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– Achieving customer satisfaction through continuous improvement of products and processes with employee involvement. – 5S is relevant to TQM initiatives as it impacts on – a) continuous improvement – b) Employee Involvement
– Focuses on effectiveness of our actions. – Builds self dependency among people. – Takes a fresh look at life.
– Cleans up the work place. – Simplifies the work. – Reduces clutter. – Reduces the time spent in “looking for”
Common statements showing resistance to 5S
• We have done it and it was of no use. • We do not have time for it. • In our company it is not possible as we require everything at a moment’s notice.
What is the cost of NOT following 5S?
• Time we search for things… Time we move around the needless things to get to the thing we need. • Time to replace after use of an item. • Apart from this,
– Storage space – Storage and handling equipment – Power to lift the articles
Absence of 5S results in
• • • • • Work place is disorganised. People have poor motivation. Crisis happens routinely. Frequently things are “lost” “Mound” principle of operation.
In TQM there are 7 types of wastes
• Wastes due to avoidable
– Motion – Waiting – Transportation – Overproduction – Over Processing – Inventory – Correction and rework
In 5s we address two of them
• Waste due to avoidable MotionUnnecessary movements and energy to perform a given task
– Walking up to get a pad/answer phone .
• Waste due to avoidable Waiting-Idle time because some document is not ready or available
– Customer waiting till I trace a bill,
5 S does not mean just cleaning up the place
• 5 S is mistaken with cleaning up the area (like during Diwali). • There is no truth in this. 5 S does not mean you once in a way clean up things.
– It means that you adopt a way of working that helps your area to stay clean and safe. – It means the company is going to follow a system to help cleanliness and orderliness.
5S is not a stand alone technique it is part of TQM Initiative.
• Many companies including Toyota have implemented 5S as a part of their TQM initiatives. • TVS Motors in India was the pioneer to take 5S to office areas also. (the company won the Deming prize)
What are the steps of 5S?
SHITSUKE sustain SEIKETSU Standardise
Spick and span
Another view of 5S
Spick and span
1 S –Sort out
• Draw a sketch of your work area. • Visualise all the things that are there. • How many of them you really need and how many of the articles you do not need? • Make a list category wise
– – – – – I need it daily I need abut once a week I need once a month I need once a year When did I use it last? (or what is this?)
Do it for your purse or wallet!!!
Exercise -5 minutes
I need Always
My area Take a photo if possible
Make a tabular form -20 min
Item a) Materials Pad, Stapler, Envelope, b) Documents BE Certificate Customer addresses c) accessories Back up CD Extension cord Speaker & phone Y Y Y Y Daily Y Y Y Y Y Weekly Monthly Yearly
Run a Red Tag campaign
• Those things which are absolutely not required/rarely required/materially will not affect even if you lose them are to be put a red tag and removed from the work place. • Copies of procedures, office copies of papers sent ,rough drafts working sheets, need to be scrutinised ruthlessly. • Ask WHY do I need? Often.
Challenge of introducing 5 S in Offices
• None of us can get past the 1st S without some pangs of guilt because we are habituated to be “hoarders” • We have all along been hoarding and it is not easy to give up. However, try the following:
– – – – – Try minaturising the information. Transfer the information assets to Library Share and Use assets commonly. Declare a date beyond which it is obsolete data. Do it in stages (but do it.)
Challenge exists in factories also
• • • • • • • • Invalid instruments Obsolete drawings Old Dies Damaged parts Old machine sub assemblies for salvaging Electrical items, just in case Drums and cans (for storing the above) Ply wood boxes and cartons (for tea meetings)
2 S –Systematically arrange
• Arrange the things from the easy access pint of view. • Daily used things the nearest. • Rarely used things the farthest. • Minimise movements and reduce waste of time.
Use photography to design every workplace
Before Score 1-10
Now Score 1-10
Redesign the workplace
• Use the following principles and redesign your workplace.
• Do all 5S in weekends to avoid disturbing others.
Principles of redesigning the Workplace
• Work area to be outlined setting it apart from storage area. • For things used often use shadow boards and use the wall (if you have one). • Use modular shelves (so that you can be flexible) • Use the vertical dimension. • Cables to be routed unobtrusively. • Heavier things to be kept at a lower height.
A weekend diary of 5 S team
• Copy-Fax-Mail area Improved locations of equipment and bulletin boards for easier access Got nicer mailboxes and mounted above table (easier to see and reach) Got equipment wires off floor (looks nicer and easier to clean floors) Mounted wall holders and signage for outgoing mail and fax cover sheets Removed bulleting boards by copy machine Created specific location for small tools Old Plant Record Storage Area After team discussions and with input from other departments came up with the following plan. Relocate office record storage area to another room. QA engineer will move to old office record storage area. Machining supervisor will move to QA engineer old room. Moved a lot of old furniture to 5S red tage area (JPE area) Moved old records (boxes) to new office record storage area Tooling Engineer Office Rearranged furniture for better work flow Moved in blueprint printer Sorted out stuff in cabinets
Group Exercise- 20 min
• Please redesign your work place based on the frequency based categorisation of needed articles,
Record Storage area
Before Now!! Free for other uses
Copy mail area
3 S Spick and span
• It is not only cleaning the place.
– Lighting- Is it right? – Ventilation-Is it adequate? – Dust –why to inhale the dust? – Dirty printers and xerox machines who is responsible?
• Work out a schedule for spick and span. • Make person owner of an area and let him look after the spick and span aspect
3 S Checklist
Item no Lights Lifts Xerox A/C Electrical Passage
3rd S checked for Illumination Smooth operation Scrap paper Water leakage, noise Loose wiring Cartons, unknown objects
• Walk through is a must to identify the weak points of spick and span. • Perform walk through with different team members every week and ask them to identify areas for improvement.
• You need to try hard because, we live with notions like
– Superior person means he can dirty the place and the inferior person has to clean up. – I tidy up my place by throwing the dirt in your area (and vice versa). – Start all activities without planning for disposal of the waste of that activity eg eating Panipuri on the roadside stall.
4 S Standardise
• Set some standard ways of working that 5 s becomes the way of living.
– Put up signages. – Put up common utilities and mark them. – Keep a board “what is where?” – Keep a board “how much ?” – Make spaces transparent
Kanban helps 5S
• Kanban is a system by which we control the inventory by visual tags.
– When tea bags are exhausted a slip is placed in the passage for the care taker to take and bring the tea bags. – When stationery is exhausted, a slip is placed in Admin for refill. – This technique helps 5S.
This is not enough
• All systems need to run lean and this needs working at all levels. Eg Why do all of us need 500 visiting cards? • 4 th S requires management commitment and action.
Group Exercise-20 minutes
• Identify the initiatives you can suggest for implementing 4th s in our company.
5 S Self Discipline
• Institute an audit process • Install a recognition process • Introduce an experience sharing mechanism. • Implement best practices. • Take feedback from all the stakeholders especially outsiders/ • Show commitment –posters etc
5S A udit C hecklist A rea No
A specimen audit sheet
D ate of audit N am e of auditor 4th S 5th S
C heckpoint 1st S 2nd S 3rd S 1 P assage and stair case 2 A ccounts group 3 m arketing dept 4 C onference area 5 C om m on facilities 6 U P S and B attery 7 S erv er R oom 8 T raining area 9 V isitor room 10 S tores C olour code R ed P oor A m ber som e gaps G reen E x cellent In case of red, nex t higher lev el S is not seen
Make a plan to introduce 5S
• • • • • • • A schedule Team leader and members Review mechanism Facilitation and handholding Budget Champion from management team KEEP THE VISIBILITY HIGH !!
A specimen schedule
• Date 0 Training the resource persons and allocation of areas. • Weekend 1-Sort out • Week 2- Planning for 2nd S • Week end 2-Implement 2nd S • Week 3- Commence 3rd S • Week 6- Commence 4th S • Week 8-Commence 5th S
• Please refer to the handout
• How will you overcome the resistance of the manager who says “I think 5S is too stupid a concept for me to believe in” • Prepare a schedule of implementing 5 S for a godown storing different parts and equipment. • How do you implement a spick and span in office area? • What could be 2nd S for a training dept? • What could be the 4th S for a canteen? • How can we recognise a person who follows 3 S regularly ? • What are the TQM concepts we touched on while we dealt with 5s?
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