Please provide the location codification and location details for the required items in your workplace. No Item Description Category Location Location Details (Primary/Secondary/Storage) I.D No 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27

1. PRODUCTIVITY PYRAMID
Profit
Product Value
Condition
Q C D
Production
M M M Element
M
Improvement of 3M Visual
MURI, MURA, MUDA
Management
5S

2. KIND OF CUSTOMERS
• EMPLOYEES
• EMPLOYEE ‘S FAMILY
• RETIRED EMPLOYEES
• VENDORS
• SUPPLIERS
• CONTRACTORS
• SERVICE PROVIDERS
• DEALERS
• AGENTS
• CONSUMERS

3. KIND OF CUSTOMERS
• SHARE HOLDERS
• PROMOTERS
• STAKE HOLDERS
• CENTRAL GOVT.
• STATE GOVT.
• LOCAL ADMINISTRATION
• POLITICIANS
• LEGISLATION
• BANKS

4. KIND OF CUSTOMERS
• FINANCIAL INSTITUTIONS
• MEDIA
• ENVIRONMENT
• SOCIETY AT LARGE
• COLLABORATERS
• INDUSTRIAL ASSOCIATIONS / PROFESSIONAL
ASSOCIATIONS
• CONSULTANTS
• FRIENDS & COLLEAGUES IN SIMILAR BUSINESSES
• FRIENDS & COLLEAGUES IN OTHER BUSINESSES

5. 5 S OVERVIEW
CLEARING OR SORTING(SEIRI)
Meaning
Distinguish between the necessary and the unnecessary, and getting rid of what `you do
not need.
Aims
• Establish criteria and stick to them in eliminating the unnecessary.
• Practice stratification management to set priorities.
• Be able to deal with the causes of dirt
Activities
• Eliminating the unnecessary.
• Dealing with the causes of dirt.
• Kaizen and standardization based on fundamentals.
Principles
• Stratification management and dealing with the causes.

6. Means… Segregate Necessary From
Unnecessary Using The Following Table
FREQUENCY OF USE GROUPING
METHOD OF DISPOSAL
(PERIOD OF QUEUEING) (CATEGORY)
Used Less Than Once In A Year Not Used Throw Away
Used About Once Every Six
Used Infrequently Store In A Distant Spot
Months To a Year
Used About Once In Two To Six
Organize And Keep In
Months Used Sometimes
Work Place
Used About Once a Month
Used About Once A Week Keep Handy
Used Once A Day Used Often Keep Nearby
Used All The Times Keep Identifiable

7. ORGANISING ( SEITON)
Meaning
• Establish a neat layout so you can always get just as much of what you need when you
need it.
Aims
• A neat looking workplace.
• Efficient ( including quality and safety) layout and placement.
• Raising productivity by eliminating the waste of looking for things.
Activities
• Functional storage based upon the 5W’s and the 1H.
• Allocate place for each and every item.
• Arrange visuals to identify items and locations
• Establish easy replacement methods
Principles
• Functional storage and eliminating the need to look for things.

8. CLEANING (SEISO)
Meaning
• Eliminating trash, dirt, and foreign matter for a cleaner workplace.
• Cleaning as a form of inspection.
Aims
• A degree of cleanliness corresponding to your needs. Achieving zero grime and zero dirt
• Finding minor problems with cleaning inspections.
• Understanding that cleaning is inspecting.
Activities
• Establishing standard cleaning Procedures
• Arranging cleaning tools for each and every place
• Preventing the dirt at the source itself.
• Inspecting equipment and remedial action.
Principles
• Cleaning is for inspection, elimination of breakdown and defects

9. STANDARDIZATION ( SEIKETSU)
Meaning
• Keeping things organized, neat, and clean, even in personal and pollution related aspects.
Aims
• Management standards for maintaining the 5S’s.
• Innovative visible management so that abnormalities show up.
Activities
• Innovative visual controls.
• Early detection and early action devices.
• Manuals for maintaining standardization.
• Color Coding.
Principles
• Visual management and 5S standardization

10. DISCIPLINE (SHITSUKE)
Meaning
• Doing the right thing as a matter of course.
Aims
• Full participation in developing good habits and follow the rules.
• Communication and feedback as daily routine.
Activities
• Five- minute 5S.
• Communication and Feedback.
• Individual responsibility.
• Practicing good habits.
Principles
• Habit formation and creating a disciplined workplace.

11. means SEIRI
Sort out items and discard the unnecessary.
5 QUESTIONS ABOUT SEIRI
1. Do you find items scattered in your workplace?
2. Are there boxes, papers and other items left in a disorganized manner?
3. Are there equipment and tools placed on the floor?
4. Are all items sorted out and place in designated spots?
5. Are tools and stationary properly sorted and stored?
means
SEITON
A place for everything, everything in its place
5 QUESTIONS ABOUT SEITON
1. Are passage ways and storage places clearly indicated?
2. Are commonly used tools and stationary separated from those seldom used?
3. Are containers and boxes stacked up properly?
4. Are fire extinguishers and hydrants readily accessible?
5. Are there grooves, cracks or bumps on the floor which hinder work or safety?

12. means SEISO
Clean your workplace thoroughly.
5 QUESTIONS ABOUT SEISO
1. Are the floor surfaces dirty?
2. Are machines and equipment dirty?
3. Are wires and pipes dirty or stained?
4. Are machine nozzles dirtied by lubricants and ink?
5. Are shades, light bulbs and light reflectors dirty?
means
SEIKETSU
Maintain a standard.
5 QUESTIONS ABOUT SEIKETSU
1. Is anyone’s uniform dirty or untidy?
2. Are there sufficient lights?
3. Is the noise or heat at your workplace causing discomfort?
4. Is the roof leaking?
5. Do people eat at designated places only?

13. 10. SUGGESTION FORM
a. Suggestion form – to be prepared by coordinator
b. Suggestion box in each floor – action by coordinator
c. Scrutinizing the suggestions – action by coordinator
d. Approving the suggestions and awarding – action by coordinator
e. Implementing the approved suggestions – action by zone leader
11. INTERNAL AUDIT FORM
a) Preparation of internal audit form – Action by team leader
b) Preparation of audit schedule – Action by coordinator
c) Internal auditing and report – Action by team leader
d) Correction work P-D-C-A and feedback – Action by zone leader
SHITSUKE
13. 5 S CORNER
a) Allocating space – action by coordinator
b) Preparation of display stands - action by coordinator
c) Furnishing the area - action by coordinator
d) Collection and displaying the photos, charts and information - action by coordinator
14. TREND CHARTS
a) Collection of audit scores from team leaders - action by coordinator
b) Preparation of trend charts for each zone and for each unit.

14. BEST 5S PRACTICES1S- SEIRI
(Clearing the unwanted items)
Name Team Zone
Tasks : a) Sorting the list of items / documents available in your workplace
b) Identify any EXCESS items
c) Identify any RED TAG (Good condition but not in current use) items
d) Identify any DAMAGED items
e) Identify any USED CONSUMABLES
Disposal action :
a) Excess Items - to separate storage area (earmark storage area)
b) Red Tag items - to Red Tag area ( earmark Red Tag area)
c) Damaged items - to Value Yard ( earlier Scrap yard)
d) Used Consumables - to disposal yard
No Unwanted item- Description Quantity Reason for Disposal
NOT REQUIRED Area /yard

15. BEST 5S PRACTICES
2S – SEITON
(Organizing the REQUIRED items)
Name Team Zone
Tasks: a) Sorting the required items in the workplace by function / subject.
b) Identify PRIMARY item – Frequently used items
c) Identify SECONDARY item –Less frequently used items Location codification :
d) Identify STORAGE item – Rarely used items
Allocating places: Location
I.DNo
a)Primary items – Very near to your hands
1 Table top
b)Secondary items – Little away from your seat / working location
2 Table bottom
(10 to 15 steps )
3 Side rack top
a)Storage items – Away from your working location
4 Table drawer-1
Ensuring the items location:
5 Table drawer-2
a) Primary item – One inch dia. circular sticker – Yellow colour
6 Table drawer-3
b) Secondary item – One inch dia. circular sticker – blue colour 7 Side rack -inside
c) Storage area - One inch dia. circular sticker – Green colour 8 Cupboard Numbers
d) Marking lines for the storage areas 9 Record room
e) Labeling / Numbering of the items 10 Stationary room
f) List of items available in the locations – to be displayed 11 Display board

16. BEST 5S PRACTICES
3S – SEISO
(Cleaning for Checking)
Name Team Zone Tools codification ::
Tools- Description
Tasks:
I.D.
No
a)Create access for cleaning the places and items
1 Broom
b)Identify the cleaning tools locations
2 Hand brush
c)Making the cleaning tools locations area 3 Stick brush
4 Mobbing brush
d)Identify the list of cleaning tools required with quantity
5 Vacuum cleaner
e)Assess the quantity of dust with period
6 Compressed air
f)Identify the source of dust 7 Pressurized water
8 Cleaning liquid
g)Identify the dust preventing actions
9 Cleaning powder
h)Identify the cleaning points in the location
10 Cleaning cloth
i)Labeling / marking the cleaning points 11 Cleaning cotton waste

17. SESSION VIII
• KAIZEN
• KAIZEN MATRIX
• KAIZEN UMBRELLA

18. KAIZEN
Kai = change
Zen = for the better
Kaizen or Continuous Improvement

19. IMPROVEMENT MATRIX
WHO K TOOLS INVESTMENT
I S CS NO
FT M QC LO
CFT TOOLS
SM L BPR HIGH
TM NEW QC CAPITAL
TOOLS
SIX SIGMA

20. THE KAIZEN UMBRELLA
KAIZEN
• Customer orientation • Kanban
•TQC (Total Quality Control)
• Quality Improvement
• Robotics
• Just-in-time
• QC Circles
• Suggestion System • Zero defects
• Automation • Small-group activities
• TPM (Total Productive
• Productivity Improvement
Maintenance)

21. REFLECTIONS
Sl .No Learning from this module How am I going to apply this
Learning in my job
1.
2.
3.
4.
5.

22. SESSION IX
• LANGUAGE OF MONEY
• COST OF QUALITY
• MURI, MURA, MUDA
• BILINGUAL
• ELEPHANT

23. PROFIT
P=R -C
??

24. PROFIT
• COST REDUCTION ????
• WASTE REDUCTION
• UNNECESSARY, UNWANTED, UNUTILISED

25. CASH
CAN YOU BUY
MONEY?

26. CASH TO CASH CYCLE
CASH INVESTED
FINANCE
RAW MATERIALS PAYMENT COLLECTED
LESS INPUT
PROCURED
CUSTOMER
INPUT LATER
PURCHASE ADMINSTRATION
MORE OUTPUT
OUTPUT
PRODUCTS & CUSTOMER SATISFIED
SERVICES
SOONER
MANUFACTURED
CUSTOMER
MANUFACTURING RELATIONS
PRODUCTS &
SERVICES SOLD
MARKETING

27. White Elephant must be eaten
But
Bite By Bite
Step By Step
Project By Project

28. BILINGUAL
SENIOR AND TOP
MANAGEMENT LANGUAGE OF MONEY
MIDDLE
TRANSLATE LOM LOT
MANAGEMENT
LANGUAGE OF
WORK FORCE
THINGS (LOT)

29. COST OF PREVENTION
COST OF ACTIVITIES THAT KEEP FAILURE FROM HAPPENING.
COST OF
CONFORMANCE COST OF APPRAISAL
COST INCURRED TO DETERMINE
CONFORMANCE WITH CUSTOMER
REQUIREMENTS AFTER THE WORK HAS BEEN COMPLETED.
COST OF INTERNAL FAILURE
COST OF CORRECTING PRODUCTS OR SERVICES WHICH DO NOT CONFORM TO INTERNAL
CUSTOMER REQUIREMENTS OR ARE IDENTIFIED PRIOR TO DELIVERY AS NOT MEETING THE
REQUIREMENTS OF EXTERNAL CUSTOMERS.
COST OF
NON-
COST OF EXTERNAL FAILURE
CONFORMANCE
COSTS TO CORRECT PRODUCTS OR SERVICES AFTER DELIVERY TO CUSTOMER
COST OF EXCEEDING REQUIREMENTS
COST OF PROVIDING INFORMATION OR SERVICES WHICH ARE NOT NECESSARY OR FOR WHICH NO
REQUIREMENTS HAVE BEEN ESTABLISHED
COST OF LOST OPPORTUNITIES
COST OF LOST
LOST PROFITS DUE TO THE COMPANY NOT SATISFYING OR BEING ABLE TO SATISFY, THE
OPPORTUNITIES REQUIREMENTS OF EXTERNAL CUSTOMERS.

30. MEANING OF 3 MU’S
(MURI, MUDA, MURA)
Meaning
1. Being difficult to do. A job that is difficult to perform.
2. Doing forcibly
Muri
3. Being unreasonable. Something where reason cannot be
established.
1. Useless act
2. Unprofitable act
Muda
3. Useless or unprofitable items or works etc
1. Not being uniform owing to dark or light color tones or
difference in thickness of articles
Mura
2. Not regular or uniform

31. MURI
(Overburden)
• Overburdening people or equipment.
• This is in some respects on the opposite
end of the spectrum from MUDA. MURI
is pushing a machine or person beyond
natural limits. Overburdening people
results in Safety and Quality problems.
Overburdening equipments causes
breakdowns and defects.

32. MURI IN WORK
• Work that needs force. (Muscle fatigue)
• Unnatural posture (Posture-related fatigue)
• Work that requires precaution (Nervous
fatigue)
• Unreasonable work (Environment-related
fatigue)

33. MURA
(Unevenness)
• You can view this as the resolution of the other two
M’s. In normal production system, at times there is
more work than the people or machines can handle
and at other times there is a lack of work. Unevenness
results from an irregular production schedule or
fluctuating production volumes due to internal
problems, like downtime or missing parts or defects.
MUDA will be a result of MURA. Unevenness in
production levels means it will be necessary to have on
hand the equipment, materials, and people for the
highest level of production – even if the average
requirements are much lower than that.

34. MURA IN WORK
• Rushing type production model (evening production
model, week-end production model, month-end
production model)
To eliminate production variation for weekly, daily
or hourly production quantity.
• Allocation of manpower (capability) and the work
involved (load) are not balanced.
• Unbalanced production capability among different
processes.
• Making too many in one go
To produce necessary quantity of necessary items at
necessary timing only.
• Working is not rhythmical.

35. MUDA
(Waste)
• Non-value added.
• The most familiar M includes the seven
wastes. These are wasteful activities that
lengthen lead times, cause extra
movement to get parts or tools, create
excess inventory, or result in any type of
waiting.

36. MUDA IN WORK
• Idle state (Waiting, Monitoring)
• Walking operation (walking operation of one step or a
few steps)
• Work operation involving moving materials, components,
tools etc. ( pick up and placing operations)
• Work operation that originated due to some incomplete
work ( Work operations associated with searching,
correction, adjustment, removing stains etc.)
• Work that delay other motions
– Change in holding position, or re-positioning of material or
components; counting or checking materials or components

37. MUDA OF CORRECTION
MUDA OF WAITING
MUDA OF PROCESSING
MUDA OF TRANSPORT
MUDA OF OVER PRODUCTION
MUDA OF INVENTORY
MUDA IN MOTION