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PARAKHIYA VASANT <br />Presented<br />
HOUSE KEEPINGA base for any improvement<br />Even before you plan the direction you need to take, you must remove any obst...
WHAT IS HOUSE KEEPING<br /><ul><li>Systematic approach to better workplace.
Involves arrangement, cleanliness, discipline and maintenance of standards.
Assigns a place for every thing and ensures everything in its place.
Is everybody’s responsibility.
Is the starting point of any improvement activity.
Means easy retrieval of information.</li></li></ul><li>WHY HOUSE KEEPING<br /><ul><li>LESS EQUIPMENT DOWN TIME.
MORE USABLE SPACE.
PASSAGE WAYS ARE NEAT AND CLEAN.
ABNORMALITIES NOTICED AT A GLANCE.
ELIMINATES ACCIDENTS.
PRODUCTIVITY IMPROVEMENT.</li></li></ul><li>WHY HOUSE KEEPING<br /><ul><li>EMPLOYEES FEEL GOOD IF THE WORK PLACE IS CLEAN.
SEARCHING IS AVOIDED.
TIME WASTED IN HANDLING REDUCED.
NO UNNECESSARY SUPPLIES.
LESS REJECTION/REWORK.
BETTER PREVENTIVE MAINTENANCE.</li></li></ul><li>5&quot;S&quot;- House Keeping<br />THE FOUNDATION OF COMPETITIVE SUCCESS....
THE NEED FOR A &quot;5S&quot; STRATEGY<br />PRICE <br />SERVICE<br />QUALITY<br />DELIVERY<br />FLEXIBILITY <br />
SIMPLE BUT  IMPORTANT CONCEPT<br /><ul><li>A NEAT AND CLEAN FACTORY HAS HIGHER PRODUCTIVITY.
A NEAT AND CLEAN FACTORY PRODUCES FEWER DEFECTS.
A NEAT AND CLEAN FACTORY MEETS DEADLINES BETTER.
A NEAT AND CLEAN FACTORY IS A MUCH SAFER PLACE TO WORK.</li></li></ul><li>THE FUNDAMENTAL TRUTH<br /><ul><li>IF WE CANNOT ...
CLEAN
ORDERLY
ACCIDENT FREE
NOBODY WILL BELIEVE WE CAN PRODUCE QUALITY GOODS OR ATLEAST  SERIOUS ABOUT PRODUCING QUALITY.</li></li></ul><li>THE CONCEP...
SEITON	  SET IN ORDER   (ORDERLINESS)
SEISO	  SPICK & SPAN   (CLEANLINESS)
SEIKETSU	  STANDARDIZE  (CLEAN UP)
SHITSUKE	  SUSTAIN	     (DISCIPLINE)</li></li></ul><li>THE FIRST PILLAR : SORT<br /><ul><li>Sort Means That You Remove All...
  SORT THROUGH AND THEN SORT OUT
SORT THROUGH WHAT YOU HAVE. IDENTIFY WHAT YOU NEED AND DISCARD WHAT IS UNNECESSARY
INDICATOR OF SUCCESS.
AREA OR PERCENTAGE SPACE SAVED.</li></li></ul><li>1. CLASSIFICATION : SORT OUT.<br />2. ELIMINATION        : REMOVE UNNECE...
WHY SORT IS IMPORTANT??<br /><ul><li>A WORK ENVIRONMENT IN WHICH
TIME
MONEY
SPACE
ENERGY &
EFFECTIVE RESOURCES MANAGMENT
PROBLEMS IN WORK FLOW ARE REDUCED, COMMUNICATION IS IMPROVED, PRODUCT QUALITY IS INCREASED & PRODUCTIVITY IS ENHANCED.</li...
THE  WASTES  IN THE SHOP FLOOR<br /><ul><li>INVENTORY
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House Keeping

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Transcript of "House Keeping"

  1. 1. PARAKHIYA VASANT <br />Presented<br />
  2. 2. HOUSE KEEPINGA base for any improvement<br />Even before you plan the direction you need to take, you must remove any obstacles to get a clear view of the current situation.<br />House Keeping enhances the results of other activities and simplifies every day operations.<br />House Keeping must become a habit. It must be continuous, or at least continual activity.<br />
  3. 3. WHAT IS HOUSE KEEPING<br /><ul><li>Systematic approach to better workplace.
  4. 4. Involves arrangement, cleanliness, discipline and maintenance of standards.
  5. 5. Assigns a place for every thing and ensures everything in its place.
  6. 6. Is everybody’s responsibility.
  7. 7. Is the starting point of any improvement activity.
  8. 8. Means easy retrieval of information.</li></li></ul><li>WHY HOUSE KEEPING<br /><ul><li>LESS EQUIPMENT DOWN TIME.
  9. 9. MORE USABLE SPACE.
  10. 10. PASSAGE WAYS ARE NEAT AND CLEAN.
  11. 11. ABNORMALITIES NOTICED AT A GLANCE.
  12. 12. ELIMINATES ACCIDENTS.
  13. 13. PRODUCTIVITY IMPROVEMENT.</li></li></ul><li>WHY HOUSE KEEPING<br /><ul><li>EMPLOYEES FEEL GOOD IF THE WORK PLACE IS CLEAN.
  14. 14. SEARCHING IS AVOIDED.
  15. 15. TIME WASTED IN HANDLING REDUCED.
  16. 16. NO UNNECESSARY SUPPLIES.
  17. 17. LESS REJECTION/REWORK.
  18. 18. BETTER PREVENTIVE MAINTENANCE.</li></li></ul><li>5&quot;S&quot;- House Keeping<br />THE FOUNDATION OF COMPETITIVE SUCCESS.<br />
  19. 19. THE NEED FOR A &quot;5S&quot; STRATEGY<br />PRICE <br />SERVICE<br />QUALITY<br />DELIVERY<br />FLEXIBILITY <br />
  20. 20. SIMPLE BUT IMPORTANT CONCEPT<br /><ul><li>A NEAT AND CLEAN FACTORY HAS HIGHER PRODUCTIVITY.
  21. 21. A NEAT AND CLEAN FACTORY PRODUCES FEWER DEFECTS.
  22. 22. A NEAT AND CLEAN FACTORY MEETS DEADLINES BETTER.
  23. 23. A NEAT AND CLEAN FACTORY IS A MUCH SAFER PLACE TO WORK.</li></li></ul><li>THE FUNDAMENTAL TRUTH<br /><ul><li>IF WE CANNOT KEEP OUR WORKPLACES
  24. 24. CLEAN
  25. 25. ORDERLY
  26. 26. ACCIDENT FREE
  27. 27. NOBODY WILL BELIEVE WE CAN PRODUCE QUALITY GOODS OR ATLEAST SERIOUS ABOUT PRODUCING QUALITY.</li></li></ul><li>THE CONCEPT OF &quot;5S&quot;<br /><ul><li>SEIRI SORTOUT (ORGANIZATION)
  28. 28. SEITON SET IN ORDER (ORDERLINESS)
  29. 29. SEISO SPICK & SPAN (CLEANLINESS)
  30. 30. SEIKETSU STANDARDIZE (CLEAN UP)
  31. 31. SHITSUKE SUSTAIN (DISCIPLINE)</li></li></ul><li>THE FIRST PILLAR : SORT<br /><ul><li>Sort Means That You Remove All Items From the Workplace That Are Not Needed for Current ProductionOperation.</li></li></ul><li>SEIRI - SEGREGATION<br /><ul><li>THIS STEP DISTINGUISHES NECESSARY AND UNNECESSARY ITEMS AND ELIMINATES UNNECESSARY ITEMS.
  32. 32. SORT THROUGH AND THEN SORT OUT
  33. 33. SORT THROUGH WHAT YOU HAVE. IDENTIFY WHAT YOU NEED AND DISCARD WHAT IS UNNECESSARY
  34. 34. INDICATOR OF SUCCESS.
  35. 35. AREA OR PERCENTAGE SPACE SAVED.</li></li></ul><li>1. CLASSIFICATION : SORT OUT.<br />2. ELIMINATION : REMOVE UNNECESSARY ITEMS.<br />3. STORAGE : FREQUENT USE/ RARE USE.<br /> CLOSE/ DISTANT LOCATION.<br /> IDENTIFICATION OF ITEMS & LOCATIONS.<br />4. FIX & SHARE RESPONSIBILITIES.<br />5. USE RED TAG SYSTEM.<br />6. MONITOR PROGRESS.<br />
  36. 36. WHY SORT IS IMPORTANT??<br /><ul><li>A WORK ENVIRONMENT IN WHICH
  37. 37. TIME
  38. 38. MONEY
  39. 39. SPACE
  40. 40. ENERGY &
  41. 41. EFFECTIVE RESOURCES MANAGMENT
  42. 42. PROBLEMS IN WORK FLOW ARE REDUCED, COMMUNICATION IS IMPROVED, PRODUCT QUALITY IS INCREASED & PRODUCTIVITY IS ENHANCED.</li></li></ul><li>MUDA ELIMINATION<br />WASTE<br />ELIMINATION<br />LEADS TO<br />COST<br />OPTIMIZATION &<br />MANAGEMENT<br />EXCELLENCE<br />
  43. 43. THE WASTES IN THE SHOP FLOOR<br /><ul><li>INVENTORY
  44. 44. RELATED COSTS
  45. 45. TRANSPORTATION
  46. 46. QUANTITY HARDER TO SORTOUT
  47. 47. DESIGN OBSOLESCENCE
  48. 48. QUALITY DEFECTS FROM WIP
  49. 49. MACHINE BREAKDOWNS</li></li></ul><li>SEIRI<br />
  50. 50. SEIRI<br />
  51. 51. THE SECOND PILLAR : SET IN ORDER<br /><ul><li>Set in Order Can Be Defined As ArrangingNeeded Items So That They Are Easy to Use and Labelling Them So That They Are Easy to Find and Put away.</li></li></ul><li>SEITON --ARRANGEMENT<br /><ul><li>THIS STEP ENABLES DETERMINATION OF THE TYPE OF STORAGE SYSTEM AND LAYOUT THAT WILL GUARANTEE THAT REQUIRED AMOUNTS OF NECESSARY ITEMS WILL BE EASILY ACCESSIBLE.
  52. 52. SET THINGS IN ORDER BY CREATING PLACE FOR EVERYTHING .
  53. 53. PUT EVERYTHING IN IT’S PLACE .</li></li></ul><li>SEITON --ARRANGEMENT<br /><ul><li>KEEPING ACCESSIBILITY AS EASY AS POSSIBLE .
  54. 54. USE THE PRINCIPLE OF WIDE RANGE AND SHALLOW DEPTH FOR STORAGE.
  55. 55. TIME SAVED IN SEARCHING.
  56. 56. TIME SAVED IN HANDLING MATERIAL.</li></li></ul><li>PROBLEMS AVOIDED BY IMPLEMENTING SET IN ORDER<br /><ul><li>WASTE OF
  57. 57. MOTION
  58. 58. SEARCHING
  59. 59. HUMAN ENERGY
  60. 60. EXCESS INVENTORY
  61. 61. DEFECTIVE PRODUCTS
  62. 62. UNSAFE CONDITIONS</li></li></ul><li>HOW TO IMPLEMENT SET IN ORDER<br /><ul><li>DECIDING APPROPRIATE LOCATIONS
  63. 63. LOCATE ITEMS IN THE WORKPLACE ACCORDING TO THEIR FREQUENCY OF USE
  64. 64. PLACE FREQUENTLY USED ITEMS NEAR THE WORKPLACE
  65. 65. STORE INFREQUENTLY USED ITEMS AWAY FROM THE PLACE OF USE.
  66. 66. A LET GO ARRANGEMENT FOR TOOLS SO THAT THEY GO BACK TO ORIGINAL PLACE OF STORAGE</li></li></ul><li>HOW TO PROMOTE GOOD ORDER<br /><ul><li>Seldom used, enclose in a separate designated place.
  67. 67. THINGS NOT NEEDED:
  68. 68. No potential use, immediate disposal after careful analysis.
  69. 69. Potentially useful, move to a separate designated place.
  70. 70. Require special arrangement disposal. </li></li></ul><li>THE THIRD PILLAR : SHINE<br /><ul><li>Shine Means Sweeping Floors, Whipping off Machinery, and Generally Making Sure That Everything in the Factory Stays Clean.</li></li></ul><li>SEISO - CLEANING<br /><ul><li>This step eliminates Dirt, Dust and other foreign matter to make the workplace clean.
  71. 71. Clean Equipment,Furniture,Notice Boards Records Etc.
  72. 72. Keep the workplace Spotless.
  73. 73. Sweeping,wiping,polishing,painting Etc.</li></li></ul><li>THE FOURTH PILLAR :STANDARDIZE<br /><ul><li>Standardize Is The Result That Exists When the First Three Pillars - Sort, Set in Order and Shine Are Properly Maintained.</li></li></ul><li>STANDARDIZATION<br />Where<br />Things<br />Are Kept<br />Communication<br />Set in Order<br />Machinery<br />OPERATION<br />Inventory<br />Critical <br />Processes<br />
  74. 74. STANDARDIZATION<br /><ul><li>PROVIDE OBJECTIVESAND INDICATE TRAINING GOALS.
  75. 75. PROVIDE A BASIS FOR TRAINING
  76. 76. CREATE BASIS FOR AUDIT AND DIAGNOSIS.
  77. 77. PROVIDE A MEANS FOR PREVENTING RECURRENCE OF ERRORS AND MINIMIZING VARIABILITY.</li></li></ul><li>SEIKETSU - STANDARDISATION<br /><ul><li>TO ESTABLISH STANDARDS TO MAINTAIN THE IMPROVEMENTS
  78. 78. CREATING RULES FOR CHECKING & COUNTERMEASURES.
  79. 79. VISUAL CONTROLS FOR STANDARDS AND TO REVEAL ABNORMALITIES
  80. 80. TO PREPARE CHECKLISTS AND ADHERE TO AVOID MISTAKES</li></li></ul><li>EXAMPLE OF STANDARDIZATION<br />
  81. 81. HOW TO IMPLEMENT STANDARDIZE<br /><ul><li>VISUAL 5S
  82. 82. ANYONE SHOULD
  83. 83. DISTINGUISH NORMAL & ABNORMAL CONDITIONS.
  84. 84. AT A GLANCE
  85. 85. FIVE MINUTE 5S</li></li></ul><li>HOW TO IMPLEMENT STANDARDIZATION<br /><ul><li>AUDIT THE SHOP FLOOR
  86. 86. 5S PROJECTS
  87. 87. REVIEW</li></li></ul><li>THE FIFTH PILLAR : SUSTAIN<br /><ul><li>Sustain means making a habit of properly maintaining correct procedures.</li></li></ul><li>SHITSUKE - DISCIPLINE<br /><ul><li>THIS STEP IS TO ENSURE THAT EVERYONE STICKS TO THE RULES SCRUPULOUSLY AND MAKES IT A HABIT
  88. 88. CREATE GENERAL AWARENESS ABOUT 4S.
  89. 89. TRAINING TO EVERYONE.
  90. 90. DEVELOP NORMS AND MONITOR SUCCESS.</li></li></ul><li>SHITSUKE - DISCIPLINE<br /><ul><li>High employee Morale.
  91. 91. Involvement of People in the Movement.</li></li></ul><li>SEIKETSU - TRAINING & DISCIPLINE<br />EVERY ONE IS STICKING TO THE RULES AND STANDARDS<br />PRACTISE BY EVERY ONE - MAKES PERFECT<br />GOOD TRAINING FOR BASIC, HABITUAL MOVEMENTS & ACTIVITIES<br />
  92. 92. 5S IMPLEMENTATION<br /><ul><li>CONTINUING TO LEARN MORE ABOUT THE 5S
  93. 93. HELPING TO EDUCATE YOUR CO-WORKERS ABOUT 5S
  94. 94. BEING ENTHUSIASTIC ABOUT 5S IMPLEMENTATION.
  95. 95. HELPING TO PROMOTE 5S IMPLEMENTATION EFFORTS.</li></ul>5S <br />TRAINING<br />
  96. 96. 1.THERE CAN BE NO TQM WITHOUT 5 S.<br />2. A DIRTY FACTORY OR OFFICE CANNOT PRODUCE QUALITY PRODUCTS OR SERVICE.<br />3. CLUTTER HIDES THE PROBLEM. A NEAT WORKPLACE PROMOTES EASY DISCOVERY OF ABNORMALITIES. <br />
  97. 97. 5S IS THE STARTING POINT FOR ALL WORKPLACE IMPROVEMENTS, PRODUCTIVITY, QUALITY, COST, DELIVERY, SAFETY, SERVICE and MORALE.<br />
  98. 98. Let us create our own work place with our own hands. Let us contribute to a cleaner work place. <br />6th. S is now included as “SHIKKARI YAROU” -- “let us try hard”.<br />Every person should show initiative and make a special effort.<br />
  99. 99. Thanks For Watching<br />Please Share<br />Check out more great forwards at<br />vparakhiya@rediffmail.com<br />Mo. No. :- 94279-13540<br />
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