Guidebook for National Productivity Organization
Step-by-Step Implementation
f y g
5STextbook & Instructors’ manual
August, 2006
Japan Productivity Center for Socio-Economic Development
Japan Productivity Center for Socio-Economic Development 1
(JPC-SED)
Purpose of Instructors’ Manual
The global economic challenge have changed the perspectives of working culture towards excellent working performance with the adoption of best practices. One of the tools to achieve organizational excellence is the 5Spractices. One of the tools to achieve organizational excellence is the 5S management techniques.
5S management techniques have contributed significantly to improve internal g q g y pefficiencies, operational effectiveness and foster on time delivery system to the delight of customers. To achieve this, organizations should integrate 5S activities into their business functions as their organizational culture.
National Productivity Corporation (NPC) has been the leading organization and disseminator of 5S best practices. It has continuously been improving 5S activities as a more effective approach in business operations.activities as a more effective approach in business operations.
We believe this guidebook would serve as a quick reference for 5S implementation and will be of benefit to all industries that strive to enhance
Japan Productivity Center for Socio-Economic Development 2
pcontinuous improvement for competitiveness.
ContentsContents
Ⅰ Accumulation of Wastes
Ⅱ Implementation of 5S
Ⅲ 5S & KAIZEN
4
13
77Ⅲ 5S & KAIZEN
Ⅳ Visual Control
77
102
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Ⅰ Accumulation of Wastes
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Ⅰ Accumulation of WastesAccumulation of unnecessary thingsAccumulation of unnecessary things
During the long time of business operation, many unnecessary
things are accumulated in the workplace such as:
• Excessive work-in-process
• Defective products
• Useless machines, equipment, tools
• Useless documents and papers
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Example Unidentified work in processExample - Unidentified work-in-process
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Example Defective productsExample - Defective products
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Example Wastes in the workplaceExample - Wastes in the workplace
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Example Unclean machineExample - Unclean machine
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Example Cutting cloths on the floorExample - Cutting cloths on the floor
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Example Materials placed on the groundExample - Materials placed on the ground
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Example Office in confusionExample - Office in confusion
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Ⅱ Implementation of 5S
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Ⅱ Implementation of 5S1 What is 5S?1. What is 5S?
5S is a discipline approach to keep the workplace clean and
organized to improve productivity and quality.
The name of 5S comes from five Japanese words that start
i h “S” S i i S i S i S ik d Shi kwith “S”, Seiri, Seiton, Seiso, Seiketsu and Shitsuke.
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2. Understanding 5S
Japanese EnglishYour
languageMeaning Example
Seiri Sort Organization Throw away unnecessary items
30 second retrievalSeiton Set in order Neatness
30 second retrieval of a documents /
tools
Individual cleaningSeiso Shine Cleaning Individual cleaning responsibility
Seiketsu Standardize Standardizati Transparency of Seiketsu Standardize on or Hyginep y
storage
Shitsuke Sustain / Discipline discipline Do 5S daily
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Discipline p y
3 Definition of 5S3. Definition of 5S
1. Sort (Seiri or straighten up)
Clearly separate necessary things from unnecessary ones
and discard the latter.
2. Set in Order (Seiton or Put things in order)
Arrange necessary items in good order so that they may beg g
easily picked up for use.
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3 Definition of 5S (Contd )3. Definition of 5S (Contd.)
3. Shine (Seiso or clean up)
To clean and inspect the workplace thoroughly so that
there is no dirt on the floor, machines and equipments.
4. Standardize (Seiketsu or Cleanliness)
To maintain a high standards of of workplace organization by
keeping everything clean and orderly at all times.
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3 Definition of 5S (Contd )3. Definition of 5S (Contd.)
5. Sustain (Shitsuke)
To train people to practice the 5S system continuously so
that it becomes habitual and ingrained in the culture of the
organization.
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4 Why 5S?4. Why 5S?
The 5S concept is easy to everyone to understand because:
d h d d f d ff lIt does not require the understanding of difficult
terminologies.
It is simple, driven by logic and natural to human
behavior.
It is within the reach of all type and size of industry or
organization.
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5 Objectives and Benefits of 5S5. Objectives and Benefits of 5S
P,Q,C,DImprovement of operation efficiency5S
SImprovement in safety
Sort (Seiri)
Set in Order (Seiton)Improvement in safety
M
Shine (Seiso)
Standardize (Seiketsu)
Sustain (Shitsuke) MImprovement in morale
Sustain (Shitsuke)
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5 1 Reduce time of looking for something5-1 Reduce time of looking for something
If it is necessary to look for materials and tools after starting
the work, there is a big loss of time.
This type of loss can be reduced by
good disposition of necessary items
beforehand.
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5 2 Reduce defective products5-2 Reduce defective products
If the shop floor is dirty and disorganized, workers do not
mind if they produce defective products.
On the contrary, if the shop floor
is clean, well organized and
defective products are visible, they
pay more attention so as not to
produce defective products.
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5 3 Reduce cost5-3 Reduce cost
If the workplace is clean and well organized, work efficiency
is raised and quantity of defective products is reduced.
Accordingly production costs are lowered.
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5 4 Shorten the delivery time5-4 Shorten the delivery time
To deliver the products on time, it is
necessary to supply necessary
materials when needed.
If the shop floor is dirty and in
disorder, shortage of raw materials
will often take place, which leads to
delay of delivery.
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5 5 Secure safe working condition5-5 Secure safe working condition
Raw materials or products that are not put properly, oil spilt
on the floor, etc. may cause worker’s industrial
accidents.
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5 6 Worker’s morale5-6 Worker s morale
Clean and tidy workplace heighten worker’s morale and raise
work attendance ratio.
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5 7 5S is the basis of production management5-7 5S is the basis of production management
TQM TPMJIT
Work managementProduction control
Quality management
5S
Q y gProductivity improvement
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6 Overview of 5S implementation6. Overview of 5S implementation
The 5S approach outlined in this guidebook is a simple and
systematic methodology which can be introduced and
implemented in any size and type of organization.
To start the 5S: Step by Step Implementation, each phase
must be thoroughly analyzed and addressed using the P-D-C-
A Cycle approach as follows:
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6 1 Plan6-1 Plan
Preparation
- Provide training and education for everyone
- Form 5S team
- Set up 5S zone
- Determine 5S objectives, goals and implementation
phases
- Make 5S action plan and launch 5S.
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6 2 Do6-2 Do
• Sort:
- Identify what is necessary
• Set in order:
- Define what and how to arrange
• Shine:
- Identify dirt sources
- Identify root causes
- Take an action to eliminate dirt sources and root causes
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6 2 Do (Contd )6-2 Do (Contd.)
Standardize:• Standardize:
- Who is responsible?
Wh t ti t t k t i t i th d i d diti ?- What actions to take to maintain the desired condition?
- When must those action be taken?
h h l ?- Where must they apply?
- What procedures need to be followed?
• Sustain
- Everyone understands, obeys and practices the rules
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and procedures
6 3 Check6-3 Check
• Assessment
- Conduct internal 5S audit.
- Benchmark within the department and with other
organization.
- Ensure the established 5S procedures and follow them
thoroughly.
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6 4 Act6-4 Act
• Continuous improvement
- Develop 5S practices into a HABIT.
- Compare actual goals with set goals.
- Reward and recognize efforts of staff.
- Register 5S Certification.
- Review Plan-Do-Check-Act Cycle.
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6 5 Roadmap to 5S implementation
CONTINUAL CREATIVITY AND INNOVATION
6-5 Roadmap to 5S implementation
P Sort
CONTINUAL CREATIVITY AND INNOVATIONPLAN DO CHECK ACT
REPA
Set in order
Shine 5S CONTINUALARAT
Shine
Standardize
Sustain
Audit IMPROVEMENT
ION
Sustain
ENABLERS RESULTS
PHASE 4
PHASE 3
PHASE 2
PHASE 1
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ENABLERS RESULTS
7 Plan7. Plan
The objectives of the 5S training is to disseminate 5S
methodology and prepare the workforce for meaningful
participation in 5S activities.
This training program, which is the starting point of Step-by-
Step Implementation of 5S, encourages workers to become
actively involved in the application exercises.
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7 1 5S Training7-1 5S Training
- 5S Awareness for Top Management
Training should proceed as follows:
- 5S Awareness for Top Management
- 5S awareness for Operators
Step by Step 5S Implementation for- Step-by-Step 5S Implementation for everyone
- Step-by-Step Internal 5S Auditp y p
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7 1 5S Training (Contd )7-1 5S Training (Contd.)
Once the preliminary training is completed, everyone will have the required basic knowledge, and be responsible for action in progress Plans describing implementation of the 5Saction in progress. Plans describing implementation of the 5S phases must be prepared and released during the 5S declaration.declaration.
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7 2 Official announcement of 5S7-2 Official announcement of 5S
It is essential that the top management make official
announcement of 5S to all employees.
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7 3 Promotion poster of 5S7-3 Promotion poster of 5S
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7 4 Big cleaning7-4 Big cleaning
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7 4 Big cleaning (Contd )7-4 Big cleaning (Contd.)
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7 4 Big cleaning (Contd )7-4 Big cleaning (Contd.)
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7 4 Big cleaning (Contd )7-4 Big cleaning (Contd.)
Clean not only the workplace but machines tooClean not only the workplace but machines, too.
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7 5 Formation of the organization for 5S7-5 Formation of the organization for 5S
Objectives:
To enhance total participation at all levels of employees and
to develop a continuous improvement culture and best
performance spirit in the teams.
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Typical organization for 5S implementation
P id t
Typical organization for 5S implementation
President
5S5S 5SFacilitator
5SCommittee
Manager Manager. Manager.
5Sgroup
5Sgroup
5Sgroup
5Sgroup
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5S committee5S committee
The 5S committee consists of the top management and the
managers of each department.
The role of the 5S committee is:
• Decision making of 5S activity• Decision-making of 5S activity
• Leveling of 5S activity of each group
Assisting the facilitator• Assisting the facilitator
• Diagnosis by the top management
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5S facilitator5S facilitator
5S committee will assign the 5S facilitator, who is the key
person. His/her role is:
• Instructor of the 5S training for all workers
• Preparation of 5S promotion pamphlet, poster, etc.p p p p , p ,
• Secretariat of the 5S committee
• Advisor to all 5S groupAdvisor to all 5S group
• Promoter and reporter of 5S activity
• Record-making of 5S activity
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Record making of 5S activity
5S Group leader5S Group leader
The 5S group leader is responsible for developing the
implementation plan and 5S implementation at his workplace.
Every member must know their own 5S responsibilities and
perform accordingly.
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An example of 5S policy and goalAn example of 5S policy and goal
5S POLICY5S POLICYWe shall continuously maintain a high standard of 5S practicesat our workplace through teamwork and self discipline. In doing so, we shall achieve:
• Improved productivity• Consistent high quality products and servicesConsistent high quality products and services• Timely delivery• Reduces cost• Safe working environment• Safe working environment
5S GOALTo be recognized as a National 5S Model Company
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To be recognized as a National 5S Model Company
8 Do8. Do
Here are shown:
Guidelines for practicing SORT(Seiri)
Guidelines for practicing SET IN ORDER (Seiton)
Guidelines for practicing SHINE (Seiso)
Guidelines for practicing STANDARDIZE (Seiketsu)
Guidelines for practicing SUSTAIN (Shitsuke)
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8 1 Guidelines for practicing SORT8-1 Guidelines for practicing SORT
Description:
“Sort” focuses on eliminating unnecessary items in the
workplace.
Guidelines:Guidelines:
It is the series of steps which keep only
that is needed– that is needed
– the amount needed and
h it i d dJapan Productivity Center for Socio-Economic Development 51
– when it is needed
8 1 Guidelines for practicing SORT (Contd )8-1 Guidelines for practicing SORT (Contd.)
UNNECESSARY ITEMS
REQUIRED ACTION
Items having no value and easy to
dispose
Throw away immediately
Items having some sales value
Look for buyer who offers the
best price
Items having no value and their
disposal is costly
p
Work out the least costly and safest way for disposal
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disposal is costly way for disposal
8 1 Guidelines for practicing SORT (Contd )
Disposal standard
8-1 Guidelines for practicing SORT (Contd.)
• No use in the past year • Discard all of them.Low
Necessity Example Method of arrangement
p
• Use only one time in the last
6-12 months
• Once in the last 2-6 months
• Store in a remote place
• Store in the central storage• Once in the last 2-6 months
• More than once in a month
• Store in the central storage
in the workplaceMedium
• Once a week
• Everyday
• Every hour
• Store close to the workplace
High
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y
8 1 Guidelines for practicing SORT (Contd )8-1 Guidelines for practicing SORT (Contd.)
• Unwanted items are eliminated
Potential impacts:
• Unwanted items are eliminated.
• Searching time is reduced.
• Working environment is improved• Working environment is improved.
• Space utilization is maximized.
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8 2 Guidelines for practicing SET IN ORDER8-2 Guidelines for practicing SET IN ORDER
Description:
“SET IN ORDER” reflects a very popular saying: “A place
for everything and everything in it’s place”.
It emphasizes safety, efficiency and effective storage and
consequently improves the appearance of the workplace.
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8-2 Guidelines for practicing SET IN ORDER (Contd )8-2 Guidelines for practicing SET IN ORDER (Contd.)
NECESSARY ITEMS
REQUIRED ACTION
Items frequently used
Must be placed near the point of use
Items sometimes used
Items not used at
Can be placed further away
Must be stored separatelyItems not used at
all but must be kept
Must be stored separately
with clear identification
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8-2 Guidelines for practicing SET IN ORDER (Contd )8-2 Guidelines for practicing SET IN ORDER (Contd.)
SORT includes activities such as:
1. Mark reference materials with an oblique line to detect
disorder from a distance.disorder from a distance.
2. Put names and numbers on all jigs tools.
3 Store tools beside the machine with which they will be used3. Store tools beside the machine with which they will be used
according to sequence of work operations.
4 Organize files and store using color cord to make it easy to4. Organize files and store using color cord to make it easy to
identify materials at a glance.
5 Store similar items together use rack or shelf
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5. Store similar items together, use rack or shelf.
8-2 Guidelines for practicing SET IN ORDER (Contd )
6 Store different items in separate rows
8-2 Guidelines for practicing SET IN ORDER (Contd.)
6. Store different items in separate rows.
7. Do not stack items together, use rack or shelf.
8 Use small bins to organize small items8. Use small bins to organize small items.
9. Use color for quick identification of items.
10 Label clearly each item and its storage area (Visual control)10. Label clearly each item and its storage area (Visual control)
11. Use see-through cover for better visibility.
12 Use specially designed carts to organize tools jigs and12. Use specially designed carts to organize tools, jigs and
measuring devices that are for each particular machine.
13 C eate too boa dsJapan Productivity Center for Socio-Economic Development 58
13. Create too boards.
8-2 Guidelines for practicing SET IN ORDER (Contd )8-2 Guidelines for practicing SET IN ORDER (Contd.)
• Necessary items are identified and positioned in the right
Potential impacts:
• Necessary items are identified and positioned in the right
workplace and location.
• Unwanted items are eliminated• Unwanted items are eliminated.
• Searching time is reduced.
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8-3 Guidelines for practicing SHINE (Seiso)8 3 Guidelines for practicing SHINE (Seiso)
Description:
“SHINE” is to clean the workplace thoroughly. It ensures a
f t bl d f k l ll b ttmore comfortable and safer workplace, as well as better
visibility, which reduces retrieval time and ensures higher
quality work product or servicequality work, product or service.
Everyone enjoys working in a clean environment which morale
d i d ti itand increases productivity.
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8-3 Guidelines for practicing SHINE (Contd )8 3 Guidelines for practicing SHINE (Contd.)
To successfully implement the third S as a daily value-adding activity, the following steps must be practiced.
Step 1: Delegate cleaning assignments.
Cleanliness is the responsibility of EVERY employees and theCleanliness is the responsibility of EVERY employees and the
workplace must be divided into cleanliness areas
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8-3 Guidelines for practicing SHINE (Contd )8 3 Guidelines for practicing SHINE (Contd.)
Step 2: Determine what is to be cleaned.
Develop targets and categorize them for ease of use.
Step 3: Determine the method to be used.
d h l d l d d h bDecide on the tools and materials required and what is to be
cleaned in each area. Cleanliness must be practiced daily
d t t k l h t ti t t St d d tand must take only a short time to execute. Standards must
be adopted to ensure people do the cleaning efficiently.
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8-3 Guidelines for practicing SHINE (Contd )8 3 Guidelines for practicing SHINE (Contd.)
Step 4: Prepare t cleaning tools and materials.
Set up cleaning tools and the required materials in such a
manner do the cleaning efficiently.
Step 5: Implement cleanliness.
All equipment malfunction or defects must be fixed or
reconditioned.
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8-3 Guidelines for practicing SHINE (Contd )8 3 Guidelines for practicing SHINE (Contd.)
h l k d d
Potential impacts:
• Higher quality work and products.
• More comfortable and safer work environment
G t i ibilit d d d t i l ti• Greater visibility and reduced retrieval time
• Lower maintenance cost
• Creates positive impression on visitors and during customers• Creates positive impression on visitors and during customers
inspections
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8 4 Guidelines for practicing STANDARDIZE8-4 Guidelines for practicing STANDARDIZE
Description:
“Standardize” is to ensure a high standard of workplace
organization by continued employment of SORT, SET IN
ORDER and SHINE.
The key word is to consolidate the 3S by establishing standard
procedures This activity is carried out to determine the bestprocedures. This activity is carried out to determine the best
work practices and find ways of ensure that everyone carries
out their individual activity in their workplace
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out their individual activity in their workplace.
8-4 Guidelines for practicing STANDARDIZE (Contd )8-4 Guidelines for practicing STANDARDIZE (Contd.)
Guidelines:
Once the 3S are in place, the next step is to concentrate on
standardizing best practices. The plan must include the
creation of procedures and simple daily checklists which are to
be visibly displayed at every workplace.
The checklist must serve as visual signpost to ensure that theThe checklist must serve as visual signpost to ensure that the
daily 3S requirements are carried out habitually as best
practices in the work area
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practices in the work area.
8-4 Guidelines for practicing STANDARDIZE (Contd )8-4 Guidelines for practicing STANDARDIZE (Contd.)
Items to be included in the check list:
• Job responsibilities that includes :Who is responsible? (ownership)
Items to be included in the check list:
-Who is responsible? (ownership)-What actions must be taken to keep the desired condition?-When must those actions be taken?-Where must they apply?- What procedures will be followed to ensure compliance?
• Work-in-progress / inventory rules.Work in progress / inventory rules.• Cleaning procedures.• Maintenance schedules.
Regular work activities integrated with 3S dutiesJapan Productivity Center for Socio-Economic Development 67
• Regular work activities integrated with 3S duties.
8-4 Guidelines for practicing STANDARDIZE (Contd )8-4 Guidelines for practicing STANDARDIZE (Contd.)
• Better workplace standards
Potential impacts:
• Better workplace standards.
• Better Visual Control Systems.
• Establishment of Rules and Standard Operation Procedures• Establishment of Rules and Standard Operation Procedures
(SOP)
Information sharing on standards• Information sharing on standards.
• Improvement in operation and workflow.
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8 5 Guidelines for practicing SUSTAIN8-5 Guidelines for practicing SUSTAIN
Description:
“Sustain” is to make it a habit of maintaining the momentum
of the previous four S to ensure sustainability of the system
and to make further improvement by encouraging effective
use of P-D-C-A Cycle.
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8-5 Guidelines for practicing SUSTAIN (Contd )8-5 Guidelines for practicing SUSTAIN (Contd.)
Guidelines:• Build awareness of the importance of 5S through retraining.• Reward and recognize efforts of staff• Reward and recognize efforts of staff.• Use techniques / approaches / strategies to sustain
activities.
Review5S Slogans and posters5S Slogans and posters5S Newsletters to share the progress of 5S activities5S Achievements indicators
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8-5 Guidelines for practicing SUSTAIN (Contd )8-5 Guidelines for practicing SUSTAIN (Contd.)
• Compliance to workplace rules.
Potential impacts:
Compliance to workplace rules.
• Team spirit and discipline are developed.
• The KAIZEN mentality is inculcated in the employees• The KAIZEN mentality is inculcated in the employees.
• Adoption of best practices.
• Enhance operation effectiveness in a better working• Enhance operation effectiveness in a better working
environment.
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9 Check 5S Audit
b
9. Check – 5S Audit
• Objectives:
To ensure that the organization can assess its strength as
well as the areas for improvement and where the
organization stands in the 5S movement.
• Guidelines for 5S Self-Assessment
Activities would have provided direct progressive 5SActivities would have provided direct progressive 5S
momentum. The 5S self-assessment is to be monitored and
documented through 5S internal Audit methodology.
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documented through 5S internal Audit methodology.
9 Check 5S Audit (Contd )9. Check – 5S Audit (Contd.)
Organizations that have successful 5S activities measure theirperformance through periodical audits using 5S checklists.R l f h di b di l d h 5S fResults of the audits must be displayed at the 5S corner of every department. This creates an atmosphere of friendly competition and will help instill pride in the teamscompetition and will help instill pride in the teams.
This evaluation and competition must be linked with a reward psystem; most successful organizations offer monthly rewards for the winning teams in the various 5S categories.
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10 Act10. Act
Importance of KPIs
h lf d f ll dThe self-assessment and 5S certification naturally drives the
organization goal to continually improve on the quality andorganization goal to continually improve on the quality and
the cost effectiveness of providing the product or service
through systematic guide using Key Performance Indicatorsthrough systematic guide using Key Performance Indicators
(KPIs).
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10 Act (Contd )10. Act (Contd.)
Each work group needs its own set of KPIs to enable it to
monitor its own progress by employing the 5S.
The KPIs most commonly used are:
• Productivity • Machine breakdown• Productivity
• Inventory levels
Lead time
• Machine breakdown
• Searching time
Re o k atio• Lead time
• Number of accidents
• Rework ratio
• Customer complaints
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ConclusionConclusion
In summary, the 5S management is one of the preliminary
steps for an organization to practice high level tools such as,
Total Productive Maintenance (TPM) to meet the high
standards of customer expectations.
The secret is to adopt the Roadmap To 5S Implementation
and adhere strictly to the methodology of the four phases as
explained using the P-D-C-A Cycle.
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p g y
Ⅲ 5S & KAIZEN
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Ⅲ 5S & KAIZENSeiri is the first step of KAIZENSeiri is the first step of KAIZEN
KAIZEN(Continuous improvement)
Cl ifi ti f t b litClarification of waste, abnormality and other problems
Placement standardization
Seiton
Seiri
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Seiri
S it i l ifi ti f thi l ti d ’tSeiton is clarification of things, location and q’ty
Seiton is to clarify where (location), what (item) and how
many (quantity) materials exist so that they can be easily
recognized.
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Visual SeitonVisual Seiton
Visual Seiton allows workers to identify materials and tools
necessary to work and return them to the original position
easily.
1 Decide item placement1. Decide item placement
2. Prepare containers
3 Indicate the position for each item3. Indicate the position for each item
4. Indicate the item code and its quantity
5 Make Seiton a habit
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5. Make Seiton a habit
De ide item pl ementDecide item placement
Define items that are used frequently and then place them
near the workers who use them.
Other less frequently used items are placed farther away.
Items should be located at a height between a worker’s
shoulder and waste.
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P ep e ont inePrepare containers
Containers such as boxes, cabinets, shelves, pallets must be
prepared. It is a good practice to prepare containers with
different colors.
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Indicate the position of each itemIndicate the position of each item
Specific spot plates are placed on each shelf.
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Indicate the position of each itemIndicate the position of each item
Necessary parts are identified
with name plates on the
container.
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Indi te the po ition of e h itemIndicate the position of each item
Hooked signboard
This is convenient for temporary indication which is changed
frequently.
It is important to make a precise control.
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Indicate the position of each itemIndicate the position of each item
Standing signboard
This is more flexible than the hanging signboard and less
flexible than the hooked signboardflexible than the hooked signboard.
There is a possibility of obstructing the passage.
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Indicate the item code and its quantityIndicate the item code and its quantity
Sourcee: Y.Monden,”Toyota Production System”, Engineering and Management Press
Example of quantity indication
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p q y
Separation of WIP and defective productsSeparation of WIP and defective products
WIPDefective
Passage
WIPproducts
Passage
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Position markPosition mark
Position mark
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Make Seiton a habitMake Seiton a habit
To continuously maintain the workplace in good order, Seiri
and Seiso must be performed adequately.
• Thorough implementation of visual Seiton
• Practice Seiri and Seiso regularly, for example at the end of
the day’s workthe day s work.
Japan Productivity Center for Socio-Economic Development 90
First In First OutFirst-In, First-Out
Sourcee: Y.Monden,”Toyota Production System” Engineering and ManagementSystem , Engineering and Management Press
Japan Productivity Center for Socio-Economic Development 91
Setup for easy handling
I d f
Setup for easy handling
Classification Index of activity Example
Moving 4 Moving on the belt conveyer, lift ca t etcg lift, cart, etc.
In a cart 3 In the cart or other equipment with wheels
Put in a elevated box 2 In the box which is in a
elevated position
Put in a box 1 In the containerPut in a box 1 In the container
Bulk 0 On the ground or pallet in bulk
Japan Productivity Center for Socio-Economic Development 92
Seiton of tools and jigsSeiton of tools and jigs
Well arranged Bad arranged
Japan Productivity Center for Socio-Economic Development 93
Tracing controlTracing control
Sourcee: Y.Monden,”Toyota Production System”, Engineering and Management PressPress
Japan Productivity Center for Socio-Economic Development 94
Blind return and drawing cabinetBlind return and drawing cabinet
Sourcee: Y.Monden,”Toyota Production System”, Engineering and Management Press
Japan Productivity Center for Socio-Economic Development 95
SeisoSeiso
Seiso is not only to clean the workplace but to detect every
kind of wastes and problems through complete cleaning.
Machine and equipment can be maintained in good condition,
by thorough cleaning, which assures good quality of products
and safety of the workplace.
Japan Productivity Center for Socio-Economic Development 96
SeisoSeiso
• Assign a person who is in charge of cleaning of each
workplace and machine.
• Establish the cleaning standard
Where : Place
Who : Person in charge
When : Frequency
How : Cleaning method
Japan Productivity Center for Socio-Economic Development 97
SeiketsuSeiketsu
In order to keep Seiketsu:
• Eliminate powder, dirty, oil, etc.
• Minimize and localize the dirty place• Minimize and localize the dirty place.
• Improve the place for easy cleaning.
• Modify the machine cover for easy inspection.
Japan Productivity Center for Socio-Economic Development 98
Eliminate the cause of powderEliminate the cause of powder
Sourcee: Y Monden ”Toyota Production System” Engineering and Management Press
Japan Productivity Center for Socio-Economic Development 99
Sourcee: Y.Monden, Toyota Production System , Engineering and Management Press
Minimize and localize the dirty spaceMinimize and localize the dirty space
Source: Y Monden ”Toyota Production System” Engineering and Management Press
Japan Productivity Center for Socio-Economic Development 100
Source: Y.Monden, Toyota Production System , Engineering and Management Press
ShitsukeShitsuke
Shitsuke is to get workers into the habit of practicing Seiri,
Seiso and Seiton.
• The important point of Shitsuke is forming the habit of
practicing 3S.
It i i t t t d t d th bj ti t f th• It is important to understand the objectives to form the
habit.
Japan Productivity Center for Socio-Economic Development 101
Ⅳ 5S & Visual Control
Japan Productivity Center for Socio-Economic Development 102
Ⅳ 5S & Visual ControlWh t i i l ont ol?What is visual control?
Visual control is a method by which the condition of production
can be judged instantly just by looking at.
Japan Productivity Center for Socio-Economic Development 103
Importance of visual controlImportance of visual control
By visual control, everyone can recognize abnormality
promptly and take necessary countermeasures.
Furthermore, visual information is easy to understand and
promotes cooperation at the workplace.
Japan Productivity Center for Socio-Economic Development 104
Visual work controlVisual work control
• Indication of the place for raw materials, work-in-process
and final products
• Clariffication of the pasage and working area
• Warning signboard
• Operating procedure with pictures and illustrations• Operating procedure with pictures and illustrations
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Indication of the workplaceIndication of the workplace
Japan Productivity Center for Socio-Economic Development 106
Cl ifi tion of the p geClarification of the passage
Japan Productivity Center for Socio-Economic Development 107
Work instructionWork instruction
Japan Productivity Center for Socio-Economic Development 108
Indication of a machine conditionIndication of a machine condition
Lub. oil level
Japan Productivity Center for Socio-Economic Development 109
Warning signboard
Caterpillar
Warning signboard
Caterpillar
Danger!Tube
Japan Productivity Center for Socio-Economic Development 110
Visual production controlVisual production control
• Monthly, weekly and daily production plan
P d ti hi t ti• Production achievement ratio
• Monthly and daily production progressy y p p g
Japan Productivity Center for Socio-Economic Development 111
Monthly production planMonthly production plan
Japan Productivity Center for Socio-Economic Development 112
Visual quality controlVisual quality control
• Indication of the place for defective products
Li it l• Limit samples
• Control chart
• Pareto diagram of defective products
• Result of fraction defective
Japan Productivity Center for Socio-Economic Development 113
Indication of the place for defective productsIndication of the place for defective products
Japan Productivity Center for Socio-Economic Development 114
Limit sampleLimit sample
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