5 s is a systematic approach to good housekeeping.
It is today gaining strong support in most industries, especially in Japan and there are increasing number of companies which are implementing 5s with greater involvement of people within the organisation.
Why is it becoming popular among companies in Japan? Simply because:
Workplace becomes clean and better organised
Shopfloor and office operations become easier and safer
Results are visible to everyone insiders and outsiders
Visible results enhance generation of more new ideas
People are automatically disciplined
People become proud of a clean and organised workplace
Resultant good company image generates more business etc.
Some significant benefits observed at companies practising 5s include:
The concept of good housekeeping has been with the Japanese for a very long time.At home and in school ,children are disciplined to adhere to good housekeeping practices.However, it was only in the early 1980s that good houskepping became a pertinent issue in Japanese industries as companies realised its powerful contribution to productivity and quality improvement.
The basis for good housekeeping in Japanese companies is a concept popularly known as 5S.This stands for the five good housekeeping concepts in Japanese.
What is 5S?? Train people to follow good housekeeping discipline automatically SHITSUKE 5S Maintain high standards of workplace at all times SEIKETSU 4S Clean your workplace thoroughly so that there is no dust on floors,machines and equipments SEISO 3S
Arrange necessary items in good order so that they can be easily picked for use
A place for everything
Everything in its place
SEITON 2S Sort out unnecessary items in the workplace and discard them SEIRI 1S Meaning in English Original Japanese 5S
This step essentially means arranging items efficiently,for easy accessibility and using them in best order
Set things in order by creating a place for everything.
Put everything in its place
Keep accessibility as easy as possible.
Use the principle of wide range and shallow depth for storage.
INDICATOR OF SUCCESS
Time saved in searching
Time saved in handling material
How to promote good order Putting in order Things needed Things not needed Things used Constantly Things used occasionally Seldom used But still needed Place as close as possible Place a little further Enclose in a sepearate Designated Place Potentially usefull No potential use Consider where usefull and move to designated place Disposal after careful analysis
Work area is in level 3 of housekeeping if the walkways are clear and the factory/office is clean,but the tools,materials,papers and files are still disorganised in the storage areas,record rooms,drawers,filing racks etc.
Tools ,parts,clamps are all mixed together
Gloves,shoes etc are thrown in with tools in the toolbox
Drawers,shelves are disorganised
All tools are in locked storage units
Drawers,shelves are locked and keys are missing
Unused and worthless items found inside closed cabinets
Banners,slogans,posters and newsletters should be fully utilized to draw attention of everyone to this programme
An easy handbook or a pamphlet illustrating “Why 5S” “What is 5S” and “How to implement 5S” should be printed and distributed to everyone.
Periodic 5S implementation review should be conducted by CEO or an external expert for comments and updating the status quo.
Basic in-house training and introduction to model companies that have successfully implemented 5S practices would not only provide the necessary skills but also give an insight into how other companies implement 5S.
After the company has attained a certain level of implementation,participation in “Inter- company 5S competition” should provide greater motivation for further improvement.
The CEO should make a periodic factory tour in person
The CEO should tour the factory from time to time and point out strengths and weaknesses of 5S implementation in each workplace.
The CEO should advise 5S steering committee to take corrective action in the areas identified.
The CEO should check the progress of the implementation.
The CEO should give recognition to improved or better practice.
The programme should generate sufficient impact at the initial stage
Slow implementation of decisions by the 5S steering committee should be avoided.
“Disposal notice” approach for SEIRI which is the first step to 5S should especially be implemented company-wide for a specified time before proceeding to SEITON which is the second step for 5S.
Implementation of 5S should go hand –in –hand with other Kaizen programme
5S especially at SEITON requires certain Kaizen principles and skills which can be acquired via external or well organised in-house training programmes.
SEITON requires logical problem-solving approaches.In this sense,it can well be a good theme for Quality Circle activities.
SEITON also requires creative ideas from everyone.Therefore,it can be tied in with and employee suggestion scheme.
Successful implementation of 5S will,by itself,bring about various tangible results.It is also a necessary step for a company to go through before implementing advanced management technologies such as TQC,JIT and TPM because 5S buildsup a solid foundation for SHITSUKE.