This document provides information on 5S and its application in the workplace. It discusses:
1) The 5S methodology involves 5 steps - Seiri, Seiton, Seiso, Seiketsu, and Shitsuke - to organize and clean the workplace. Implementing 5S leads to benefits like improved efficiency, quality, and safety.
2) The 5 steps are: Seiri (Sort), Seiton (Set in Order), Seiso (Shine), Seiketsu (Standardize), and Shitsuke (Sustain). Seiri involves removing unnecessary items. Seiton involves properly storing and labeling necessary items.
3) Examples of 5S tools and standards are provided, including
The document outlines the steps to implement the 5S methodology in a workplace. It begins by explaining the 5S principles of sorting, straightening, shining, standardizing, and sustaining. It then details the 6 steps to implement 5S: 1) briefing the team, 2) conducting a background study, 3) agreeing on a revised workplace layout, 4) holding a special 5S day to create the new layout, 5) assigning responsibilities, and 6) incorporating 5S into daily business practices. Examples are provided showing a valeting bay before and after applying 5S principles.
The document outlines an agenda and objectives for a 5S training for shop floor employees, describing the five S's of 5S (Sort, Set In Order, Shine, Standardize, Sustain) and how to implement them to organize the workplace, eliminate waste, improve safety and quality, and establish standards and habits to maintain the 5S system. The 5S methodology is presented as a tool to help make operations more lean by reducing waste and non-value added activities.
The document discusses the concepts of 5S (Sort, Straighten, Shine, Standardize, Sustain) and visual management as tools for improving workplace organization and productivity. It provides objectives, definitions, examples, benefits and best practices for implementing 5S and visual controls. The overall goal is to create a clean, well-organized visual workplace where status and issues are easily understood.
Training slides for 5S Awareness & Implementation. (NOT for Practical 5S: Uplift Company Image by Increasing Quality & Productivity Training).
This is one day training. Normally conducted on Saturday. To join the training, please send email to training@myanuar.com
5S is a workplace organization method originating from Japan that consists of five Japanese words translated as: Sort, Set in Order, Shine, Standardize, and Sustain. The method is used to organize a work space for efficiency and effectiveness by identifying necessary items, storing them properly, maintaining cleanliness, developing routines, and sustaining the new habits. The five pillars of 5S include sorting out unnecessary items, arranging necessary items for easy access, cleaning everything, standardizing routines, and sustaining the new practices through workplace culture. Benefits of implementing 5S include improved organization, increased motivation and productivity, enhanced health and safety, and reduced mistakes and accidents.
This document provides an overview of 5S training and awareness. It describes the history and objectives of 5S, which is a structured program for implementing workplace organization and standardization. The 5S methodology represents 5 disciplines - Sort, Set In Order, Shine, Standardize, and Sustain. Examples are given for each discipline, as well as how to create a visual workplace and the benefits of practicing 5S, such as improved productivity, quality, and safety.
The document discusses the 5S methodology for organizing the workplace. It introduces the 5S concepts of sorting, straightening, shining, standardizing and sustaining an organized work environment. Examples are given showing the benefits of applying 5S principles by removing unnecessary items, clearly identifying what belongs and maintaining an orderly workspace. This allows for safer, more efficient work without wasted time searching for needed items. The document suggests implementing 5S is essential for a productive workplace and competitive company by establishing strong organizational foundations.
This document provides an overview of 5S workplace organization. It defines the 5S methodology as Sort, Set in Order, Shine, Standardize, and Sustain. Examples are given for each step, including identifying unnecessary items during Sorting, using signage and labeling for Systematic Arrangement, and establishing standard procedures during Standardization. The objectives of 5S are listed as improving housekeeping, promoting individual ownership, beautifying the workspace, improving productivity, and providing a foundation for continuous improvement. Overall, the document outlines the 5S methodology to help establish an organized, clean, and efficient workplace.
The document outlines the steps to implement the 5S methodology in a workplace. It begins by explaining the 5S principles of sorting, straightening, shining, standardizing, and sustaining. It then details the 6 steps to implement 5S: 1) briefing the team, 2) conducting a background study, 3) agreeing on a revised workplace layout, 4) holding a special 5S day to create the new layout, 5) assigning responsibilities, and 6) incorporating 5S into daily business practices. Examples are provided showing a valeting bay before and after applying 5S principles.
The document outlines an agenda and objectives for a 5S training for shop floor employees, describing the five S's of 5S (Sort, Set In Order, Shine, Standardize, Sustain) and how to implement them to organize the workplace, eliminate waste, improve safety and quality, and establish standards and habits to maintain the 5S system. The 5S methodology is presented as a tool to help make operations more lean by reducing waste and non-value added activities.
The document discusses the concepts of 5S (Sort, Straighten, Shine, Standardize, Sustain) and visual management as tools for improving workplace organization and productivity. It provides objectives, definitions, examples, benefits and best practices for implementing 5S and visual controls. The overall goal is to create a clean, well-organized visual workplace where status and issues are easily understood.
Training slides for 5S Awareness & Implementation. (NOT for Practical 5S: Uplift Company Image by Increasing Quality & Productivity Training).
This is one day training. Normally conducted on Saturday. To join the training, please send email to training@myanuar.com
5S is a workplace organization method originating from Japan that consists of five Japanese words translated as: Sort, Set in Order, Shine, Standardize, and Sustain. The method is used to organize a work space for efficiency and effectiveness by identifying necessary items, storing them properly, maintaining cleanliness, developing routines, and sustaining the new habits. The five pillars of 5S include sorting out unnecessary items, arranging necessary items for easy access, cleaning everything, standardizing routines, and sustaining the new practices through workplace culture. Benefits of implementing 5S include improved organization, increased motivation and productivity, enhanced health and safety, and reduced mistakes and accidents.
This document provides an overview of 5S training and awareness. It describes the history and objectives of 5S, which is a structured program for implementing workplace organization and standardization. The 5S methodology represents 5 disciplines - Sort, Set In Order, Shine, Standardize, and Sustain. Examples are given for each discipline, as well as how to create a visual workplace and the benefits of practicing 5S, such as improved productivity, quality, and safety.
The document discusses the 5S methodology for organizing the workplace. It introduces the 5S concepts of sorting, straightening, shining, standardizing and sustaining an organized work environment. Examples are given showing the benefits of applying 5S principles by removing unnecessary items, clearly identifying what belongs and maintaining an orderly workspace. This allows for safer, more efficient work without wasted time searching for needed items. The document suggests implementing 5S is essential for a productive workplace and competitive company by establishing strong organizational foundations.
This document provides an overview of 5S workplace organization. It defines the 5S methodology as Sort, Set in Order, Shine, Standardize, and Sustain. Examples are given for each step, including identifying unnecessary items during Sorting, using signage and labeling for Systematic Arrangement, and establishing standard procedures during Standardization. The objectives of 5S are listed as improving housekeeping, promoting individual ownership, beautifying the workspace, improving productivity, and providing a foundation for continuous improvement. Overall, the document outlines the 5S methodology to help establish an organized, clean, and efficient workplace.
The document discusses the 5S technique, which is a workplace organization method originally developed in Japan. It consists of five Japanese words that begin with S when translated to English: sort, set in order, shine, standardize, and sustain. The 5S technique aims to organize a workspace for efficiency by identifying necessary items, storing them properly, maintaining cleanliness, standardizing processes, and sustaining the new systems. Implementing 5S can significantly increase productivity by reducing wasted time searching for items and making abnormalities more visible for quick resolution.
This document discusses implementing the 5S strategy (Sort, Set in Order, Shine, Standardize, and Sustain) at SMH Automotives in Jaipur, India to improve productivity. SMH manufactures automotive parts and was wasting much time in setups due to misplaced materials. After implementing 5S, materials were sorted as necessary/unnecessary and stored orderly. Workspaces were cleaned and standardized processes put in place. This reduced average fixture setup time by 22 minutes (28%) and freed up 250 square feet of space. The 5S strategy was thus an effective tool for SMH to improve housekeeping, working conditions, and productivity.
5S Implementation - The first step to continuous improvementAdrian Oprea
Implementing 5S results in obvious improvements within the application area, plus, or even more importantly, in the change of people’s attitude towards their work and towards what they are doing.
5S implementation is the first steps to increase the efficiency in your company and the base for the future improvements.
The document provides guidance on implementing the 5S methodology to achieve a visual workplace. 5S involves the five Japanese words: Sort, Set in Order, Shine, Standardize, and Sustain. The methodology is used to organize a workspace by removing unnecessary items, properly storing and labeling necessary items, cleaning the area, standardizing processes, and sustaining the new systems. Implementing 5S creates a well-organized visual workspace that identifies abnormal conditions, eliminates waste, and supports process improvement efforts.
This document provides an overview of 6S, which is a workplace organization method that consists of six components: Sort, Straighten, Shine, Standardize, Sustain, and Safety. It describes each component in detail, explaining the goals and implementation process. The key aspects covered include removing unnecessary items during Sort, finding proper storage locations during Straighten, cleaning during Shine, establishing standardized processes during Standardize, maintaining the system through discipline during Sustain, and identifying safety hazards. Implementing all six components creates an organized, clean, safe, and efficient work environment.
The document discusses Lean Manufacturing and 5S training. It defines Lean Manufacturing as eliminating waste to improve value for customers. 5S is an organizational method for workplace tidiness and efficiency. The 5S include Sort, Set in Order, Shine, Standardize, and Sustain. Implementing 5S through visual controls and labels can help eliminate waste and improve safety. Sustaining 5S requires ongoing audits, employee involvement, and management support.
This document provides guidance on implementing the 5S methodology in three parts:
Part 1 introduces the 5S methodology and its benefits, which include improved quality, productivity, safety, and equipment reliability. The 5S methodology consists of five steps: Sort, Set In Order, Shine, Standardize, and Sustain.
Part 2 describes how to implement each of the 5S steps, including setting goals, appointing champions, sorting through items to eliminate unnecessary ones, reorganizing the workspace, defining cleaning standards, and documenting new standards.
Part 3 discusses sustaining 5S efforts through monitoring, expanding to other areas, continuous improvement, and recognizing strong efforts. The overall goal is to create a clean,
This document provides information about implementing a 5S system to improve organization and efficiency in a manufacturing facility. It discusses:
1. The 5S system originated in Japan and was adapted from early American industrial methods. It involves 5 steps - Sort, Set in Order, Shine, Standardize, and Sustain - to systematically organize a workplace.
2. Implementation requires forming a 5S team to manage the process and training all employees. Data collection is important to track improvements. Benefits typically include reduced costs, injuries, and defects as well as increased productivity, quality, and equipment life.
3. Visual communication through signs and labels is a key part of the Set in Order step to clearly identify all items
5S is the name of a workplace organization method that uses a list of five Japanese words: seiri, seiton, seiso, seiketsu, and shitsuke. Transliterated or translated into English, they all start with the letter "S". The list describes how to organize a work space for efficiency and effectiveness by identifying and storing the items used, maintaining the area and items, and sustaining the new order.
This document provides an overview of 5S training. The 5S system involves five steps - Sort, Set in Order, Shine, Standardize, and Sustain - for organizing and cleaning a workplace. It discusses the benefits of 5S including improved safety, quality and efficiency. Key aspects of implementing each 5S step are described such as identifying unnecessary items in Sort, optimizing storage locations in Set in Order, establishing cleaning standards in Shine, and visual management techniques for Standardize. Sustaining 5S requires ongoing communication to ensure standards are followed. The overview explains how 5S creates a more productive work environment through visual controls and waste elimination.
The 5S methodology originated from practices used by Venetian shipbuilders in the 16th century to streamline ship assembly. Toyota further developed 5S after World War II, drawing inspiration from Ford's assembly lines and Piggly Wiggly's inventory practices. The 5S methodology consists of five phases - Sort, Set In Order, Shine, Standardize, and Sustain - aimed at organizing a workspace for efficiency and eliminating waste. Implementing 5S results in less waste and improved workflow, allowing workers to be more productive with less down time searching for needed tools and materials.
Introduction to 6S (5S plus Safety) methodology for continuous improvement. You will find this informative and full of practical advice to get started right away.
Download the presentation together with train-the-trainer guide and workshop templates at http://wcm.nu
This presentation is made by Oskar Olofsson, WCM Consulting AB
Make changes in the background template if you want to change the appearance
The document outlines the 5S methodology, which is a program used to improve project performance through workplace organization and standardization. It describes the five steps of 5S - Sort, Set In Order, Shine, Standardize, and Sustain. For each step, it provides definitions, examples of activities that can be done, and how success can be measured. The overall goal of 5S is to enhance work efficiency, reduce costs, eliminate waste, and improve productivity and work ethics through an organized, standardized workplace.
This presentation is a great start-up tool for any company wishing to implement 5S. Simply explained and engaging for the viewer to grasp where 5S began, what the 5 steps are and how to implement.
An easily identified place for everything, and everything in its place, clean, safe, and ready for use.
Workplace organization and standardization
It’s NOT JUST HOUSEKEEPING!
The foundational building block of Lean
This document provides an overview of 5S and its implementation. It discusses the 5 key principles of 5S - Sort, Set In Order, Shine, Standardize, and Sustain. Various 5S tools are also described that help organize the workplace, including red tags, safety signs, labeling, and a 5S corner. The steps to implement 5S are outlined, such as identifying unnecessary items, arranging necessary items by frequency of use, thorough cleaning to find problems, defining standards, and auditing to sustain improvements. Overall, the document promotes applying 5S principles and visual tools to create a more organized, efficient, safe, and higher quality work environment.
The document outlines the 5S methodology for achieving operational excellence. It discusses the 5 steps of the 5S process: Sort, Straighten, Shine, Standardize, and Sustain. For each step, it provides details on the objectives and activities. Step 1 (Sort) involves separating necessary and unnecessary items, eliminating unnecessary items, and applying identification tags. Step 2 (Straighten) is about defining the best position for all items and materials to reduce search time. The 5S process aims to create an organized, clean, and standard workplace for improved safety, quality, efficiency and cost savings.
The document discusses the 5S methodology, which consists of 5 steps - Sort, Set In Order, Shine, Standardize, and Sustain. The first step, Sort, involves removing unnecessary items. The second step, Set In Order, arranges necessary items for efficiency. The third step, Shine, focuses on cleaning the workplace. The fourth step, Standardize, develops processes to maintain the first 3 S's. The final step, Sustain, aims to continue using the 5S system. Implementing 5S results in increased space, productivity and safety. The document provides examples and guidelines for implementing each step of 5S.
The document discusses the 5S methodology for organizing and standardizing a workplace. The 5S's are: Sort, Sweep, Straighten, Schedule, and Sustain. Implementing 5S eliminates waste, creates a safer work environment, and improves quality, productivity and efficiency by removing unnecessary items, cleaning the workspace, properly labeling and organizing necessary tools and documents, maintaining schedules, and sustaining discipline through audits and training. Regular use of 5S builds organization and cleanliness into daily work processes.
The document discusses the 5S technique, which is a workplace organization method originally developed in Japan. It consists of five Japanese words that begin with S when translated to English: sort, set in order, shine, standardize, and sustain. The 5S technique aims to organize a workspace for efficiency by identifying necessary items, storing them properly, maintaining cleanliness, standardizing processes, and sustaining the new systems. Implementing 5S can significantly increase productivity by reducing wasted time searching for items and making abnormalities more visible for quick resolution.
This document discusses implementing the 5S strategy (Sort, Set in Order, Shine, Standardize, and Sustain) at SMH Automotives in Jaipur, India to improve productivity. SMH manufactures automotive parts and was wasting much time in setups due to misplaced materials. After implementing 5S, materials were sorted as necessary/unnecessary and stored orderly. Workspaces were cleaned and standardized processes put in place. This reduced average fixture setup time by 22 minutes (28%) and freed up 250 square feet of space. The 5S strategy was thus an effective tool for SMH to improve housekeeping, working conditions, and productivity.
5S Implementation - The first step to continuous improvementAdrian Oprea
Implementing 5S results in obvious improvements within the application area, plus, or even more importantly, in the change of people’s attitude towards their work and towards what they are doing.
5S implementation is the first steps to increase the efficiency in your company and the base for the future improvements.
The document provides guidance on implementing the 5S methodology to achieve a visual workplace. 5S involves the five Japanese words: Sort, Set in Order, Shine, Standardize, and Sustain. The methodology is used to organize a workspace by removing unnecessary items, properly storing and labeling necessary items, cleaning the area, standardizing processes, and sustaining the new systems. Implementing 5S creates a well-organized visual workspace that identifies abnormal conditions, eliminates waste, and supports process improvement efforts.
This document provides an overview of 6S, which is a workplace organization method that consists of six components: Sort, Straighten, Shine, Standardize, Sustain, and Safety. It describes each component in detail, explaining the goals and implementation process. The key aspects covered include removing unnecessary items during Sort, finding proper storage locations during Straighten, cleaning during Shine, establishing standardized processes during Standardize, maintaining the system through discipline during Sustain, and identifying safety hazards. Implementing all six components creates an organized, clean, safe, and efficient work environment.
The document discusses Lean Manufacturing and 5S training. It defines Lean Manufacturing as eliminating waste to improve value for customers. 5S is an organizational method for workplace tidiness and efficiency. The 5S include Sort, Set in Order, Shine, Standardize, and Sustain. Implementing 5S through visual controls and labels can help eliminate waste and improve safety. Sustaining 5S requires ongoing audits, employee involvement, and management support.
This document provides guidance on implementing the 5S methodology in three parts:
Part 1 introduces the 5S methodology and its benefits, which include improved quality, productivity, safety, and equipment reliability. The 5S methodology consists of five steps: Sort, Set In Order, Shine, Standardize, and Sustain.
Part 2 describes how to implement each of the 5S steps, including setting goals, appointing champions, sorting through items to eliminate unnecessary ones, reorganizing the workspace, defining cleaning standards, and documenting new standards.
Part 3 discusses sustaining 5S efforts through monitoring, expanding to other areas, continuous improvement, and recognizing strong efforts. The overall goal is to create a clean,
This document provides information about implementing a 5S system to improve organization and efficiency in a manufacturing facility. It discusses:
1. The 5S system originated in Japan and was adapted from early American industrial methods. It involves 5 steps - Sort, Set in Order, Shine, Standardize, and Sustain - to systematically organize a workplace.
2. Implementation requires forming a 5S team to manage the process and training all employees. Data collection is important to track improvements. Benefits typically include reduced costs, injuries, and defects as well as increased productivity, quality, and equipment life.
3. Visual communication through signs and labels is a key part of the Set in Order step to clearly identify all items
5S is the name of a workplace organization method that uses a list of five Japanese words: seiri, seiton, seiso, seiketsu, and shitsuke. Transliterated or translated into English, they all start with the letter "S". The list describes how to organize a work space for efficiency and effectiveness by identifying and storing the items used, maintaining the area and items, and sustaining the new order.
This document provides an overview of 5S training. The 5S system involves five steps - Sort, Set in Order, Shine, Standardize, and Sustain - for organizing and cleaning a workplace. It discusses the benefits of 5S including improved safety, quality and efficiency. Key aspects of implementing each 5S step are described such as identifying unnecessary items in Sort, optimizing storage locations in Set in Order, establishing cleaning standards in Shine, and visual management techniques for Standardize. Sustaining 5S requires ongoing communication to ensure standards are followed. The overview explains how 5S creates a more productive work environment through visual controls and waste elimination.
The 5S methodology originated from practices used by Venetian shipbuilders in the 16th century to streamline ship assembly. Toyota further developed 5S after World War II, drawing inspiration from Ford's assembly lines and Piggly Wiggly's inventory practices. The 5S methodology consists of five phases - Sort, Set In Order, Shine, Standardize, and Sustain - aimed at organizing a workspace for efficiency and eliminating waste. Implementing 5S results in less waste and improved workflow, allowing workers to be more productive with less down time searching for needed tools and materials.
Introduction to 6S (5S plus Safety) methodology for continuous improvement. You will find this informative and full of practical advice to get started right away.
Download the presentation together with train-the-trainer guide and workshop templates at http://wcm.nu
This presentation is made by Oskar Olofsson, WCM Consulting AB
Make changes in the background template if you want to change the appearance
The document outlines the 5S methodology, which is a program used to improve project performance through workplace organization and standardization. It describes the five steps of 5S - Sort, Set In Order, Shine, Standardize, and Sustain. For each step, it provides definitions, examples of activities that can be done, and how success can be measured. The overall goal of 5S is to enhance work efficiency, reduce costs, eliminate waste, and improve productivity and work ethics through an organized, standardized workplace.
This presentation is a great start-up tool for any company wishing to implement 5S. Simply explained and engaging for the viewer to grasp where 5S began, what the 5 steps are and how to implement.
An easily identified place for everything, and everything in its place, clean, safe, and ready for use.
Workplace organization and standardization
It’s NOT JUST HOUSEKEEPING!
The foundational building block of Lean
This document provides an overview of 5S and its implementation. It discusses the 5 key principles of 5S - Sort, Set In Order, Shine, Standardize, and Sustain. Various 5S tools are also described that help organize the workplace, including red tags, safety signs, labeling, and a 5S corner. The steps to implement 5S are outlined, such as identifying unnecessary items, arranging necessary items by frequency of use, thorough cleaning to find problems, defining standards, and auditing to sustain improvements. Overall, the document promotes applying 5S principles and visual tools to create a more organized, efficient, safe, and higher quality work environment.
The document outlines the 5S methodology for achieving operational excellence. It discusses the 5 steps of the 5S process: Sort, Straighten, Shine, Standardize, and Sustain. For each step, it provides details on the objectives and activities. Step 1 (Sort) involves separating necessary and unnecessary items, eliminating unnecessary items, and applying identification tags. Step 2 (Straighten) is about defining the best position for all items and materials to reduce search time. The 5S process aims to create an organized, clean, and standard workplace for improved safety, quality, efficiency and cost savings.
The document discusses the 5S methodology, which consists of 5 steps - Sort, Set In Order, Shine, Standardize, and Sustain. The first step, Sort, involves removing unnecessary items. The second step, Set In Order, arranges necessary items for efficiency. The third step, Shine, focuses on cleaning the workplace. The fourth step, Standardize, develops processes to maintain the first 3 S's. The final step, Sustain, aims to continue using the 5S system. Implementing 5S results in increased space, productivity and safety. The document provides examples and guidelines for implementing each step of 5S.
The document discusses the 5S methodology for organizing and standardizing a workplace. The 5S's are: Sort, Sweep, Straighten, Schedule, and Sustain. Implementing 5S eliminates waste, creates a safer work environment, and improves quality, productivity and efficiency by removing unnecessary items, cleaning the workspace, properly labeling and organizing necessary tools and documents, maintaining schedules, and sustaining discipline through audits and training. Regular use of 5S builds organization and cleanliness into daily work processes.
This document discusses concepts and activities related to 5S (Seiri, Seiton, Seisoh, Seiketsu, Shitsuke), which refers to a basic activity for creating an exciting and comfortable work environment. It aims to improve production activity through environmental improvement, quality improvement, cost reduction, and increased productivity and innovation. The key aspects of 5S include classifying and removing unnecessary items, arranging necessary items neatly in designated areas, cleaning the work area, maintaining the 3S activities, and establishing habits and compliance with processes. Proper implementation of 5S requires total participation, autonomous performance by roles, creativity, and establishing responsibility. Visual controls and 3R (right items in the right places in the right amounts)
This document provides an overview of the 5S methodology for workplace organization and standardization. It describes the five steps as: 1) Sort to remove unneeded items, 2) Set in Order to logically arrange needed items for efficiency, 3) Scrub to clean and sanitize, 4) Standardize processes and documentation, and 5) Sustain practices through commitment and ongoing improvement. The 5S system originated in Japan and aims to establish quality, efficiency, safety and eliminate breakdowns through visual management and disciplined organization of a workplace.
5S is a philosophy for organizing and managing the workspace and workflow to improve efficiency by eliminating waste. It consists of five Japanese words: Seiri (Sort), Seiton (Systematic Arrangement), Seiso (Shine), Seiketsu (Standardize), and Shitsuke (Sustain). The methodology was developed in Japan after WWII and aims to establish orderliness and cleanliness in the workplace. It provides a visual management system involving labels, colors and signs to create and maintain safe and efficient work environments through standardized processes.
This document outlines the 5S methodology, which consists of five pillars - Sort, Set In Order, Shine, Standardize, and Sustain. The 5S process is designed to organize, clean, and standardize the workplace. It describes each of the five pillars in detail, providing examples of how to implement techniques such as visual controls, future workplace mapping, cleaning schedules, and documentation of work processes and standards. The benefits of 5S include improved safety, efficiency, and employee morale through a clean and orderly work environment.
5S is a methodology for organizing, cleaning, developing, and sustaining a productive work environment. It consists of 5 steps: 1) sorting to remove unnecessary items, 2) setting in order, 3) shining through cleaning, 4) standardizing processes, and 5) sustaining the new practices through training and discipline. The requirements for successful implementation include total employee involvement, management commitment, and developing self-directed team-based activities.
The 5S methodology originated from Japanese manufacturing practices and consists of five principles: sort, set in order, shine, standardize, and sustain. Implementing 5S helps create a cleaner, more organized work environment that improves safety, quality, and productivity. It involves identifying and removing unnecessary items, properly labeling and storing needed items, conducting deep cleaning activities, establishing standard processes, and sustaining the new systems through discipline and routines. Applying 5S can provide benefits like reduced errors, higher efficiency, increased workplace satisfaction, and a foundation for continuous improvement efforts.
The document summarizes a '5S' project implemented at San Fernando Valley Pallet Company to improve organization and efficiency in their pallet production process. The 5S methodology involves Sort, Set in Order, Shine, Standardize, and Sustain. For each step, the document provides examples of how it was applied, such as establishing areas for sorted items, improving workstation layouts, implementing cleaning schedules, creating standard operating procedures, and auditing for continuous improvement. The overall goal was to create a cleaner, more visually structured workplace for increased safety, quality and productivity.
The 5S system is a workplace organization method that involves 5 steps: Sort, Set In Order, Shine, Standardize, and Sustain. The goals are to establish order and cleanliness, improve safety and efficiency, and sustain the new state. Originally developed in 1980s Japan, 5S creates a visual workspace that is self-explanatory through standardized processes and labels. Case studies show how applying the 5 steps leads to benefits like faster services, waste elimination, and continuous quality improvement.
5S is a methodology for organizing, cleaning, developing, and sustaining a productive work environment. It consists of 5 steps: 1) Seiri (Clearing up, sorting), 2) Seiton (Organizing), 3) Seiso (Cleaning), 4) Seiketsu (Standardizing), and 5) Shitsuke (Training and discipline). The document provides details on implementing each step of 5S, which includes identifying needed and unneeded items, designating storage areas, developing cleaning schedules, standardizing processes, and continuously improving through monitoring and training.
Factories are like People. They sweat & get dirty with the passage of time . People deal with this problem by bathing .
The 5S techniques help factories to wash off their accumulated oil , Dirt & grime.
Clean,Lean,Smart & freshness are the requirement of the competitive factories.
5S management is a workplace organization method that involves sorting, straightening, shining, standardizing, and sustaining five key disciplines. The document outlines each of the 5S elements: sort, straighten, sanitize, standardize, and sustain. It provides details on implementation steps for each element, such as using red tags to identify unneeded items for sorting, creating a storage grid and visual cues for straightening, setting a cleaning schedule for sanitizing, and establishing standards and inspections to sustain the system long-term. The overall goals of 5S are to optimize work performance, quality, safety, and cleanliness through establishing order and discipline in the workplace.
This document provides an overview of the 5S methodology, which is a workplace organization technique used to improve efficiency and reduce waste. It describes the five pillars of 5S - Sort, Set In Order, Shine, Standardize, and Sustain. Sort involves removing unnecessary items from the workspace. Set In Order means designating storage locations for necessary items. Shine refers to cleaning and maintaining a tidy appearance. Standardize is creating standardized processes. Sustain is maintaining the 5S standards through discipline. Implementing 5S can improve employee productivity, efficiency, and safety while reducing waste.
This document provides information on implementing the 5S methodology for workplace organization and cleanliness. It describes each of the 5S steps: 1) Sorting, 2) Systematic Arrangement, 3) Shining or Cleaning, 4) Standardization, and 5) Sustaining Discipline. For each S, it outlines objectives, benefits, implementation methods, examples, and what to look for to ensure proper implementation. The overall goal of 5S is to achieve higher productivity, quality and safety through an organized, standardized and clean work environment.
The document describes the 5S methodology, which consists of 5 steps - Sort, Set In Order, Shine, Standardize, and Sustain. The methodology aims to create a clean, well-organized, safe work environment through eliminating unnecessary items, properly storing and labeling necessary items, cleaning the workplace daily, standardizing processes, and sustaining these practices over time. Implementing 5S results in increased workspace, higher productivity, and improved safety. Each of the 5 steps is then further explained in detail, outlining the goals, key activities, success indicators, and checklists for evaluating implementation of each step.
5S is a workplace organization method that originated in Japan as a way to improve productivity. It involves sorting, straightening, shining, standardizing and sustaining a clean, orderly work environment. Implementing the 5S principles leads to various benefits like higher efficiency, improved safety and quality, increased motivation and reduced errors. The 5S methodology establishes a visual system to easily identify issues through a clean and well-organized workplace.
The document discusses the 5S methodology, which is a systematic approach to organizing the workplace that involves 5 steps: Sort, Set in Order, Shine, Standardize, and Sustain. It provides details on each of the 5 steps and how to implement 5S, including establishing visual controls and audit systems. Implementing 5S brings many benefits like improved safety, productivity and quality. The document emphasizes that successful 5S implementation requires full participation from all employees, strong leadership and commitment from top management, and making it a self-sustaining program.
The document discusses the concept of Kaizen and the 5S methodology. It defines Kaizen as continuous improvement and lists some tools to achieve it, including the 5S strategy. 5S stands for Sort, Set in Order, Shine, Standardize, and Sustain. It involves organizing the workplace to improve efficiency by removing unnecessary items, properly storing and labeling necessary items, cleaning the workplace, establishing standards, and sustaining the systems implemented. Implementing 5S brings benefits like increased productivity, improved quality and safety, and enhanced employee morale.
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Inspire: Igniting the Spark of Human Potentialgauravingole9
Inspire: Igniting the Spark of Human Potential
Inspiration is the force that propels individuals from ordinary to extraordinary. It transforms ideas into innovations, dreams into realities, and individuals into icons. This article delves into the multifaceted nature of inspiration, exploring its sources such as nature, art, personal experiences, and the achievements of others, and its profound impact on personal growth, societal progress, and cultural evolution. Through the lens of historical figures and timeless quotes, we uncover how inspiration fuels creativity, drives societal change, and ignites the spark of human potential.
As we navigate through the ebbs and flows of life, it is natural to experience moments of low motivation and dwindling passion for our goals.
However, it is important to remember that this is a common hurdle that can be overcome with the right strategies in place.
In this guide, we will explore ways to rekindle the fire within you and stay motivated towards your aspirations.
You may be stressed about revealing your cancer diagnosis to your child or children.
Children love stories and these often provide parents with a means of broaching tricky subjects and so the ‘The Secret Warrior’ book was especially written for CANSA TLC, by creative writer and social worker, Sally Ann Carter.
Find out more:
https://cansa.org.za/resources-to-help-share-a-parent-or-loved-ones-cancer-diagnosis-with-a-child/
Procrastination is a common challenge that many individuals face when it comes to completing tasks and achieving goals. It can hinder productivity and lead to feelings of stress and frustration.
However, with the right strategies and mindset, it is possible to overcome procrastination and increase productivity.
In this article, we will explore the causes of procrastination, how to recognize the signs of procrastination in oneself, and effective strategies for overcoming procrastination and boosting productivity.
11. Kaizen : continuous improvement for a better
5S: The first, simplest and fundamental Kaizen step
5S: based on continuous improvement, as applied to
one’s workplace.
Trains employees and management to systematically
implement change.
After 5S, company is ready for higher level Kaizen
activities.
12. Cleaner, Safer, well organized work place
Smoother and systematic workflow
Make work easier, faster and reduce
errors
Less ‘waste’ (time, effort, materials etc)
Make problems visible. Detect small
problems before it become bigger.
Give good impression to visitor ; customer,
auditor, supplier, etc.
If no measurable improvement, we have
not really done 5S (only decoration!)
Efficiency
Quality
Safety
13. “A company that cannot successfully implement the 5S’s cannot expect
to effectively integrate JIT, re-engineering, or any large-scale changes.
Good workplaces develop beginning with the 5S’s.
Bad workplaces fall apart beginning with the 5S’s.”
-HIROYUKI HIRANO-
14.
15. To sort and systematically discard items that are
not needed in the workplace.
• Create more space.
• Separate necessary & unnecessary items
• Reduce time waste in searching item.
• Eliminate unnecessary work in handling
unnecessary items.
16. • Change in sales @ production plan.
• Excessive or incorrect ordering.
• Habit of storing.
• “Sayang” or sentimental value.
• Not dare to dispose.
• No system for disposing item.
• Improper storage location /method
• Aged @ obsolete machines & equipment
• Damage by improper handling @ storage.
Cause of item accumulate
17. • Color tag @ label to indicate unneeded &
unsure items.
Red Tag
• For dispose assets & valuable items.
Scrap Notice
• List of unnecessary items found during audit.
Audit
• List of old items based on expiry date or time
period.
Age-list
• Conduct seiri as a team involving all member
at a fixed time.
Gotong-royong
18. 1. Immediately dispose any unwanted items (non value).
2. For value item @ un-sure items :
Red Tag & separate.
Report to Superior / Department HOD / 5S committee.
Take action as per instructed.
If no decision after 1 week, transfer item to “Seiri Area”.
Area / Machine PIC responsibility
1. Tag any unwanted items.
2. Note in audit checklist.
3. Follow-up during next audit either action has been taken or not.
Auditor responsibility
19. 1. Gather / collect all seiri item at designated “Seiri Area”.
2. 5S Committee @ Management need to make decision to :
Recycle @ re-use
Repair @ modify
Sell @ give away
Dispose @ destroy
3. Take action.
4. Repeat once per year (minimum).
What to do with Seiri Items
23. (SEIRI) TAMM-5S-001 :
RED TAG
Objective : To identify unnecessary/unsure items in the
working area
Procedure :-
1. Identify items to SEIRI. 1 TAG for 1 ITEM
2. Fill the required details in the Red Tag (except for
action and approval columns)
3. Record the information from Red Tag into the 5S
Red Tag Log
4. Red Tagged items must be claimed within (1) week
& must be approved by HOD.
5. Any Red Tagged item left @ not being claim after
(1) week must be transferred to Seiri Area
6. 5S Committee will conduct monthly audit to Seiri
Area and decide the next course of action.
7. The maximum period for items stored in the Seiri
area (LEFT AT IT IS) is 1 YEAR. Expired items
without any action may be removed automatically
by the 5S Committee.
24.
25. To arrange items in a neat & systematic manner for easy
retrieval & easy return after use.
1. Safety : increase safety
2. Efficiency : make work easier & faster
3. Neatness : Workplace more organized & look neat.
26. 1. Follow First In First Out (FIFO) method for storing items.
2. Each item need a dedicated location.
3. Each location & items should be label systematically.
4. Place item so that they are easily visible to minimize search time.
5. Achieve 30 seconds retrieval time for all items.
6. Separate rarely use item from frequently use items.
7. Place frequently use items at the point of use @ within reach of user.
7 Seiton Efficiency Principles
How to
Seiton
36. Before 5S After 5S - Cleaned, organized and drawers
are labeled (less time and frustration
hunting)
37. Objective : To shown the person in charge responsible on managing all 5S
activities in that particular location / area.
Procedure :
1. Each Department to assign
1 staff as Area Owner in each
area in charge
2. Use the standard format :-
Size : 10cm x 6cm
Background : White
Font : Arial (Black + Bold)
Laminated.
Attached PIC photo.
3. Paste at the top right side of the
door / cabinet / board.
PIC
5S
(DEPARTMENT)
(LOCATION)
(PIC NAME)
(WORKER’S NO.)
10cm
6cm
(SEITON) TAMM-5S-002 : AREA
OWNER
What are Area Owner responsibility?
To in charge all 5S activities for the
area
To prepare cleaning schedule
To carry out Red Tag activity
38. (SEITON) TAMM-5S-003 : LINE &
LABEL STANDARD
Label
Label
Ruang gap antara
garisan & item ;
0.5 ~ 1.0 inciC
Gap between
item & tape
0.5” ~ 1.0”
Line & Label Style 1
Label size/Font Style:
Floor (24mm(H), Font : Hel, Size :
24)
Table (12mm(H), Font : Hel, Size :
48)
Tape size
Floor : 2.0”
Table : 1.0”
Line & Label Style 2
Objective : To identify, marking & specify
a storage location for each item
(on the floor/table)
Line / Tape Color Coding :
Label must be printed using a label printer
Background = White
Font = HEL (Black + Bold)
Wording : ALL CAPITAL LETTERS
(General)item location
Schedule waste item only
Safety equipment/
Electrical panel
39. Line / Tape Size
Floor = 2.0”
Table = 1.0”
Don’t put any
item in this
area!!!
(SEITON) TAMM-5S-003 : LINE &
LABEL STANDARD
OR
40. (SEITON) TAMM-5S-003 : LINE &
LABEL STANDARD
Document Tray Label:-
Label must be printed using label printer
Must include “IN”, “OUT”, “KIV”
Label tray position (which suitable):-
1. Facing the owner
2. Facing to outward
IN
OUT
KIV
1st Level
2nd Level
3rd Level
For approval/review
To distribute/
For filing
Pending/To confirm
Label size/Font Style:
(24mm(H), Font : Hel, Size : 48, BOLD)
Note : All label must be written in CAPITAL LETTER
41. Objective : To increase work process efficiency.
Arrangement for working desk
must follow standard layout.
Only these item are allow to be left on
top of working desk ;
i. Laptop / Monitor / Keyboard / Mouse.
ii. Tray
iii. Telephone, calendar & Stationery
(SEITON) TAMM-5S-004 : WORKING
TABLE ARRANGEMENT
Telephone
calendar &
stationeries
Safety
helmet &
bag
42. <<During work>>
Only items/documents related to current task to be
on the desk.
Arrange all items & documents properly & neatly
before leaving table
No items @ files should be on the floor
Push the chair into the desk when leaving the table
<<After work>>
Properly close the laptop and place it in front of the
monitor/middle of the table
Make sure only the allowed item left on the desk.
Keep documents/files/other items before going home.
During work
After work
(SEITON) TAMM-5S-004 : WORKING
TABLE ARRANGEMENT
43. Don’t put / hang anything to the chair or
surrounding the work desk.
Only bag & safety helmet is allowed to be store
under the work desk.
Make sure all cable & wires are managed neatly.
Common table – Sharing items on the common
table must be labelled and zoning
(SEITON) TAMM-5S-004 : WORKING
TABLE ARRANGEMENT
44. ① Solo/Manager work desk
Calendar/
Stationerie
s
(Working area)
- Laptop,
- monitor,
- keyboard,
- mouse
(SEITON) TAMM-5S-004 : WORKING
TABLE ARRANGEMENT
45. ② Adjoin work desk
Calendar/
Stationerie
s
(Working area) - Laptop, monitor,
keyboard, mouse
(SEITON) TAMM-5S-004 : WORKING
TABLE ARRANGEMENT
46. ③ Confront work desk
(SEITON) TAMM-5S-004 : WORKING
TABLE ARRANGEMENT
Calenda
r/
Statione
ries
Calenda
r/
Statione
ries
47. ④ Four work desk
(SEITON) TAMM-5S-004 : WORKING
TABLE ARRANGEMENT
Calendar/
Stationer
ies
Calendar/
Stationer
ies
48. Example of working table arrangement in a department
(SEITON) TAMM-5S-004 : WORKING
TABLE ARRANGEMENT
Calendar/
Stationer
iesc
Calendar/
Stationer
ies
Calenda
r/
Statione
ries
Calenda
r/
Statione
ries
Calenda
r/
Statione
ries
49. Objective : To make the searching
& identifying of files more efficient.
Arrange file based on file numbers;
from left to right
Place the Index at the top left (right
door) of the cabinet
LABELLING
TAMM-5S-006 CABINET FILE
INDEX
File number
1) Dept. colour
code
2) Department
1) File title/
description
2) Font : Arial,
Size : 26
1) Volume no.
2) Sub colour code
(department)
101
Example of file no.
(Font : Arial, Size : 12)
Cabinet
No.
File
sequence
no.
Vol. 1
Department Colour Code
Font : Arial/Colour : Black
(Bold)
Size : 72 or which suitable
Year
Month
50. A. 532
A 5th file located in QA’s 3rd Cabinet
Placed in 2nd shelf. What is the file number?
B. 305
C. 325
D. 352
B. 305
51. Example of cabinet labelling (Full Height Cabinet – with door)
Label for cabinet:-
1) Area owner (HOD)
2) File index (document
files kept in the cabinet)
(SEITON) TAMM-5S-006 CABINET FILE
INDEX
52. Example of cabinet labelling (Full Height Cabinet – without door)
Side view
(SEITON) TAMM-5S-006 CABINET FILE
INDEX
53. Example of cabinet labelling
(Half Height Cabinet – with door)
Example of cabinet labelling (Half Height Cabinet – without door)
Side view
(SEITON) TAMM-5S-006 CABINET FILE
INDEX
54. (SEITON) TAMM-5S-007 METER GAUGE
LABELLING
Objective : To detect any abnormality visually
Procedure : colour indication
1. 2 colours – Normal/Abnormal
2. 3 colours – Normal/Control/Abnormal
Example of metre gauge colour label indication
3 colours
2 colours
55.
56. To clean & inspect the workplace thoroughly so that there
is no dirt on the floor, machines & equipment.
• Increase safety.
• Create comfortable work environments.
• Easier to identify abnormal @ problem.
• Detect small issue before it become big problem.
57. 4th Class
Workplace
•People make
mess
•No one cleans
up.
3rd Class
Workplace
•People make
mess
•Other group of
people who
cleans up.
2nd Class
Workplace
•People make a
mess.
•Cleans up by
themselves
1st Class
Workplace
•Nobody make
mess.
•Everyone
cleans up.
4 Level of Housekeeping
58. How?
Keep clean all the
time.
Keep clean as you
work, don’t wait
until after finish
Cleaning = Inspection.
Identify problem & rectify.
Don’t just dust away visible
areas only.
Daily cleaning.
Cleaning is part of work.
3-10 minutes before/after
work to clean & inspect
Best cleaning method.
Best method,
suitable tools
Not necessary the
easiest method
Clean the difficult areas.
Difficult to see ; top,
bottom, back, gap, etc.
Difficult to clean.
These areas must be
included in cleaning
schedule.
Cleaning tools.
Must be clean &
arrange properly.
Suitable with
cleaning method.
Success key:
Clear responsibility
Complete cleaning
schedule (who/when/how)
59. • Identify source and eliminate it
• If not possible, modify to carry
away dirt
Prevention
• Contain dirt/leakage to specific
area
• Clean regularly
• Do not allow dirt to spread
Containtment
• Comprehensive cleaning
schedule
• Good cleaning methods
Regular
Cleaning
SEISO STRATEGIES
60. Forklift FL01 PIC : Abu
Frequency Day/Time
Area /
Machine
Method PIC
Daily 8:30am – 8:40am Forklift
- Inspect as per checklist.
- Clean driver / seat area.
Mat
Weekly
Sunday
8:40am – 9:00am
Forklift
- Inspect battery, oil, water,
tires.
- Wipe & clean all areas.
Yope
Monthly
Last Sunday
4:00pm – 4:30pm
Forklift
- Wash.
- Clean engine with
degreasing agent.
John
Yearly
End of Jun
End of Dec
Forklift - Maintenance Service. Contractor
Sample of Cleaning Schedule.
65. Seiri
•1.Throw away
garbage
•2.Sort out and
take out any
unnecessary items
Seiton
1.Always return
tools @ equipment
back to its location.
2. Make sure all
item has its own
storage location.
Seiso
1.Daily cleaning &
checking as per
schedule
2.Keep clean
environment even
during working.
DAILY 3S – SEIRI + SEITON + SEISO
66. (SEISO) TAMM-5S-008 CLEANING
SCHEDULE
Objective : To plan & organize cleaning activities in the area/machine
Procedure :
1. Area owner or HOD prepare the cleaning schedule
2. All staff perform cleaning activities in each area/machine involved
3. Audit by Area Owner or HOD
Cleaning Schedule for Meeting Room 1 Area Owner : Nisa
Frequency Day/Time Description PIC
Daily 8:30am – 8:40am
- Clean the whiteboard
- Arrange table/chair
Nisa
Weekly
Every Sunday
8:30am – 8:40am
- Vacuum/Mop the floor
- Wipe table/chair
Cleaner
Monthly
Every 1st Sunday
monthly
8:30am – 9:00am
- Check window, door, and other
equipment; projector, clock, etc
- Clean difficult to see area
Nisa
Yearly
Every 1st Sunday in
year
8:30am – 9:30am
- Seiri activity
- Check all furniture
- Arrange for maintenance if necessary
Nadia
67.
68. To create & maintain high standard of workplace by
keeping everything clean & orderly at all time.
• Establish visual control systems.
• Clear guideline / SOP for all to follow.
• Clear understanding & information sharing.
• Improve operation & workflow.
69. 1. Repeat 3S daily and improve
2. Prepare & implement 5S Standard Guideline
o Prepare by Committee @ Management.
o Implement & follow by all.
3. Color coding & labeling.
o Use standard color code & label format.
4. Before vs after photos.
o Record & report.
o Can also be use as a guideline.
5. Checklist.
o Confirmation & evaluation.
6. Audit & Patrol.
How?
70. Confirmation
Checklist Evaluation
Checklist
• Based on Yes / No.
• No rating system.
• Easy to use.
• Suitable for daily / weekly
audit.
• Not good for comparison &
improvement.
• Based on rating/score (1-5 @ 1-10).
• Clear rating system.
• Each level / mark must have clear
criteria.
• Suitable for monthly audit &
competitions.
• Good for continuous improvement.
71. Item
Self
Audit
PIC /
Superior
Audit
5S
Committee
Audit
Management
Audit
3rd Party
Audit
Who to
conduct?
Self
PIC &
Superior
Committee
Member
Senior
Management
Customer /
Independent
How often? Daily Daily Monthly Random
Upon
demand
When to
conduct?
Before
start
work
Random Schedule Random
Upon
demand
Use
checklist?
No No Yes No -
Others
Report &
follow-up.
5S Audit
72. Before after pictures displayed and used as
reference
Pictures with points highlighted for emphasis.
Pictures used as checklist
STEP 1 STEP 2
5S Before & After Pictures
73. (SEIKETSU) TAMM 5S Y2020
COMMITTEE
Mikio Omori
Chairman
Yasuhiro Sahashi
Coordinator
(QA) Wan Ismail Hilmi
Leader
5S Promotion
(QA) Hidayah
Takayoshi Miyano
Advisor
5S Audit
(PR) Syimma
5S Guidelines
(LO) Azharuddin (FA)
5S Training
(HR) Nadia (HSE)
(AF) Afura
Secretary
TAMM 5S
GUIDELINE
S
74. (SEIKETSU) TAMM 5S Y2019
AUDIT RESULT
RANK Department Total Mark (%)
1 HR& GA 61.53
2 LOGISTICS 53.20
3 PRODUCTION 51.70
4
ACCOUNT &
FINANCE
49.73
5 QC/ISO & HSE 48.57
6 FACILITY 45.13
Y2020 COMPANY OBJECTIVE
100% STAFF INVOLVEMENT
70% 5S AUDIT SCORE
80% 5S QUIZ/EXAM SCORE
81. To train people to practice 5S system continuously so
that it becomes habitual & deeply ingrained in working
culture.
• It becomes a working habit.
• Develop discipline & team spirit.
• Enhance operation effectiveness in a better
working environment.
82. Training
•5S awareness &
knowledge
•Interest in 5S
Lead by example
•Start by me
•Self discipline
Team work
•Management -
employees
•Team effort
Bulletin &
newsletter
•Info & 5S progress
•Notice board, 5S
corner
Reward & recognization
•5S project/competition
•5S audit
JANUARY
How to
Shitsuke
87. WHAT TO PROPOSE IN
KAIZEN?
Production
Facilities
Safety/
Security/
Environmen
t
Office
work
Products
Quality
Proposal which only
includes complaints,
ambiguous in contents,
related to staff benefit will
NOT BE ACCEPTED!
90. WHO WILL REVIEW/EVALUATE
THE KAIZEN IDEA?
GENERAL MANAGER
Final Evaluation
PLANT SV & MANAGER
Secondary Evaluation
PROMOTER
Primary Evaluation
Appreciation – Grade 4 Grade 3 – Grade 1
Chairman
Committee
Members
Department
in Charge
(GA)
Kaizen
Committee
Meeting
91. Q1 : DO ALL KAIZEN PROPOSAL
ARE IMPLEMENTED?
• Proposal evaluation
• Implementation
• Award based on grade
Good idea, necessary
• Appreciation award
• Not implemented
Not implemented, good
idea, show effort
• Appreciation award
• Research
• Not necessary : finish
• Necessary : implement &
re-evaluate, award deduct
from previous award
Good idea, need
more details
• Appreciation award
• Research and presentation
• Committee meeting
• Award & certificate
• Award deduct from
previous award
Very good idea,
Grade 1-3
• Only for appreciation award
proposal
• Submit re-evaluation
• Re-evaluation
• Award deduct from previous
award
Not necessary
Necessary
92. Q2 : HOW AND WHEN THE PROPOSAL
IS RE-EVALUATE?
1st
Submissio
n
• Not implemented
• Appreciation award
1) Case/Time
Necessity
2) Research &
Implement
• Necessary
• (eg: Weight
bridge, phone locker)
& implemented
• Research, effective,
implemented
Re-
evaluation
• Submit re-
evaluation after
implementation
completed
• New award deduct
from paid award
before
93. Q3 : CAN WE SUBMIT KAIZEN FOR
OTHER DEPARTMENT?
Answer : Yes
Proposal
submission
Promoter review
the proposal &
HOD advise for
implementation
department
The proposal to
be evaluated by
implementation
department.
Promoter
Manager
HOD/GM define
the necessity of
the proposal and
evaluate
Proposer–Promoter
(Proposerdepartment)
Evaluationbypromoter
(Proposerdepartment)
EvaluationbyManager
(Implementdepartment)
EvaluationbyGM
(Implementdepartment)
94. Q4 : HOW CAN OTHERS ACCESS FOR
APPROVED KAIZEN?
•Documal (Document List Kaizen
Program)
•Common Server (00-Kaizen Program
0-Approved Kaizen Proposal)
Soft Copy
•Office Library (Training Materials)
Hard Copy
97. EXAMPLE OF KAIZEN PROPOSAL –
KAIZEN FORM
①
Proposer Details
Name : Zain
Staff ID : 0255
Dept : Facility
Proposed Date :
31/12/2020
Implement Dept :
Facility
②
Title : Key Box
Management at
Maintenance
Workshop
③
Before Kaizen:
-No key management
at Maintenance
Workshop
-Take time to find key
needed
-Not aware if key
loss/not returned
④
After Kaizen :
-Key are systematically
managed
-Safe time to find key
-Easy to trace lost/not
returned key
[Rev.2]-01032019
98. EXAMPLE OF KAIZEN PROPOSAL –
ATTACHMENT
CURRENT CONDITION AFTER KAIZEN
-No key management
-Take time to find key needed
-Not aware if key loss/not
returned
-Key are systematically
managed
-Safe time to find key
-Easy to trace lost/not returned
key
1) Before & After Kaizen picture/condition 2) Estimate cost/online price/quotation
3) Others
Propose location:
At the Workshop
entrance
100. TOTAL NO. OF APPROVED KAIZEN
PROPOSAL AND KAIZEN AWARD
RECEIVER 2017-2019
Year
Award Receiver
(Department)
% from Total
Proposal
2017 HR & GA 10/32 = 31.3%
2018 Production 26/72 = 36.1%
2019 Facility 64/186 = 34.4%
Company Objective FY2020
130 Approved Kaizen Proposal
60% of Kaizen Implementation
As 30 September : 118
approved Kaizen
2017, 32
2018, 72
2019, 186
2020, 191
0
50
100
150
200
250
2017 2018 2019 2020
No.
of
Approved
Proposal
Total No. of Approved Proposal
Target 2019 : 80
Target 2020 : 130
101. TOTAL NO. OF APPROVED KAIZEN
PROPOSAL BY DEPARTMENT
(JAN 2019 – DEC 2019)
Total number of
Approved Kaizen
Proposal
(Jan 19-Dec 19)
186 proposals
PR FAC LOG HSE QA HR ACC
2019 44 64 13 10 1 32 22
0
10
20
30
40
50
60
70
TOTAL NO. OF APPROVED PROPOSAL
102. PERCENTAGE OF IMPLEMENTED
KAIZEN BY EACH DEPARTMENT
(JAN 19-DEC 19)
Percentage of
Kaizen Implementation as
at 15/Nov/2020
65.6%
Department
Implemented/
Implementation
in Progress
Not Implement/
Not yet start
implementation/
No update
HR & GA 7 15
Accounts &
Finance
57 7
HSE 20 12
QA 6 4
Logistics 10 3
Facility 22 22
Production 1
Total Proposal 122 64
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
PR
FAC
LOG
HSE
QA
HR
ACC
PR FAC LOG HSE QA HR ACC
COMPLETED/IN PROGRESS -
√
18 49 10 5 15 5
COMPLETED/IN PROGRESS -
∆
4 8 1 5 2
UNIMPLEMENT/NO UPDATE
- X
22 7 3 4 1 12 15
IMPLEMENTATION STATUS