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5S
THE SECRET TO
JAPANESE SUCCESS
 WHAT PROBLEMS DO U COMMONLY
ENCOUNTER AT YOUR WORKPLACE
 HIGH ABSENTEEISM
 HIGH TURNOVER
 DEMOTIVATED EMPLOYEES
 DISORDERED/ CLUTTERED
ENVIRONMENT
 MISTAKES/ERRORS
 THE SOLUTION TO ALL THESE
PROBLEMS IS
5S
5S
HOUSEKEEPING TECHNIQUE
PRODUCTIVITY AND SAFETY
ENHANCEMENT TECHNIQUE
IDEA BEHIND 5S
 IN ORDER TO ACHIEVE HIGH
LEVELS OF QUALITY, SAFETY,AND
PRODUCTIVITY, WORKERS MUST
HAVE A CONDUCIVE WORKING
ENVIRONMENT
WHAT IS 5S?
 Developed by the Japanese
 Housekeeping System
 Helps Create a Better Working
Environment and a Consistently
High Quality Process
THE 5S PRINCIPLES
 SEIRI – Organisation/Sort out
 SEITON – Orderliness/Systemize
 SEISO – The Cleaning/Shining
 SEIKETSU – STANDARDIZE
 SHITSUKE - Sustain/Discipline
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
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
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
ADVANTAGES OF 5S
 A clean and tidy workplace leads
to greater well being and increased
motivation
 Company image improves
ADVANTAGES OF 5S
 Health and Safety is ensured
 Machine maintenance
 Quality
 Productivity
 Lean Manufacturing
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
ADVANTAGES OF 5S
 TIME SAVING
 QUICK RETRIEVAL
 ACCIDENTS & MISTAKES
MINIMIZED
 INCREASES SPACE
 CREATES WORKPLACE
OWNERSHIP
ADVANTAGES OF 5S
 FOUNDATION OF ALL QC TOOLS
 CONTINUOUS QUALITY
IMPROVEMENT
 LEAN MANUFACTURING
 KINDERGARTEN OF QUALITY
TOOLS & TECHNIQUES
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)
Lean Production
 The latest incarnation of JIT
 Based on Toyota Production System.
 Waste elimination
 Widely used in automotive
manufacturing & other repetitive mfg.
It’s a mindset & commitment to
achieve a totally waste-free
operation that’s focused on your
customer’s success… achieved
by simplifying and continuously
improving all processes
It’s the elimination of waste Everywhere –
while adding customer value…
Lean production cuts costs &
inventories rapidly to free cash, which
is critical
It also supports growth by improving
productivity & quality, reducing lead
times, and freeing huge amounts of
resources.
From the operations perspective
From the operations perspective
For example, lean production frees
office and plant space and
increases capacity so companies can
1. Add product lines
2. In-source component production
3. Increase output of existing products
without acquiring new facilities.
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
METHODOLOGY
OF 5S
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
RED TAG TECHNIQUE
 GIVE STAFF RED LABELS
 ASK STAFF TO GO THROUGH
EVERY ITEM IN THE WORK PLACE
 ASK IF NEEDED & THOSE THAT
ARE NEEDED,IN WHAT QUANTITY
 NOT NEEDED RED TAG IT
 STORE IN THE RED TAG AREA
RED
TAG
For wavering items
 PLACE THE SUSPECTED ITEMS IN
THE RED TAG AREA FOR ONE
WEEK
 ALLOW THE STAFF TO
REEVALUATE THE NEEDED ITEMS
 AT THE END OF WEEK THOSE WHO
NEED ITEMS SHOULD BE
RETURNED
RED
TAG
ORGANISATION
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
2. ORDERLINESS(SEITON)
 ONCE YOU HAVE ELIMINATED ALL
THE UNNEEDED ITEMS
 NOW TURN TO THE LEFT OVER
ITEMS
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”
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?
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
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
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
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
LITMUS 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
WHAT U HAVE COME ACROSS
AT THE END OF DAY
Followings can be harnessed form the
5S
1. NEAT & CLEAN WORKPLACE
2. SMOOTH WORKING
3. NO OBSTRUCTION
4. SAFETY INCREASES
5. PRODUCTIVITY IMPROVES
Cont.
6. QUALITY IMPROVES
7. WASTAGE DECREASE
8. MACHINE MAINTENANCE
9. VISUAL CONTROL SYSTEM
10. EMPLOYEES MOTIVATED
11. WORKSTATIONS BECOME
SPACIOUS

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5S PPT142739hsjbdgjdbvzkshdhksbvhsbgshsj

  • 2.  WHAT PROBLEMS DO U COMMONLY ENCOUNTER AT YOUR WORKPLACE  HIGH ABSENTEEISM  HIGH TURNOVER  DEMOTIVATED EMPLOYEES  DISORDERED/ CLUTTERED ENVIRONMENT  MISTAKES/ERRORS
  • 3.  THE SOLUTION TO ALL THESE PROBLEMS IS 5S
  • 4. 5S HOUSEKEEPING TECHNIQUE PRODUCTIVITY AND SAFETY ENHANCEMENT TECHNIQUE
  • 5. IDEA BEHIND 5S  IN ORDER TO ACHIEVE HIGH LEVELS OF QUALITY, SAFETY,AND PRODUCTIVITY, WORKERS MUST HAVE A CONDUCIVE WORKING ENVIRONMENT
  • 6. WHAT IS 5S?  Developed by the Japanese  Housekeeping System  Helps Create a Better Working Environment and a Consistently High Quality Process
  • 7. THE 5S PRINCIPLES  SEIRI – Organisation/Sort out  SEITON – Orderliness/Systemize  SEISO – The Cleaning/Shining  SEIKETSU – STANDARDIZE  SHITSUKE - Sustain/Discipline
  • 8. 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
  • 9. 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
  • 10. 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
  • 11. ADVANTAGES OF 5S  A clean and tidy workplace leads to greater well being and increased motivation  Company image improves
  • 12. ADVANTAGES OF 5S  Health and Safety is ensured  Machine maintenance  Quality  Productivity  Lean Manufacturing
  • 13. 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
  • 14. ADVANTAGES OF 5S  TIME SAVING  QUICK RETRIEVAL  ACCIDENTS & MISTAKES MINIMIZED  INCREASES SPACE  CREATES WORKPLACE OWNERSHIP
  • 15. ADVANTAGES OF 5S  FOUNDATION OF ALL QC TOOLS  CONTINUOUS QUALITY IMPROVEMENT  LEAN MANUFACTURING  KINDERGARTEN OF QUALITY TOOLS & TECHNIQUES
  • 16. 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)
  • 17. Lean Production  The latest incarnation of JIT  Based on Toyota Production System.  Waste elimination  Widely used in automotive manufacturing & other repetitive mfg.
  • 18. It’s a mindset & commitment to achieve a totally waste-free operation that’s focused on your customer’s success… achieved by simplifying and continuously improving all processes It’s the elimination of waste Everywhere – while adding customer value…
  • 19. Lean production cuts costs & inventories rapidly to free cash, which is critical It also supports growth by improving productivity & quality, reducing lead times, and freeing huge amounts of resources. From the operations perspective
  • 20. From the operations perspective For example, lean production frees office and plant space and increases capacity so companies can 1. Add product lines 2. In-source component production 3. Increase output of existing products without acquiring new facilities.
  • 21. 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
  • 23. 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
  • 24. RED TAG TECHNIQUE  GIVE STAFF RED LABELS  ASK STAFF TO GO THROUGH EVERY ITEM IN THE WORK PLACE  ASK IF NEEDED & THOSE THAT ARE NEEDED,IN WHAT QUANTITY  NOT NEEDED RED TAG IT  STORE IN THE RED TAG AREA RED TAG
  • 25. For wavering items  PLACE THE SUSPECTED ITEMS IN THE RED TAG AREA FOR ONE WEEK  ALLOW THE STAFF TO REEVALUATE THE NEEDED ITEMS  AT THE END OF WEEK THOSE WHO NEED ITEMS SHOULD BE RETURNED RED TAG
  • 26. ORGANISATION 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
  • 27. 2. ORDERLINESS(SEITON)  ONCE YOU HAVE ELIMINATED ALL THE UNNEEDED ITEMS  NOW TURN TO THE LEFT OVER ITEMS
  • 28. 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”
  • 29. 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?
  • 30. 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
  • 31. 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
  • 32. 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
  • 33. 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
  • 34. LITMUS 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
  • 35. WHAT U HAVE COME ACROSS AT THE END OF DAY Followings can be harnessed form the 5S 1. NEAT & CLEAN WORKPLACE 2. SMOOTH WORKING 3. NO OBSTRUCTION 4. SAFETY INCREASES 5. PRODUCTIVITY IMPROVES
  • 36. Cont. 6. QUALITY IMPROVES 7. WASTAGE DECREASE 8. MACHINE MAINTENANCE 9. VISUAL CONTROL SYSTEM 10. EMPLOYEES MOTIVATED 11. WORKSTATIONS BECOME SPACIOUS