopment o! !ormal

e+aluation models, such as the Malcolm ?aldrige %ational Quality 6ward model

in the @S6, the 7uropean 4oundation !or Quality Management #74QM$ model

in 7urope and the )eming 6pplication Arie model in apan" 6lthough there are

some di!!erences between these models, they ha+e a number o! common

elements #;itchie and )ale, =000$" 'e should also quote here a number o!

empirical studies leading to a scale !or TQM measurement as shown in 4igure

="." These constructs are all present in the !ramewor used !or the national

quality awards we ha+e listed"

9

BType a quote !rom the

document or the summary o! aninteresting point" Cou can

position the te&t bo& anywhere

in the document" @se the Te&t?o& Tools tab to change the

!ormatting o! the pull quote te&t

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2.' Total $ualit %ana&e"ent (T$%)

Total Quality Management is a management approach that originated in

the .950Es and has steadily become more popular since the early .9/0Es" Total

Quality is a description o! the culture, attitude and organiation o! a company

that stri+es to pro+ide customers with products and ser+ices that satis!y their

needs" The culture requires quality in all aspects o! the companyEs operations,

with processes being done right the !irst time and de!ects and waste eradicated

!rom operations" Total Quality Management, TQM, is a method by which

management and employees can become in+ol+ed in the continuous

impro+ement o! the production o! goods and ser+ices" It is a combination o!quality and management tools aimed at increasing business and reducing losses

due to waste!ul practices" Some o! the companies who ha+e implemented TQM

include 4ord Motor 2ompany, Ahillips Semiconductor, S- 2arbon, Motorola

and Toyota Motor 2ompany" #-ilbert, .99=$

2.'.1 T$% Definition

TQM is a management philosophy that sees to integrate all

organiational !unctions such as mareting, !inance, design, engineering, and

production, customer ser+ice, etc" to !ocus on meeting customer needs and

organiational ob*ecti+es" TQM +iews an organiation as a collection o!

processes" It maintains that organiations must stri+e to continuously impro+e

these processes by incorporating the nowledge and e&periences o! worers" The

simple ob*ecti+e o! TQM is F)o the right things, right the !irst time, e+ery timeF"

TQM is in!initely +ariable and adaptable" 6lthough originally applied to

manu!acturing operations, and !or a number o! years only used in that area, TQM

is now becoming recognied as a generic management tool, *ust as applicable in

ser+ice and public sector organiations" There are a number o! e+olutionary

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strands, with di!!erent sectors creating their own +ersions !rom the TQM is the

!oundation !or acti+ities, which include commitment by senior management and

all employees, meeting customer requirements, reducing de+elopment cycle

times, ust In TimeG )emand !low manu!acturing and impro+ement teams" This

shows that all personnel, in Manu!acturing, Mareting, 7ngineering, ;H),

Sales, Aurchasing, :;, etc must practice TQM in all acti+ities" #:yde, .99=$

2.'.2 I"#le"entation Princi#les and Processes of T$%

6 preliminary step in TQM implementation is to assess the organiationEscurrent conditions" ;ele+ant preconditions ha+e to do with the organiationEs

history, its current needs, precipitating e+ents leading to TQM, and the e&isting

employee quality o! woring li!e" I! the current reality does not include important

preconditions, TQM implementation should be delayed until the organiation is

in a state in which TQM is liely to succeed"

I! an organiation has a trac record o! e!!ecti+e responsi+eness to the

en+ironment, and i! it has been able to success!ully change the way it operates

when needed, TQM will be easier to implement" I! an organiation has been

historically reacti+e and has little sill at impro+ing its operating systems, there

will be both employee septicism and a lac o! silled change agents" I! this

condition pre+ails, a comprehensi+e program o! management and leadership

de+elopment may be instituted"

6 management audit is a good assessment tool to identi!y current le+els

o! organiational !unctioning and areas in need o! change" 6n organiation

should be basically healthy be!ore beginning TQM" I! it has signi!icant problems

such as a +ery unstable !unding base, wea administrati+e systems, lac o!

managerial sill, or poor employee morale, TQM would not be appropriate"

#Tichey, .99$ :owe+er, a certain le+el o! stress is probably desirable to initiate

TQM" Aeople need to !eel a need !or a change" Janter #.9/$ addresses this

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The term ISO 9000 re!ers to a set o! quality management standards

currently includes three quality standards> ISO 9000>=005, ISO 900.>=000, and

ISO 900K>=000" ISO 900.>=000 presents r equirements, while ISO 9000>=005

and ISO 900K>=000 present guidelines" 6ll o! these are process standards and

ISO(s purpose is to !acilitate international trade by pro+iding a single set o!

standards that people e+erywhere would recognie and respect" The ISO

9000>=000 standards apply to all inds o! organiations in all inds o! areas"

In the past, ISO had three standards> ISO 900.>.99K, ISO 900=>.99K, and

ISO 900>.99K" %ow thereEs only one standard which is ISO 900.>=000"

ISO 900= and ISO 900 ha+e been dropped" ISO 900. includes specialied

quality management standards" 6 Quality Management System is a system o!clearly de!ined organiational structures, processes, responsibilities and

resources used to assure minimum standards o! quality and can be used to

e+aluate an organiations o+erall quality management e!!orts conducted by an

independent accredited third party, the compliance o! those systems to the

requirements o! the standards"

2..1 Pre/ious IS* +,,, sste"

The ISO 9000 series is comprised o! the !ollowing international standards>

#a$ ISO /K0= 8 Quality management and quality assurance +ocabulary

#b$ ISO 9000 8 -uidelines !or selection and use

#c$ ISO 900. 8 Model !or quality assurance> design, de+elopment, production,

installation and ser+icing

#d$ ISO 900= 8 Model !or quality assurance> production, installation and

ser+icing

#e$ ISO 900 8 Model !or quality assurance> !inal inspection and test

#!$ ISO 900K 8 Quality management and quality system elements

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#g$ ISO .00.. 8 -uidelines !or auditing quality systems

#h$ ISO .00.= 8 ;equirements !or measuring equipment

#i$ ISO .00. 8 -uidelines !or quality manuals"

4undamentally these standards can be grouped into two categories>

#a$ ;equirements 8 These mandatory standards dictate what a companyshalldo"

2ompanies become registered to or compliant with one o! the requirements

standards" There are !our requirements standards>

#i$ ISO 900.

#ii$ ISO 900=#iii$ ISO 900

#i+$ ISO .00.=

#b$ -uidelines 8 These assist a company to interpret the requirements standards,

suggesting what a companyshoulddo" There are also !our guidelines>

#i$ ISO /K0=

#ii$ ISO 9000#iii$ ISO 900K

#i+$ ISO .00..

#+$ ISO .00.

;egardless o! whether an organiation is in+ol+ed in a total

manu!acturing operation, including design, or only inspection and testing

process, it can de+elop a quality management system based on one o! the ISO

9000 requirements standards" ?y design, these standards can accommodate

+ariation !rom company to company and between economic sectors" It is simply

up to each indi+idual business to interpret the appropriate requirements standard

in light o! its own processes"

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The principle standards within the group are ISO 900., 900= and 900"

These are the requirements standards, and all o! the other standards within the

series are related to these three" O! the three, ISO 900. is the most

comprehensi+e" )i+ided into =0 speci!ic elements, deliberate and organied, it

pro+ides a !oundation !or basic quality management and continuous

impro+ement practices" 7ach o! its =0 elements co+ers a particular area o! an

organiationEs business processes>

#a$ Management ;esponsibility

#b$ Quality Alanning

#c$ 2ontract ;e+iew

#d$ )esign 2ontrol

#e$ )ocument and )ata 2ontrol

#!$ Aurchasing

#g$ 2ontrol o! 2ustomer8Supplied Aroduct

#h$ Identi!ication and Traceability

#i$ Arocess 2ontrol

#*$ Inspection and Testing

#$ 2ontrol o! Inspection, Measuring and Test 7quipment

#l$ Inspection and Test Status

#m$2ontrol o! %oncon!orming Aroduct

#n$ 2orrecti+e and Are+enti+e 6ction

#o$ Storage, :andling, Aacaging, Areser+ation and )eli+ery

#p$ 2ontrol o! Quality ;ecords

#q$ Internal Quality 6udits

#r$ Training

#s$ Ser+icing

#t$ Statistical Techniques

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ISO 900= and ISO 900 are deri+ati+es o! the 900. requirements

standard" 6n ISO 900. certi!ication assures a company(s customers that

minimum acceptable system and procedures are in place in the company to

guarantee that minimum quality standards can be met"

2..2 0e IS* +,,, sste"

'hen comparing ISO 900.>.99K and ISO 900.>=000 you(ll notice that

ISO has abandoned the =08clause structure o! the old standard" Instead o! =0

sections, the new standard now has 5 sections" ISO reorganied the ISO 900.standard in order to create a more logical structure, and in order to mae it more

compatible with the ISO .K00. en+ironmental management standard" 'hile

this reorganiation is largely a cosmetic change, it could ha+e some rather

pro!ound implications i! the new current quality manual is organied around the

old =08part structure"

In the past, organiations that wished to be certi!ied were re!erred to as

suppliers because they supplied products and ser+ices to customers" Since many

people were con!used by this usage, ISO has decided to use the word

organiation instead" %ow the ISO standards !ocus on the organiation, not the

supplier" The term supplier now re!ers to the organiation(s supplier" The new

rede!ined term supplier replaces the old term subcontractor" 'hile this may

sound a bit con!using, this new usage simply re!lects the way these words are

normally used" 'hile many are probably !amiliar with the pre+ious concepts,

many may not ha+e heard o! the ne&t one" ISO now uses the phraseproduct

realization " 'hile this is a rather abstract concept, it is now central to ISO(s

approach" In !act, ISO de+otes an entire section to this new concept"

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2..2.10e require"ents

The new ISO 900.>=000standard introduces some new requirements and

modi!ies some old ones" The requirements were listed below>8

#a$ 2ommunicate with customers"

#b$ Identi!y customer requirements"

#c$ Meet customer requirements"

#d$ Monitor and measure customer satis!action"

#e$ Meet regulatory requirements

#!$ Meet statutory requirements

#g$ Support internal communication

#h$ Aro+ide quality in!rastructure

#i$ Aro+ide a quality wor en+ironment

#*$ 7+aluate the e!!ecti+eness o! training

#$ Monitor and measure processes

#l$ 7+aluate the suitability o! quality management system

#m$7+aluate the e!!ecti+eness o! quality management system

#n$ Identi!y quality management system impro+ements#o$ Impro+e quality management system

2..2.20e a##roac

In order to understand ISO 900.>=000 at a deeper le+el, it is important to

recognie that ISO uses aprocess approachto quality management" 'hile the

process approach is not new, the increased emphasis ISO now gi+es to it is new"

It is now central to the way ISO thins about quality management systems"

6ccording to this approach, a quality management system can be thought

o! as a single largeprocessthat uses many inputsto generate many outputs" This

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large process is, in turn, made up o! many smaller processes" 7ach o! these

processes uses inputs !rom other processes to generate outputs which, in turn, are

used by still other processes"

6 detailed analysis o! the Standard re+eals that an ISO 900.>=000 Quality

Management System is made up o! at least =. processes" These =. processes are

listed below>

#a$ Quality Management Arocess

#b$ ;esource Management Arocess

#c$ ;egulatory ;esearch Arocess

#d$ Maret ;esearch Arocess

#e$ Aroduct )esign Arocess

#!$ Aurchasing Arocess

#g$ Aroduction Arocess

#h$ Ser+ice Aro+ision Arocess

#i$ Aroduct Arotection Arocess

#*$ 2ustomer %eeds 6ssessment Arocess

#$ 2ustomer 2ommunications Arocess

#l$ Internal 2ommunications Arocess

#m$)ocument 2ontrol Arocess

#n$ ;ecord Jeeping Arocess

#o$ Alanning Arocess

#p$ Training Arocess

#q$ Internal 6udit Arocess

#r$ Management ;e+iew Arocess

#s$ Monitoring and Measuring Arocess

#t$ %oncon!ormance Management Arocess

#u$ 2ontinual Impro+ement Arocess

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In order to de+elop a quality management system that meets the new

ISO 900.>=000 standard, an organiation must create or modi!y each o! the

abo+e processes" This is done by>8

#a$ )esign each process"

#b$ )ocument each process"

#c$ Implement each process"

#d$ Support each process"

#e$ Monitor each process"

#!$ 2ontrol each process"

#g$ Impro+e each process"

7ach process uses inputsto generate outputs, and all o! these processes

are interconnected using these input-output relationships" The output !rom one

process becomes the input !or other processes" ?ecause o! this, inputs and

outputs are really the same thing" Some general types o! inputsGoutputs are>8

#a$ Aroducts

#b$ Ser+ices

#c$ In!ormation

#d$ )ocuments

#e$ ;eports

#!$ ;ecords

#g$ ;esults

#h$ %eeds

#i$ )ata

#*$ 7&pectations

#$ ;equirements

#l$ 2omplaints

#m$2omments

#n$ 4eedbac

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#o$ ;esources

#p$ Measurements

#q$ 6uthoriations

#r$ )ecisions

#s$ Alans

#t$ Ideas

#u$ Solutions

#+$ Aroposals

#w$Instructions

In summary, an ISO 900.>=000 Quality Management System is made up

o! many processes, and these processes are glued togetherby means o! many

input8output relationships" These input8output relationships turn a simple list o!

processes into an integrated system" 'ithout these input8output relationships,

there would not be a Quality Management System"

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2.3 S $ualit Conce#t

2.3.1 4at is S5

6 E5SE dri+en worplace enhances producti+ity and competiti+eness and

!osters a producti+ity culture through a continual process o! identi!ying, reducing

and eliminating M@)6 #apanese !or 'aste$" E5SE helps to>

#a$ Identi!y, ;educe and 7liminate M@)6

#b$ Organied H 'orld 2lass -emba #'orplace$

#c$ 7nhancement in Aroducti+ity H 2ompetiti+eness

#d$ ?etter i+ing and impro+ed wor li!e

There are many organied methods to do so one o! them is called '5S'.

5S'' is a tool with apanese roots, !ocused on !ostering and sustaining high

quality houseeeping" The physical en+ironment determines ones beha+ior" On

the other hand, a similar beha+ioral pattern among group o! people de!ines

culture" Thus, there is a strong lin between culture and physical en+ironment"

7&trapolating, one can also !ind a strong lin between the physical en+ironment

at the worplace and producti+ity"

Many people thin that houseeeping should be done by a cleaners and

sweepers at their worplace" They donEt realie that they too play an important

part in eeping their worplace clean" More importantly, they donEt now how

much they can gain !or themsel+es by *ust practicing good houseeeping"

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7+erything that the people do at their worplace is +ery important to

o+erall cleanliness, orderliness and sa!ety o! the worplace" 2lean woring

en+ironments where e+erything is properly placed and where clear instructions

are readily a+ailable tend to be a sa!e place to wor in" The wor en+ironment

also determines how !ast and how e!!iciently wor could be done" -ood produce

in a clean and well8organied en+ironment also tends to be o! better quality" In a

company where 5S are seriously practiced, the numbers o! de!ect products will

be relati+ely lower that o! a disorganied company" Aroducti+ity will there!ore be

higher"

?y practicing 5 S at the worplace, itEs not only produce quality, but alsoactually help to ensure the sa!ety o! that worplace" 5S is a set o! techniques

pro+iding a standard approach to houseeeping" It is o!ten promoted as being !ar

more than simply houseeeping and some o! the elements described below

certainly mo+e into broader areas"

#a$Seiri> Sorting out 8 F'hen in doubt, throw it outF

#b$Seiton> Systematic 6rrangement 8 7+erything has a place, e+erything in its

place

#c$Seiso> Spic and Span Scrub 8 2lean it up

#d$Seiketsu> Standardiing8 Stabilie 8 Standardied cleaning and houseeeping

#e$Shitsuke> Sel!8discipline Sustain 8 Mae it a way o! li!e

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Documents

Quality Improvement Using 5S Concept in Manufacturing Industry - Sarvin Silvarao - TS156.S27 2008