UNIVERSITY OF SAN CARLOS OF GUATEMALA

FACULTY OF ENGINEERING
SCHOOL OF SCIENCE
TECHNICAL LANGUAGE III INTENSIVE
PROFESSOR: ESVIN OXLAJ

SPECIAL ASSIGNMENT:

SIX SIGMA AND 5S METHOD

Names
Marvin Alfredo Sic Prez
Luis Miguel Garca Lobos
Luis Gerardo Monzn Prez
Gilberto Gonzalo Marroqun Prez
Jos Alberto Tubac Escobar

ID
200819410
2008-19344
201020584
201020862
201222574

INDEX

INTRODUCTION................................................................................................... 3
OBJECTIVES......................................................................................................... 4
GENERAL OBJECTIVE........................................................................................ 4
SPECIFIC OBJECTIVES....................................................................................... 4
METODO SEIS SIGMA........................................................................................... 5
WHAT IS SIX SIGMA?........................................................................................ 5
THE BEGINNING............................................................................................... 5
THE METHOD................................................................................................... 6
TOOLS.............................................................................................................. 7
CYCLE DMAIC: DEFINE MEASURE ANALYZE IMPROVE CHECK PROCESS
IMPROVEMENT SIX SIGMA:............................................................................... 7
METHOD "5S"...................................................................................................... 8
The "5S............................................................................................................ 9
SEIRI.- ORGANIZATION..................................................................................... 9
SEITON.- ORDER.............................................................................................. 9
SEISO.- CLEANING............................................................................................ 9
SEIKETSU.- VISUAL CONTROL...........................................................................9
METHOD DEFINITION "5S"................................................................................... 9
BENEFITS OF THE METHOD OF "5S"...............................................................10
CONCLUSIONS................................................................................................... 11
ANNEXES........................................................................................................... 12
BIBLIOGRAPHY.................................................................................................. 14
REFERENCE GUIDE......................................................................................... 14

INTRODUCTION
This research addresses the issue of Six Sigma and 5s Method, which focuses on
the organization and effective standardization of work processes to getting reduce
or eliminate defects or failures in delivery of a product or service client. The main
focus is to simplify their work environments and helps to reducing waste and other
forms of non-value adding activities while improving the quality, efficiency, process
efficiency and safety of employees.
Six Sigma is a process improvement methodology, focused on reducing the
variability of them, getting reduce or eliminate defects or failures in delivery of a
product or service to the customer. 6 Sigma's goal is to reach a maximum of 3.4
defects per million events or opportunities (DPMO), meaning any default event a
product or service fails to meet customer requirements.
Six Sigma uses statistical tools for characterization and study of the processes;
hence the name of the tool, as sigma is the standard deviation gives an idea of the
variability in a process and the goal of Six Sigma methodology is to reduce so that
this process is always within the limits set by customer requirements.
"5S" is a method that provides the means to generate more productive, safe and
pleasant places where products and services of higher quality are produced. This
method is also useful in business services, manufacturing, processing or
otherwise, can even be applied in homes as well as in daily activities.

OBJECTIVES
GENERAL OBJECTIVE
To define what tools to improve an organization such as 5s and Six Sigma.
SPECIFIC OBJECTIVES
Determine the tools they use these methods in order to become functional
one organization.
Identify the steps to set up any of these methods.
Understand the benefits gained in applying these methods in an
organization.

SIX SIGMA
WHAT IS SIX SIGMA?
Six Sigma is a revolutionary approach to measuring and improving management
Quality has become a standard method for the same time, meet the needs of
customers and achieve with near perfect levels. But what exactly is Six Sigma?
He said in a nutshell, is a method, based on data, to bring quality to near perfect
levels, different from other approaches because it also corrects problems before
they arise. More specifically it is a disciplined effort to examine the repetitive
business processes.
Literally

any

company

can

benefit

from

Six

Sigma

process.

Design,

communication, training, production, management, losses, etc. Everything falls

within the scope of Six Sigma. But the road is not easy. The possibilities for
improvement and cost savings are enormous, but the Six Sigma process requires
commitment of time, talent, dedication, persistence and, of course, financial
investment.
A typical cost of not -errors Quality defects and losses on processes-can account
for 20 to 30 per 100 in sales. The field is wide, even without reaching the level Six
Sigma (3.4 errors or defects per million opportunities), the potential to significantly
improve the results are limitless. Only the organization will need to make available
their skills and appropriate manner consistent with its resources.
THE BEGINNING
It is essential that the commitment to Six Sigma approach begins and remains in
the top management of the company. Experience shows that when management
does not express his vision of the company, does not convey strength and
enthusiasm does not evaluate the results and does not recognize the efforts,
improvement programs become a waste of valuable resources. The Six Sigma
process begins with the awareness of executives to reach a common
understanding of the Six Sigma approach and to understand the methods that
enable the company to achieve quality levels hitherto unsuspected

The next step is the selection of employees, professionals with ability and
responsibility in their areas or functions that will be intensively trained to lead
improvement projects. Many of these employees will have to devote a significant
portion of their time to the projects, if meaningful results are intended.
THE METHOD
Six Sigma method, known as DMAIC, involves the application, project by project, a
structured five-step process.

In the definition phase potential Six Sigma projects to be evaluated by

management to avoid underutilization of resources are identified. After
selecting the project mission is prepared and the most suitable for the

project team is selected and assigned the necessary priority.

The measurement phase consists in characterizing the process by
identifying the key customer requirements, key features of the product (or
outcome variables) and parameters (input variables) that affect the
operation of the process and the characteristics or variables key. After this
characterization of the system is defined as the ability of the process and

measured.
In the third phase analysis, the team analyzed data from current and
historical results. Develop and test hypotheses about possible cause-yo
effect using appropriate statistical tools. Thus the equipment confirms the
determining process, ie the key input variables or "vital few" variables

affecting the process response.

In the phase of improvement the team tries to determine the cause-effect
(mathematical relationship between the input variables and the response
variable of interest) to predict, improve and optimize the operation of the
process. Finally the operating range of input parameters or process

variables is determined.
The last phase, control, is to design and document the controls necessary to
ensure that gains by Six Sigma project is maintained once the changes
have been implemented. When you have achieved the goals and mission
not give complete, the team reports to management and dissolves.

TOOLS
Six Sigma projects are two types of tools are used. Some of the general type 7
Quality tools are used for the collection and processing of data; the other, specific
of these projects are statistical tools, among which include the process capability
studies, ANOVA analysis, hypothesis testing, design of experiments, and also
some used in the design of products or services, such as QFD and FMEA.
These statistical tools that years ago were only to specialists, are now accessible
to people without much knowledge of statistics. The availability of easy and fast
applications, both for processing data to the calculations required for analysis and
exploitation enables use with ease and fluency, focusing efforts of people in the
interpretation of results, not on the realization complex calculations that were
previously required.
CYCLE DMAIC: DEFINE MEASURE ANALYZE IMPROVE CHECK PROCESS
IMPROVEMENT SIX SIGMA:
Step 1: Define the Problem
Step 2: Observe the Problem
Step 3: Analyze the Problem
Step 4: Acting on the causes
Step 5: To study the results
Step 6: Standardize
Step 7: Set conclusions

METHOD "5S"
The operations of organization, order and cleanliness were developed by
Japanese companies under the name of "5S". They have been applied in various
countries with notable success.
The "5S" are the initials of five Japanese words that name to each of the five
phases in the method.
The aim of this method is to maintain and improve the conditions of organization,
order and cleanliness, as well as improving working conditions, safety, working
environment, personal motivation and efficiency. A concept that continuously
applied to the management and administration of the workplace leads to a process
of continuous improvement, achieving improved productivity, competitiveness and
quality in companies. All this through a change in the work culture through planned
practice of the basic concepts of total quality. The implementation of the method of
"5S" is a cornerstone for building a firm and lasting process of continuous
improvement.
"5S" is a method that provides the means to generate more productive, safe and
pleasant places where products and services of higher quality are produced. This
method is also useful in business services, manufacturing, processing or
otherwise, can even be applied in homes as well as in daily activities.
Is partly responsible for the company to create a good working environment,
providing the necessary means. But so is every one of the workers. The worker
can create, with your attitude and habits, a favorable environment to make possible
their personal satisfaction and excellent quality of products and services
performed.
In short: improve quality, productivity and competitiveness of the organization.
Besides the implementation of the method of "5S" in a particular area of the
company, helps increase the efficiency of the organization, in addition to improving
safety conditions in the workplace.

The "5S" respond to the following terms and concepts:

SEIRI. - ORGANIZATION. Is to identify and separate the materials necessary and
unnecessary part with the latter.
SEITON. - ORDER. It is set the way they should be located and identified the
necessary materials, so quick and easy to find them, use them and replace them.
SEISO. - CLEANING. Based identify and eliminate sources of dirt, ensuring that all
means are always in perfect condition.
SEIKETSU. - VISUAL CONTROL. The goal is to easily distinguish a normal
situation other abnormal, using simple rules and visible to all.
SHITSUKE.- DISCIPLINE AND HABIT. Is to work permanently in accordance with
established standards.
While the first three phases are operational, the fourth phase tends to maintain the
status achieved in the past, and the fifth phase allows the habit of practice and
continuous improvement at work.

METHOD DEFINITION "5S"

It is an ideal in which state:

Materials and supplies have been eliminated unnecessary.

Everything is ordered and identified
Have been eliminated as sources of dirt.
A visual control whereby obvious deviations or faults.
All this is maintained and continually improved.

BENEFITS OF THE METHOD OF "5S"

Makes continuous improvement is a task for everyone, since the implementation of
the method of "5S" is based on teamwork. So, can involve everyone in the process
of improvement from his knowledge of the job.
Quality starts by the individual and the surrounding environment. This is why the
use of the 5S methodology, focused on achieving truly exceptional work sites
where an efficient, safe and comfortable environment breathes.
Greater productivity, improved based on the following aspects are achieved:

Less defective products.

Less damage.
Fewer accidents.
Less useless movements and transfers.
Less time needed for tool changes.
To demonstrate both the conditions of functioning as dysfunctions.

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CONCLUSIONS

The implementation of the 5s Technical requires personal and lasting

commitment to make our company an authentic model of organization,
cleanliness, safety and hygiene. Six Sigma is based on a continuous
improvement process in which it remains in search of new opportunities for
improvement, the study of new alternatives with the company to a

permanent development in growth and competitiveness.

5s is based on being a quality practice referred to Comprehensive
Maintenance of the company , not only of machinery, equipment and
infrastructure, but the maintenance of the surroundings of work by all and 6
Sigma uses statistical tools , so it is vital that the data are reliable and

statistical analyzes regain importance when performing an action plan .

The order follows 5s for application is:
organization
neatness
cleaning
standardization
and finally discipline.

Six sigma focuses on each link all parts of the process to generate a logical
flow. The information is passed from one component to another creating an
integration of different processes the transaction creating the required synergy
so as to increase the probability of solving the problems that present
themselves along the way.

The benefits that an organization can get in applying these methods are
Less defective products.
Fewer breakdowns .
Lower inventories or inventories .
Fewer accidents .
Less useless movements and transfers.
Less time for changing tools .

11

ANNEXES

12

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BIBLIOGRAPHY

GUTIERREZ POLISHED, Humberto. Statistical Quality Control and Six

Sigma /. Humberto Gutierrez polished, coauthor Roman de la Vara Salazar.

2004.
Pande, Peter; NEUMAN, Robert P .; CAVANAGH, Roland R. Key Six Sigma

practices. Mc Graw Hill-Madrid-2005, 2004.

Pande, Peter S .; NEUMAN, Robert P .; CAVANAGH, Roland. Six Sigma
strategy: as GE, Motorola and outras large companies esto aguando seu

desempenho. Qualitymark Editora Ltda, 2007.

TANNOCK, James; KRASACHOL, Ladawan;
Somchai. The

development

of total

RUANGPERMPOOL,

quality management

in

Thai

manufacturing SMEs: a case study approach. International Journal of

Quality & Reliability Management, 2002, vol. 19, no 4, p. 380-395.

SIMPSON, Mike; SYKES, Geoff; ABDULLAH, Adini. Estudio de caso: JIT
transitoria a los coches de protones, Malasia. Revista Internacional de
Distribucin Fsica y Gestin Logstica , 1998, vol. 28, n 2, p. 121-142.

REFERENCE GUIDE

http://sisbib.unmsm.edu.pe/bibvirtual/publicaciones/indata/v04_n1/sistema.h

tm
http://www.listaintl.com/resource-center/white-papers-and-casestudies/white-papers/implementing-5s-workplace-organization-methodologyprograms-manufact

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