The document discusses the Japanese concept of 5S (Seiri, Seiton, Seiso, Seiketsu, Shitsuke) which is a workplace organization method to improve efficiency and safety. It involves sorting, setting in order, systematic cleaning, standardizing, and sustaining these practices. Implementing 5S leads to advantages like reduced waste and time spent searching for items, improved motivation and productivity, and a safer work environment. The 5S methodology and its benefits are explained in detail through multiple sections.

1. 5 S

2. 5S
THE SECRET TO
JAPANESE SUCCESS

3. • WHAT PROBLEMS DO U COMMONLY
ENCOUNTER AT YOUR WORKPLACE
• HIGH ABSENTEEISM
• HIGH TURNOVER
• DEMOTIVATED EMPLOYEES
• DISORDERED/ CLUTTERED
ENVIRONMENT
• MISTAKES/ERRORS

4. • THE SOLUTION TO ALL THESE
PROBLEMS IS
5S

5. 5S
HOUSEKEEPING TECHNIQUE
PRODUCTIVITY AND SAFETY
ENHANCEMENT TECHNIQUE

6. IDEA BEHIND 5S
• IN ORDER TO ACHIEVE HIGH LEVELS
OF QUALITY, SAFETY,AND
PRODUCTIVITY, WORKERS MUST
HAVE A CONDUCIVE WORKING
ENVIRONMENT

7. WHAT IS 5S?
• Developed by the Japanese
• Housekeeping System
• Helps Create a Better Working
Environment and a Consistently High
Quality Process

8. THE 5S PRINCIPLES
• SEIRI – Organisation/Sort out
• SEITON – Orderliness/Systemize
• SEISO – The Cleaning/Shining
• SEIKETSU – STANDARDIZE
• SHITSUKE - Sustain/Discipline

9. DISCOVERY OF 5S
• Thirty years ago researchers started
studying the secret of success of
Japanese manufacturing companies
• 5S turned out to be the most impressive
"secret"
• The factories were so well organized that
abnormal situations were readily apparent

10. DISCOVERY OF 5S
• Equipments were so clean and well
maintained that any problem such as
a loose bolt or leaking oil could be
easily seen
• This passion of cleanliness and
orderliness became a hallmark of
Japanese organizations

11. ADVANTAGES OF 5S
• If tools and materials are conveniently
located in uncluttered work areas
• Operators spend less time looking for
items
• This leads to higher workstation efficiency,
a fundamental goal in mass production

12. ADVANTAGES OF 5S
• A clean and tidy workplace leads to
greater well being and increased
motivation
• Company image improves

13. ADVANTAGES OF 5S
• Health and Safety is ensured
• Machine maintenance
• Quality
• Productivity
• Lean Manufacturing

14. ADVANTAGES OF 5S
• RESULTS IN A PLACE EASIER TO MANAGE
• SMOOTH WORKING NO
OBSTRUCTION
• NO DEVIATION, NO PROBLEMS
• B/C EVERYONE KNOWS WHERE THE
THINGS ARE SPPOSEDF TO BE

15. ADVANTAGES OF 5S
• TIME SAVING
• QUICK RETRIEVAL
• ACCIDENTS & MISTAKES MINIMIZED
• INCREASES SPACE
• CREATES WORKPLACE OWNERSHIP

16. ADVANTAGES OF 5S
• FOUNDATION OF ALL QC TOOLS
• CONTINUOUS QUALITY
IMPROVEMENT
• LEAN MANUFACTURING
• KINDERGARTEN OF QUALITY TOOLS
& TECHNIQUES

17. ADVANTAGES OF 5S
• VISUAL MANAGEMENT SYSTEM
• VISUAL CONTROL TO SEE THE
ABNORMALITIES
• SIMPLE SIGNALS THAT PROVIDE AN
UNDERSTANDING OF THE CONDITION(
NORMAL/ ABNORMAL)
• A LOOK AT THE PROCESS REVEALS ITS
DIRECTION (RIGHT/WRONG)

18. KINERGARTEN OF ALL THE QC TOOLS
• 5S IS THE STARTING POINT OF ALL
THE QC TOOLS
• COULD BE SAID AS THE PRE-
REQUISITE OF ALL QC TOOLS

19. METHODOLOGY
OF 5S

20. 1. ORGANISATION(SEIRI)
• Decide what you need
• Remove unnecessary clutter
• All tools, gauges, materials, classified and
then stored
• Remove items which are broken, unusable
or only occasionally used

21. 2. ORDERLINESS(SEITON)
• ONCE YOU HAVE ELIMINATED ALL
THE UNNEEDED ITEMS
• NOW TURN TO THE LEFT OVER
ITEMS

22. ORDERLINESS(SEITON)
Organise layout of tools and
equipment
–Designated locations
–Use tapes and labels
–Ensure everything is available
as it is needed and at the
“point of use”

23. ORDERLINESS(SEITON)
Workplace Checkpoints:-
• Positions of aisles and storage places
clearly marked?
• Tools classified and stored by frequency
of use?
• Pallets stacked correctly?
• Safety equipment easily accessible?
• Floors in good condition?

24. 3. SEISO (CLEAN/SHINE)
• Create a spotless workplace
• Identify and eliminate causes of dirt
and grime – remove the need to
clean
• Sweep, dust, polish and paint

25. SEISO (CLEAN/SHINE)
• Divide areas into zones
• Define responsibilities for cleaning
• Tools and equipment must be owned by
an individual
• Focus on removing the need to clean

26. 4. SEIKETSU (STANDARDISE)
• Generate a maintenance system for the
first three
• Develop procedures, schedules, practices
• Continue to assess the use and disposal of
items
• Regularly audit using checklists and
measures of housekeeping
• Real challenge is to keep it clean

27. 5. SHITSUKE (SUSTAIN / DISCIPLINE)
• Means inoculate courtesy & good habits
• Driving force behind all 5S
• Deming’s point number 1: Constancy of
purpose
• Make it a way of life
• Part of health and safety
• Involve the whole workforce*
• Develop and keep good habits

28. SUPPLIER PARTNERSHIP

29. Organization and suppliers have the same goal – to satisfy
the end user.
 Working with supplier in a partnering atmosphere will yield high quality product and
services.
 In the 1980s procurement decisions were based on price, awarding contracts to the
lowest bidder, sacrificing the quality and timely delivery
 Deming suggested that long term relationship of loyalty and trust should be developed
with the supplier to ensure improved products & services.
 Just-in-Time (JIT) concept calls for raw materials and components to be delivered in
small quantities only when they are required and not before.
INTRODUCTION

30. Partnering is a long-term commitment between two or more
organizations for the purpose of achieving specific business goals
& objectives.
 The relationship is based upon trust, dedication to common goals
and objectives.
 Benefits include:
o Improved Quality,
o Increased efficiency,
o Lower cost,
o Increased opportunity for innovation, &
o Continuous improvement of products and services
 The three key elements of partnering are:
o Long-term commitment.
o Trust.
o Shared vision.
PARTNERING

31.  Long-term commitment provides the needed environment
for both parties to work toward continuous improvement.
 Total organization involvement is necessary, CEO to the
workers.
 Each party contributes its unique strengths to the process.
 A supplier may only take risks in a long-term commitment.
 Dependency appears as a national consequence in a long
term commitment, it is not a sign of weakness, but a sign
of strength of the relationship and is necessary for
competitive advantage.
Long-term commitment

32. Trust
 The strength of Partnering is based on fairness and parity.
 Trust enables the resources and knowledge of each
partner to be combined to eliminate an adversarial
relationship.
 Mutual trust forms the basis for a strong working
relationship.
 Open and frequent communication avoids misdirection,
disputes and strengthens the relationship.
 The parties may share or integrate resources such as
training activities, administrative systems and equipment.

33. Shared Vision
 Each of the partnering organizations must understand the
need to satisfy the final customer.
 There should be an open and candid exchange of needs
and expectations.
 Shared objectives and goals ensure a common direction
aligned with each parties’ mission.
 Partners must understand each other’s business so that
equitable decisions are made.
 These decisions must be formulated and implemented as a
team.

34. SOURCING
There are three types of sourcing:
 Sole sourcing
o Organization is forced to use only one supplier.
o Technical specifications, patents, raw material location, etc. cause this kind of
sourcing.
o Partnering is a natural consequence, to benefit the end user.
 Multiple sourcing
o Two or more suppliers for an item are used.
o Competition will result in better quality, lower costs and better service.
o It eliminates disruption of supply due to strikes etc.

35. SOURCING cont’d...
 Single sourcing
o A planned decision by the organization to select one
supplier for an item when several sources are available.
o Advantages for the organizations include reduced cost,
complete accountability, supplier loyalty, partnering and a
better end product with less variability.
o Advantages for the supplier include new business from the
customer, reduced cost of the business and production
processes.
o It has allowed organization to reduce their supplier base.

36. SUPPLIER SELECTION
Following are the conditions for the selection and evaluation of
suppliers:
1. Supplier knows management policy of the organization.
2. Stable management system of supplier , respected by
others.
3. Supplier has the capability of dealing with technological
innovations.
4. Supplier can supply material meeting quality specifications.
5. Supplier has capability to meet the amount of production.
6. Supplier not to breach corporate secrets.

37. SUPPLIER SELECTION cont’d….
7. The supplier is easily accessible in terms of transpiration and communication.
8. The supplier is sincere in implementing the contract provisions.
9. The supplier has an effective quality system and improvement program.
10. The supplier has a track record of customer satisfaction and organization credibility.
These conditions go beyond evaluating a supplier on the basis of quality, price and delivery.

38. Stages
• Survey
• Enquiry
• Negotiate
• Selection
• Evaluation or Experience

39. PRINCIPLES OF CUSTOMER/SUPPLIER
RELATIONS
Dr. Kaoru Ishikawa has suggested ten principles:
1. Customer and supplier are fully responsible for Quality
control.
2. Customer and supplier should respect each others
independence.
3. Supplier is entitled to complete information from the
customer.
4. Non-adversarial contract between customer and
supplier is needed for quality, quantity, price, delivery
method & payments.
5. Supplier should provide quality to meet customers
satisfaction.

40. PRINCIPLES OF CUSTOMER/SUPPLIER
RELATIONS
6. Product quality evaluation methods should be
decided by the mutual consent of both the parties.
7. Amicable settlement of disputes between customer
and supplier should be established in the contract.
8. Continuous information exchange will improve the
product or service quality.
9. To maintain an amicable relationship, both the
parties should do procurement, production, and
inventory planning.
10. Best interest of the end user should be considered
while doing business transactions.

41. SUPPLIER CERTIFICATION
ASQC has developed the following certification
criteria:
1. Customer and supplier shall have agreed on specifications
which are mutually developed, justifiable, and not
ambiguous.
2. Supplier shall have no product-related lot rejection for a
significant period of time.
3. Supplier shall have no non-product related rejections for a
stated period of time.
4. Supplier shall have no negative non-product related
incidents for a stated period of time.
5. Supplier shall have a fully documented quality system. (ISO
9000)

42. SUPPLIER CERTIFICATION
6. Supplier shall have successfully passed an on-site system
evaluation.
7. Supplier must make inspections and tests. (Laboratory
results & SPC are used)
8. Supplier shall have the ability to timely provide
inspection and test data.
Occasionally it may be necessary to decertify a supplier
as a result of a major problem.
Benefits of certification include customer/supplier
partnership, direct shipment to stock and reduction of
supplier numbers to a manageable level.

43. SUPPLIER RATING
Supplier rating system is based on quality,
delivery and other added services.
The objectives of a rating system are:
o To obtain an overall rating of supplier performance.
o To ensure communication with suppliers in the areas of
quality, service, delivery and other desired measures.
o To provide supplier with a detailed and factual record of
problems for corrective action.
o To enhance the relationship between the customer and
the supplier.

44. RELATIONSHIP DEVELOPMENT
All the previously discussed issues contribute to
the development of the relationship. It
includes:
1. Inspection
The goal is to eliminate or automate the inspection
process. It has four phases:
o 100% inspection,
o Sampling,
o Audit, and
o Identity check.

45. RELATIONSHIP DEVELOPMENT
2. Training
All personnel should receive quality awareness and
problem solving, technical and safety training.
 Team approach
Customer/supplier teams are established in areas such as
product design, process design and quality system.
4. Recognition and Award
Incentives/recognition in the form of newsletters, letter of
accommodation, ensures that suppliers remain committed
to a quality improvement strategy.