Presentation BY

Quality & Technical Services Faculty : Akash Batra

Objectives
Understand the principles and practice of 5s with a special

focus on practice of 1s and 2s. To understand and correlate 3M and 5s.

3M and 5s
Waste elimination through 5s : some examples

Motion Waste Person sent to find cart searched full factory Searching Waste No one can find the key to the tool cabinet Waste of Human Energy Frustrated worker gives up searching for template after two hours Waste of Excess Inventory Desk drawers are full of papers and stationary supplies Waste of defective products Items not kept back in the same location so worker picks up wrong piece for assembly Waste of unsafe condition Boxes of material kept in the walkway, causing someone to trip and get injured

What is 5 S ?
5 S is a step wise method to
Remove unnecessary items Reduce the searching time of the items

Inspect while cleaning

Standardize arrangement to avoid misplacing

Self discipline

Elements of 5S
1 S - Seiri 2 S - Seiton
3 S - Seiso
Sort Set in Order
Shine Standardise

4 S - Seiketsu 5 S - Shitsuke

Sustain

STEP 1

SEIRI
SORT

Step 1 - SEIRI

Definition
Seiri means that

You remove all items from the workplace that are not needed for current production / operations

Step 1 - SEIRI

Key to doing Seiri!!

DO NOT
Throw out only those items which you are sure you will not

need Only arrange all the items into neat patterns

KEY

WHEN IN DOUBT,THROW IT OUT

(Remove from your workplace into red tag area)

Step 1 - SEIRI

Why ?
The factory becomes extremely crowded and hard to work in. Lockers, shelves and cabinets for storage get in the way of communication Time is wasted in tools, parts searching Excess Stock hide production problems Unneeded items and equipment make it harder to improve process flow

Done with the objective of saving and recovering space

Step 1 - SEIRI

10 Steps to doing SEIRI

SN What to do Who does it

1.
2. 3.

Identify the coordinator

Identify the zones Identify the Zonal coordinator

CEO
Coordinator CEO/Coordinator

4.
5. 6. 7.

Identify the Red tag holding area

Define the Red Tag Establish Criteria for red tag

Coordinator
Coordinator CEO/Coordinator

Establish frequency for doing red tag CEO/ Cordinator

8.
9.

Do the red tag

Identify the Review Committee

All persons
CEO Review Committee
10

10. Review/Dispose the Red Tagged Items

Step 1 - SEIRI

5S Organisation Chart
CEO

5 S Coordinator

Review Committee

Zonal Coordinators

Zonal Team Members

11

Step 1 - SEIRI

ZONES
The company to be divided into several small zones to

include every inch of space in the company (including Work area, office area, Security cabin, canteen, toilets, garden, area adjacent to factory wall, etc) Each zone to have a zonal coordinator

12

Step 1 - SEIRI

Red Tag Holding Area

Red tag Holding area This is an area set aside for use in storing red tagged items that need further evaluation
(Why- It gives you a safety net between first questioning whether something is needed, and actually getting rid of it)

Types of Red Tag Holding Area

Local Red Tag area The Dept / Zones / Area can have individual red tag area to avoid mix up of items with other areas Central Red Tag Area Later it would be better to have a central red tag area for disposal

13

Step 2 - SEITON

Deciding Appropriate location

Principles of Motion Economy for waste elimination

Start and end each motion with both hands moving at once Both arms should move symmetrically and in opposite directions Keep trunk motions to a minimum Use gravity instead of muscle Avoid zigzagging motions and sudden change in direction Move with a steady rhythm Maintain a comfortable posture with comfortable motions.

Step 1 - SEIRI

RED TAG
Red

Tag can be a paper tag with the following information

What is the item? How much Quantity? Why is it removed out

(damaged,

excess, etc)? What is approx value? Section from where the item is removed? Date identified Persons name who identified

Establish the frequency and make a calendar for doing red tag
15

Step 1 - SEIRI
EXAMPLE OF A RED TAG

RED TAG
Category
1. Raw material 2. In-process stock 3. Semi-finished goods 4. Products 5. 6. 7. 8. Machine and other equipment Dies and Jigs Tools and supplies Other

Item name: Manufacturing No.:

Quality: OK / NG

Door PX-180X

2 Units

Value:

Rs.

Step 1 - SEIRI

TYPES OF RED TAGS

5 S Red Tag
JH Red Tag Quality Defect Red Tag

Over Inventory Red Tag

Incoming Inspection Red Tag

17

Step 1 - SEIRI

Criteria for Red Tag

Every person asks to all the items around his / her workplace Is this item needed ? If it is needed, is it needed in this quantity? If it is needed, is it required very frequently?

If Answer is NO

REMOVE FROM WORKPLACE

18

Step 1 - SEIRI
RED TAG TARGETS

Types of items

Inventory

Raw materials, procured parts, processing parts, inprocess inventory, assembly parts, semifinished products, finished products

Red-tag targets

Equipment

Machines, equipment, Jigs, Tools, cutting bits, gauges, dies, carts, conveyance tools, worktables, cabinets, desks, chairs, supplies

Physical areas

Floors, walkways, operation areas, well, shelves, warehouses

Identifying Red-Tag Targets

Step 1 - SEIRI

RED TAGGING
The best way to carry out red-tagging is to do the whole target area quickly

RED TAGGING SHOULD BE A SHORT AND POWERFUL EVENT

20

Step 1 - SEIRI

Review the Red Tagged Items

The review team would consist of senior members who can take

decisions on disposal, it must include personal buying new items

First a purchase ban on all items red tagged till inventory lasts

Review the items accordingly

Keep the item where it is Move the items to the Red Tag area Store the item away from the work area to another area Hold the item in the local red tag area for evaluation Disposal of the item

Record the oldest tag

Target the disposal of the tagged items

21

Step 1 - SEIRI

DISPOSAL METHODS
Description Dispose of as scrap or incinerate items that are useless or unneeded for any purpose. Sell off to other companies items that are useless or unneeded for nay purpose. Return items to the supply company. Lend items to other sections of the company that can use them on a temporary basis. Distribute items to another part of the company on a permanent basis. Send items to the central red-tag holding area for redistribution, storage, or disposal.

Treatment Throw it away Sell

Return Lend out

Distribute Central redtag area

Notes Page

STEP 2

SEITON
SET IN ORDER

Step 2 - SEITON

Definition
Seiton means that

You arrange needed items so that they are easy to to use and visualise them so that anyone can find them and put them away

Step 2 - SEITON

Why ?
SEITON is important because it helps eliminate many kinds of waste in the

workplace Motion Waste Person sent to find cart searched full factory Searching Waste No one can find the key to the tool cabinet Waste of Human Energy Frustrated worker gives up searching for template after two hours Waste of Excess Inventory Desk drawers are full of papers and stationary supplies Waste of defective products Items not kept back in the same location so worker picks up wrong piece for assembly Waste of unsafe condition Boxes of material kept in the walkway, causing someone to trip and get injured

Step 2 - SEITON

Steps to do SEITON
Step A Deciding Appropriate location
1. Principles of Storing jigs, tools, dies to eliminate waste

2. Principles of motion economy to eliminate waste

3. 5 S Map to decide location

Step B Identifying location

1. Signboard Strategy 2. Colour coding Strategy 3. Painting Strategy 4. Outlining strategy

Step 2 - SEITON

Deciding Appropriate location

Principles of Storing Jigs, Tools & Dies for waste elimination
1.

2.
3.

4.
5.

6.

Locate the items in the workplace according to their frequency of use Place frequently used items near the place of use Store infrequently used items away from the place of use Store items together if used together, and in sequence if used in sequence. Devise a Just let go arrangement for tools (eg. suspend the tools) Make storage space larger than the item so that easy to put back Eliminate the variety of jig, tools an dies by creating multi function jigs, tools and dies. Store tools according to function or product based on the type of usage

Step 2 - SEITON

Deciding Appropriate location

Principles of Motion Economy for waste elimination

Start and end each motion with both hands moving at once Both arms should move symmetrically and in opposite directions Keep trunk motions to a minimum Use gravity instead of muscle Avoid zigzagging motions and sudden change in direction Move with a steady rhythm Maintain a comfortable posture with comfortable motions.

Step 2 - SEITON

Deciding Appropriate location

Principles of Motion Economy for waste elimination (contd.)

Use the feet to operate on and off switches for machines Keep materials and tools close and in front Arrange materials and tools in the order of their use. Use inexpensive methods for feeding in and sending out materials Stand at a proper height for the the work to be done Make materials and parts easy to pick. Make handles and grips in easy to use and efficient shapes and positions

Step 2 - SEITON

SEITON

Operator returns tool without having to step back or look

Tools Kept Close at Hand and Stored in the Order Used

Step 2 - SEITON

SEITON
Before Improvement Workpiece After Improvement Workpiece Parts

Parts

Parts stand

Parts stand (slanted)

Worktable Worktable was too wide. Parts stand was too far away. Parts were laid out horizontally, making them hard to see and reach.

Worktable (two-thirds width reduction) Worktable was made smaller (two-thirds width reduction). Parts were put within closer reach. Parts were laid out on a slant, making them easier to see and reach.

Step 2 - SEITON SEITON

Before Improvement After Improvement

Plastic sheets for packaging

Workpiece

Conveyor

Conveyor

Plastic sheets were kept on the rack behind the operator. The operator was forced to turn around each time he needed a plastic sheet. The turning motion required four seconds.

Now plastic sheets are hung on a hook in front of operator. The operator does not have to turn around. Four seconds of motion waste are eliminated.

Step 2 - SEITON

Deciding Appropriate location

5 S Map to decide locations

Steps in making a 5 S Map of existing layout

1. 2. 3. 1. 2. 3. 4.

Make a floor plan or area diagram of the study area Draw arrows in process flow sequence. For every operation there is one arrow. Search for areas of waste based on principles shown earlier. Make new 5 S map. Draw arrows again. (Use several iterations till most efficient one is reached) Find out the feasibility and time period to make the layout change Implement the new layout by moving parts, tools, mahines etc. Continue to further improve the layout

Steps in making new proposed 5 S Map

Step 2 - SEITON

BEFORE
OUT

Deburring

Cleaning

Grinder #2

Grinder #1

IN Loader

Heat treatment

Roller

Step 2 - SEITON

AFTER
Roller Grinder #2 Heat treatment

3
Grinder #1

4 5
Cleaning

1
Loader

6
Deburring

IN

OUT

Step 2 - SEITON

Identifying location
Signboard Strategy

The signboard strategy uses signboards to identify what, where and how many.
Location indicators (where does the item go)
Item indicators (what item goes here) Amount indicators (how many items go here)

Step 2 - SEITON

Identifying location
Colour coding Strategy

Colour coding strategy can be use to indicate which items is used for which part

Examples Different colours can be allotted to different oils and the oil bath to be marked the colour of the type of oil to be used If certain items are used for making the same part then the items can be colour coded the same colour and kept in a location having the same colour. Utility pipe lines can have standard colours. Coloured direction arrows can be made indicated type of fluid Inventory levels can be colour coded to indicate the critical, designed, reorder and excess levels

Step 2 - SEITON

Identifying location
Painting Strategy

The Painting Strategy is a method for identifying locations on floors and walkways
Factors to keep in mind while using painting strategy In process inventory should be positioned carefully for best process flow Floors should be leveled or repaired before painting Walkways should allow for safety and smooth flow esp at the turns Divider lines should be 2 or 4 inch wide Paint color MUST be standardised. Colours should be bright

Step 2 - SEITON

Identifying location
Outlining Strategy

Outlining is a method to show which jigs and tools are stored where.

Outlining means drawing outlines of jigs and tools in their proper locations

Notes Page

Notes Page

STEP 3

SEISO
SHINE

Step 3 - SEISO

Definition
Seiso means that

You need to keep everything swept and clean

This is done with the objective of inspecting for abnormality detection and taking faster corrective actions

Step 3 - SEISO

Why ?
SEISO avoids certain problems Puddles of oil or water lead to slippages and injury Cutting chips, dirt can get mixed up in the production resulting in defects Cutting chips can get into peoples eyes and create injury Windows are so dirty so no sunlight enters Defects are less obvious in the dark

Step 3 - SEISO

Steps to do SEISO
Determine Shine targets Storage space, Equipment or Empty Space Determine Shine assignments Divide job based on area of cleaning Divide job based on time of cleaning Determine Shine Methods Choose the right tools Shining should take 5 minutes How much to shine should be defined Prepare tools Keep tools near location of shine Start to Shine Clean thoroughly

Notes Page

Step 3 - SEISO
Sample Manual on Exposing Seven Types of Abnormality
Abnormality 1. Minor Flaws Contamination Damage Play Slackness Abnormal phenomena Adhesion Lubrication Lubricant supply Oil level gauges Dust, dirt, power, oil, grease, rust, paint Cracking, crusting, deformation, chipping, bending Shaking, falling out, tilting, eccentricity, wear, distortion, corrosion Belts, chains Unusual noise, overheating, vibration, strange smiles, discoloration, incorrect pressure or current Blocking, hardening, accumulation Insufficient, dirty, unidentified, unsuitable, or leaking lubricant Dirty, damaged, or deformed lubricant inlets, faulty lubricant pipes Dirty, damaged, leaking; no indication of correct level Nuts and bolts: slackness, missing, cross-threaded, too long, crushed, corroded, washer unsuitable, wing nuts on backward. Machine construction, cover, layout, footholds, space Covers, construction, cover, instrument, position and orientation, operating-range display Position of lubricant inlet, valves, switches, and levels; footholds Machine layout; position of valves, switches, and levels; footholds Position of pressure gauges, thermometers, flowerets, moisture gauges, vacuum gauges, etc. Examples

2. Unfulfilled Basic Conditions

Tightening 3. Inaccessible Places Cleaning Checking Lubricating Tightening Operation

Adjustment 4. Contamination Sources Product Raw materials Lubricants Gasses Liquids Scrap Other Leaks, spills, spurts, scatter overflow Leaks, spills, spurts, scatter, overflow Leaking, spilt, and seeping lubricating oils, hydraulic fluids, fluids, fuel oil, etc. Leaking compressed air, gasses, steam, vapors, and levers; footholds Leaking, spilt and spurting cold water, hot water, half-finished products, cooling water, waste water etc. Flashes, cuttings; packing materials, and nonconforming products Contaminants brought in by people, fork-lift trucks, et. And infiltrating thought cracks in buildings

Step 3 - SEISO
Sample Manual on Exposing Seven Types of Abnormality (Contd.)

5. Quality Defect Sources Foreign matter Shock Moisture Grain size Concentration Viscosity Machinery Piping equipment Measuring instruments Electrical equipment Jigs and tools Spare parts Makeshift repairs Floors Steps Lights Lifting gear Other Inclusion, infiltration, and entertainment of rust, ships, wire scraps, insects, etc. Dropping, jolting, collision, vibration Too much, too little, infiltration, defective elimination Abnormalities in screens, centrifugal separators, compressed-air separators, etc. Inadequate warning, heating, compounding, mixing, evaporation, stirring, etc. Inadequate warning, heating, compounding, mixing, evaporation, stirring, etc Pumps, fan, compressors, columns, tanks, etc Pipes, hoses, ducts, valves, dampers, etc. Temperatures, pressure gauges, vacuums gauges, ammeters, etc. Wiring, piping, power leads, switches, plugs, etc. General tools cutting tools, jigs, molds, dues, frames, etc. Standby equipment, spares, permanent stocks, auxiliary materials, etc. Tape, string, wire, metal plates, etc. Unevenness, ramps, projections, cracking, peeling, wear (steel deck plates) Too steps, irregular, peeling anti-slip covering, corrosion, missing handrails Dim, out of position dirty or broken covers, no safety or emergency stop devices Wire, hooks, brakes, and other part of canes and hoists Special substances, solvents, toxic gases, insulting materials, danger sings, protective clothing, etc.

6. Unnecessary and Non-urgent Items

7. Unsafe Places

Notes Page

Notes Page

Step 3 - SEISO
TABLE 1. TYPES OF LEAKAGE AND GRIME
Type Oil How Carried or Spread Airborne Overflow Sticking Spillage Steam and Water Air and Gas Burrs and Filings Sand and Dust Pellets Oil Mist Parts and Materials

Explanation Escapes from holes or cracks Overflow from full containers Sticks to people, equipment, carts, and materials Spilled while replenishing, collecting, disposing, cleaning, or the like Liquids spread along wires, pipes, etc., and leak Seeps out from holes or cracks

Spreads Seepage Falls

Things fall from shelves, conveyor belts, or the like

[Appendix (iv)]

Step 3 - SEISO

SPIC & SPAN

If theres Lesser No. of Items there is Lesser to Clean
One is Best
One page memo One day Processing One location Files One copy Filing

Reduce no of Tools
Reduce no. of bolt sizes Use of winged nuts Consolidate kinds of oil Combine various tools into one Any others...

STEP 4

SEIKETSU
STANDARDISE

Step 4- SEIKETSU

Definition
Seiketsu means that

You need to create a consistent way of doing tasks and procedures.

This is done with the objective of ensuring that the condition does not deteriorate back to the condition it was before implementing 1S, 2S and 3 S.

Step 4- SEIKETSU

Why ?
SEIKETSU avoids certain problems Conditions go back to their old undesirable levels even after

company wide implementation of 5S At the end of the day piles of unneeded items are left from the days production and lie scattered. Tool storage sites become disorganized and need to be put in order at the end of the day. Cutting chips constantly fall on the floor and need to be swept frequently Even after implementing 1S and 2S, soon the office is cluttered with more stationary supply than needed.

Step 4- SEIKETSU

Steps to do SEIKETSU
Step A : Making it a habit Decide who is responsible for 1S, 2S, 3S activities Integrate 1S, 2S, 3S duties into regular work duties Check on how well 1S, 2S, 3S conditions are being

maintained Step B : Prevention Prevent unneeded items from accumulating Prevent from having to put back things

Step 4- SEIKETSU

Making it a habit
Decide who is responsible for 1S, 2S, 3S activities Everyone must know exactly what they are responsible for doing and

exactly when, where and how to do it. Zone layout with responsibilities and frequency 1S, 2S, 3S cleaning instructions Integrate 1S, 2S, 3S duties into regular work duties Visual 5S (Abnormal conditions are seen at a glance) Five minute 5S (Efficient and quick solutions are given for doing cleaning) Check on 1S, 2S, 3S maintenance level AUDIT Create Standards

NECESSARY ITEMS
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. Operator Location Machine Air Gun Power Supply Water Line Out Put Bin Inspection Table Tool Cabinet Chip Bin Dust Bin Fire Extinguish
3

1 5

2 6 4

7 11

10

Step 4- SEIKETSU

Prevention
In spite of all the instructions in place we find that the cleanliness keeps deteriorating and requires regular reminders. Now it is required to take it to the next level

PREVENTION
Ask why does this happen repeatedly till you get to the root (5 why) and then attack the source with fundamental improvement.

Step 4- SEIKETSU

Prevention
Prevent unneeded items from accumulating
Normally unneeded items keep accumulating; we need to clear them

regularly doing 1S.

To avoid this, find out why the unneeded item is even entering the workplace.
To achieve no unneeded item from entering the workplace we need to implement

JIT

Step 4- SEIKETSU

Prevention
Prevent things from having to be put back

There are two ways to do this Make it difficult to put things in the wrong place

This relies heavily on discipline and visual controls

Use 5 W and 1 H approach and eliminate the need to put back

Make it impossible to put things in the wrong place

Step 4- SEIKETSU

5W + 1H
What? Is wrong

When?
Where? Who?

Is causing the problem Does it happen

Is the problem (Location)

Does it

Why?

Is responsible for it

Does it happen Does he do it this way and

How?

Else could it be done

Do we improve the situation

Step 4- SEIKETSU

Prevent from putting things back

This can be achieved by following methods
Suspension

Incorporation
Use Elimination Tool Unification Tool Substitution Method Substitution

Step 4- SEIKETSU

Prevent from putting things back (contd.)

Suspension Suspend the tools with a spring balancer. Once the use is over the operator just lets go and the tool goes back to its desired position

Incorporation Here create a flow of goods such that jigs, tools and measuring instruments are smoothly integrated into the process and hence stored in the place of usage Example fix a measuring gauge on the conveyor, eliminating the need of picking up the gauge and measuring and putting the gauge back

Step 4- SEIKETSU

Prevent from putting things back (contd.)

Use Elimination There are three ways to achieve this Tool Unification Tool substitution Method Substitution

Step 4- SEIKETSU

Prevent from putting things back (contd.)

Tool Unification This means combining the functions of of two or more tools in a single tool.

(eg.Reduce the variety to fasteners with a common size fasteners)

Tool Substitution This means use use something other than a tool to serve the same function

(eg. Replace a wrench turned bolt to hand turned butterfly - grip bolts)

Step 4- SEIKETSU

Prevent from putting things back (contd.)

Method Substitution Eliminate the method used to avoid using tools

(eg. Changing wrench turned bolts to butterfly-grip bolts does not eliminate the process of tightening. But usage of clamps, cylinders, pins etc can eliminate the need to twist the bolt)

STEP 5

SHITSUKE
SUSTAIN

Step 5 - SHITSUKE

Definition
Shitsuke means that

You need to make a habit of properly maintaining correct procedures

Done with the objective of achieving higher productivity and better quality through higher employee morale.

Step 5 - SHITSUKE

Why ?

SHITSUKE avoids certain problems

Unneeded items begin pilling up as soon as sorting is completed.

No matter how well Set in Order is planned and implemented, tools and jips do not get returned to their designated places after use. No matter how dirty equipment becomes, little or nothing is done to clean it. Items are left protruding into walkways, causing people to trip and get injured. Dirty machines start to malfunction and produce defective goods.

Step 5 - SHITSUKE

HOW to implement Shitsuke

Awareness Time Structure Support Rewards and recognition Satisfaction and Excitement -

All need to understand what 5S is about Time has to be allocated to do the 5S A Structure has to be formulated on how and when 5S activities will be done Management support needed in acknowledgement, leadership and resources. Efforts need to be recognized This needs to be shared in the entire organization

Step 5 - SHITSUKE

Tools and Techniques for Shitsuke

5S Slogans 5S Posters 5S Photo Exhibits 5S Newsletters 5S Maps 5S Pocket manuals 5S Department tours 5S Competitions 5S Policy 5S Pledge

SHITSUKE

Production Dept. 1, Press Section

5S Map

Please post your suggestions for 5S improvements. Press A3 Transfer line A (Mined Tags

Die storage area

Press A1

Press A2

5S Improvement Tag
Rest area Offic e Pencil Othe r
Meter Storage

November 10 Suggeste d by:

Press B3

Transfer line B

Washington
Press Press 4 6 Parts storage area Mixture
(Sucuki )

Memo : Parts storage method is incorrect.

Press Press 5 7

1 aes

5S Abnormality tags

WHAT DO WE EVALUATE
1. Promotional Activity Organisation to drive the movement
Education & Training Promotional Meeting

Continuous monitoring & supervision Posters calling for participation

Monthly review Awards

Allocation of funds

WHAT DO WE EVALUATE
2. 5S Deployment

Zone allocation
Finalisation of checklist Timebound plan

Target setting Tracking benefits

Responsibility identification

WHAT DO WE EVALUATE
3. Kaizen Projects
Awareness on how to identify grime Awareness on how to deal with causes Implementation of Kaizen Projects Interdepartmental and team participation

WHAT DO WE EVALUATE
4. Technical Training 5. Maintenance Improvement How to generate Kaizen ideas

Evaluation Plan

6.

Schedules Defined criteria for level identification Decided formats & Grades Trained evaluators

System of follow-up activity

ADVANTAGES OF

5S
Nice to work in a clean, beautiful, organised workplace
Time taken to reach things minimized

Lesser time wasted in information handling

Problems detected fast Machine/Production down-time reduced

Lower cost of production

More usable space

ADVANTAGES OF

5S
(Contd.)

Better preventive maintenance

Higher employee involvement

Reduction in errors/defects due to standardized procedures Consistent and better quality product

Higher productivity
Lesser accidents Higher employee morale

More time for improvement activities

CRITICAL FACTORS/STEPS IN IMPLEMENTING 5S

Top Management commitment Leadership by location head Awareness Training Programme for all employees (concepts, rules, steps, benefits) Launching of 5S programme, promotion through badges, posters, booklets, banners Allocation of funds Identification of 5S areas

RADAR CHART
Now is the time for full evaluation of the effectiveness of 5S checking according to the type of workplace. Results should be posted up and prizes can be given as an incentive for further improvement.

CHECKPOINTS Usage Separate checklists can be prepared according to the type of workplace (e.g. officer, factory floor). They give a detailed evaluation of the effectiveness of 5S in each workplace. Results can be used as the basis for a 5S Contest.

RADAR CHART (Contd.)

Explanation of major items
1. 5S Divided into Zones & Clearing Up (Seiri), Organizing Clearing (Seiton), Standardizing (Seiketsu), and Training & Discipline (Shitsuke)

2.

Marks .

There is a grading from 0-4 marks : 0 = Very bad 1 = Bad 2 = Average 3 = Good 4 = Very good

Examples of completed checklists :

5S RADAR CHART
Section
1S CLEARING UP 20 15 10 5S TRAINING & DISCIPLINE 5 0 2S ORGANIZING

Date

4S STANDARDIZING

3S CLEANING

100
Graph 80 60

40
20

Marks Month

Exercises for 5S session

Make up an organization structure that can help to drive 5S in a company A, clearly highlighting the responsibilities of the concern people / committees. Build up a system in a company on how to take decisions on disposal of all unwanted items that are segregated after the 1S activity. How should 1S activity be scheduled? Prepare a sample checklist for a zone / sub-zone in the shopfloor / office area for maintaining 5S. Draw up an audit system including checklist for 5S for office and shopfloor area.

Exercises for 5S session (contd.)

What indices would you use to evaluate the effectiveness of a 5S programme? What systems can brought in to keep people involved in the implementation process? How should the scrap yard be managed? What is the picture of a perfect scrap yard? Build up a system of 1S, 2S and 3S of a scrap yard. What are the likely issues to come up to maintain a perfect scrap yard.

EXCERSISE
Tick the most appropriate Answer
5S

5. Space is generated while doing Japanese Technique for House Keeping Means Cleaning Quality & Productivity Improvement Techniques Work Place Organisation. 1S 1S 2S 2S 3S 3S 4S 4S 6. Retrieval becomes easier while doing 7. Abnormality is exposed while doing

Cleaning is Japanese Teaching Sweeping Shining Dust Removal Is Inspection Excess Stock in 5S study is Inventory Over ordered Unwanted None Identifying is part of Sorting Cleaning Organising Keeping only required items

1S
1S 1S

2S
2S 2S

3S
3S 3S

4S
All None

8. Safety is referred to an importance outcome of

9. Productivity is not associated with

10. 5S Technique is Some what equal to House Keeping Not equal to House Keeping Equal to House Keeping to a greater extent None