The document discusses 5S and quality circles as tools for total quality management. 5S refers to a system for organizing and standardizing a workplace. It involves sorting, setting in order, shining, standardizing, and sustaining these practices. When implemented through a quality circle, which is a group-based problem solving technique, 5S can lead to benefits like increased productivity, quality and safety while decreasing waste and costs. An example is provided of a community college reprographics shop that saw improved customer service and space optimization from applying 5S through a quality circle.

1. 5 S & QUALITY CIRCLE
TQM PRESENTATION
BY
NIVETHA

2. THE SECRET TO JAPANESE SUCCESS
• Developed by Hiroyuki Hirano
• Create a Better Working Environment and a
Consistently High Quality Process

3. The 5 S
• SEIRI – Sort out
• SEITON – Orderliness/Arrangement
• SEISO – The Cleaning/Shine
• SEIKETSU – Standardise
• SHITSUKE - Sustain/Discipline

4. SEIRI – Sort out
• Decide what you need (necessary) and remove unnecessary items
(RED TAG TECHNIQUE )
• All tools, gauges, materials, classified and then stored
• Fights the habit to keep things because the may be useful
SOMEDAY
• The idea is to ensure that everything left at the workplace is related
to work

5. RED TAG
TECHNIQUE
• Ask staff to go through every items in the workplace , if needed in
what quantity
• NOT NEEDED = RED TAG IT
• Store it in RED TAG AREA for a week
• Allow the staff to reevaluate the needed items , at the end of the
week needed items be returned to work place

6. RED TAG TECHNIQUE- Results
PRIORITY FREQUENCY OF USE HOW TO USE
Low Less than
once per year
Once per year
Throw away
Store away
from the
workplace
Avg. Once per
month
Once per week
Store together
but offline
High Once Per Day Locate at the
workplace

7. SEITON –
Orderliness/Arrangement
• Arrange the necessary items in order
• This step is all about putting things to its assigned place so that it
can be accessed easily & quickly
– Designated locations
– Use tapes and labels
– Ensure everything is available as it is needed and at the “point of
use”
– PLACE FOR EVERYHTING AND EVERYTHING ON ITS PLACE

8. SEISO – The
Cleaning/Shine
• After the first cleaning when implementing 5 S , daily follow up
cleaning is necessary in order to sustain the improvement
• Divide areas into zones and Define responsibilities for cleaning
• Tools and equipment must be owned by an individual
• CREATE A SPOTLESS WORLPLACE BY VEIWING THROUGH
THE EYES OF VISITORS

9. SEIKETSU – Standardise
• Once the 3 S are in place , it should be set as an standard so as to
keep best practices in place
• Develop procedures, schedules
• Continue to assess the use and disposal of items
• Regularly audit using checklists and measures of housekeeping
• TURN IT TO NATURAL, STANDARD BEHAVIOUR AND HABIT

10. SHITSUKE -
Sustain/Discipline
• Develop an attitude to maintain other 4 S alive create discipline in
whatever you are doing
• The effect of continuous improvement leads to less waste , better
quality and high morale, cleaner workplace & faster leads times

11. TEST FOR 5S
• 30 SECOND RULE
• ONE MUST LOCATE THE ITEM WITH IN 30 SECOND IF 5S IS
PROPERLY IMPLEMENTED
• ALSO APPLIES TO THE ELECTRONIC RECORDS RETRIEVAL

12. 5 S Benefits
1. NEAT & CLEAN WORKPLACE
2. SMOOTH WORKING
3. NO OBSTRUCTION
4. SAFETY INCREASES
5. PRODUCTIVITY IMPROVES
6. QUALITY IMPROVES
7. WASTAGE DECREASE
8. VISUAL CONTROL SYSTEM
9. EMPLOYEES MOTIVATED
10. WORKSTATIONS BECOME SPACIOUS
11. MACHINE MAINTENANCE COST DECREASE

13. Example – Community college
Reprography centre
The improvement efforts of a reprographics shop at a community college. Using
the lean tool, 5S, the team sorted, organized and optimized the flow of product
through their shop resulting in improved customer service and satisfaction.
http://www.youtube.com/watch?feature=player_embedded&v=o3hh6141awE
Before After

14. Before After
implementation of 5S
Benefits
$60,600Cost Avoidance
-found supplies
-discontinued unneeded
services
$125,000 Cost Avoidance
- Reduced total space by 24%

15. QUALITY CIRCLES

16. QUALITY CIRCLES
• This technique was first started by Kaoru Ishikawa in Japan in early 1960s.
• The movement in Japan was coordinated by the Japanese Union of
Scientists and Engineers (JUSE).
• By 1978 = more than one million Quality Circles involving some 10 million
Japanese workers.
• Quality Circles in most East Asian countries , more than 20 million Quality
Circles in China.
• Quality circles have been implemented even in educational sectors in India,
and QCFI (Quality Circle Forum of India) is promoting such activities.
• This was not successful in the United States, although some circles do still
exist.

17. 3 MAJOR ATTRIBUTES
 Quality Circle is a form of participation management.
 Quality Circle is a human resource development technique.
 Quality Circle is a problem solving technique.

18. Objectives
A) Change in Attitude.
B) Self Development
C) Development of Team Spirit
D) Improved Organizational Culture

19. IDEAL SET UP OF A Q.C. IN
ORGANIZATION

21. Quality circle Tools
• The Ishikawa or fishbone diagram - which shows
hierarchies of causes contributing to a problem.
• The Pareto Chart - which analyses different causes by
frequency to illustrate the vital cause.
• Process Mapping
• Data gathering tools such as Check Sheets etc
• Graphical tools such as histograms, frequency
diagrams, spot charts and pie charts

22. Benefits of Q.C
 Reduce errors and enhance quality and productivity
 Inspire more effective teamwork
 Promote job involvement ,participation and employee motivation
 Build an attitude of problem prevention / problem solving capacity
 Improve communication in the organization
 Develop worker relationship
 Promote personal and leadership development.
 Develop a greater safety awareness/quality of work life
 cost reduction

23. Limitations
• Inadequate Training
• Not truly Voluntary
• Lack of Management Interest
• Quality Circles are not really empowered to make decisions.

24. Example