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Evaluating The Impact of 5S Methodology On Manufacturing Performance
Evaluating The Impact of 5S Methodology On Manufacturing Performance
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Arashdeep Singh*
Department of Mechanical Engineering,
Desh Bhagat University,
Mandi Gobindgarh, Punjab, India
Email: arashdeep_dhariwal@yahoo.com
*Corresponding author
Reference to this paper should be made as follows: Singh, A. and Ahuja, I.S.
(2014) ‘Evaluating the impact of 5S methodology on manufacturing
performance’, Int. J. Business Continuity and Risk Management, Vol. 5, No. 4,
pp.272–305.
Biographical notes: Arashdeep Singh completed his BTech degree from Doon
Valley Institute of Technology and Management, Karnal, Kurukshetra
University, Haryana, India and MTech degree from Department of Mechanical
Engineering, Punjabi University, Patiala, Punjab, India. Presently, he is
working as an Assistant Professor in Department of Mechanical Engineering,
Desh Bhagat University, Mandi Gobindgarh, Punjab, India.
1 Introduction
The companies throughout the world are trying to improve their profit without increasing
the sale price of their products. This can only be done by minimising the manufacturing
cost of the products by increasing the productivity and reducing losses during production.
To meet the challenges posed by the contemporary competitive environment, the
manufacturing organisations must infuse quality and performance improvement
initiatives in all aspects of their operations to improve their competitiveness (Ben-Daya
and Duffuaa, 1995). Usually, this improvement has been achieved through
implementation of best practices which are chosen to meet a particular objective.
Lean manufacturing is based on the principles and working processes of the Toyota
Production System (TPS). In its simplest terms, lean production can be described as the
elimination of waste (Kulkarni et al., 2014). 5S operation model is one tool of the lean
philosophy. 5S is considered a foundation to lean manufacturing, since it facilitates
realisation of operational stability required for enforcing and sustaining continuous
improvements throughout the organisations (Brady Worldwide Inc., 2008). 5S is an
integral step towards Kaizen and lean-site manufacturing with the primary goal of being
able to supply the customer (internal and external) with the ‘right product’ at the ‘right
time’ in the correct quantities.
5S is a systematic philosophy for ensuring optimum workplace productivity, quality,
output and safety (Voelkel and Chapman, 2003; Kumar and Kumar, 2012). 5S initiatives
are the starting point for implementing lean manufacturing to tackle the wastes associated
with workplace and improve workflows between processes. 5S constitutes the first step
for lean manufacturing implementation at workplace for addressing wastes associated
with any manufacturing system. 5S facilitates effective workplace management and is
foundation to total productive maintenance (TPM) implementation as well (Khedkar
et al., 2012). 5S is a way to improve the performance and organise whole system which
has been used first time by Japanese. Ho (2006) has introduced 5S practice as the starting
point to achieve TQM, ISO 9000, ISO 14001, and OHSAS18001; additionally, Ho (2006)
has conducted a study on synergetic 5S and Six Sigma application. Furthermore, 5S has
been identified as part of the green productivity techniques (Johannson, 2006). Figure 1
depicts the relationship of 5S with other lean manufacturing techniques
274 A. Singh and I.S. Ahuja
3 Concept of 5S
workplace issues that perpetuate waste in everything they do (Rojasra and Qureshi,
2013).
In a disorganised work environment, in fact, the lack of a robust 5S system renders
the aforesaid lean tools ineffective. Kulak et al. (2005) conclude that ‘One of the major
reasons for failure in the lean journey is the lack of institutionalisation of 5S activities.
Further, operators find it difficult to repeat standardised work to meet customer demand
and equipment setup times can often be drastically increased in the absence of 5S
implementation. The valuable time is lost simply searching and gathering the tools and
supplies needed to perform the setup. It is not unusual to realise as much as 30%
reduction in setup time after applying 5S to a particular setup. 5S has emerged as an
effective productivity improvement strategy in Japan and many other countries for the
following reasons (Tsuchiya, 1999):
• the workplace becomes clean and better organised
• results are visible to everyone – insiders and outsiders
• visible results enhance the generation of more, and new ideas
• people are naturally disciplined
• operations on the shop-floor and office become easier and safer
• people become proud of their clean and organised workplace
• as a result the company’s good image generates more business.
4 Literature review
and organise the whole system which has been used first time by Japanese. 5S is a
five-step process in which each step is a prerequisite for the next. For example, it is
impossible to implement S2, (place all needed items in the best location to support the
worker), if S1 (sort out unneeded items) has not been done first (Visual Workplace Inc.,
2000). Figure 2 depicts the interrelationship between different ‘5S’ initiatives (Tsuchiya,
1999; Thawesaengskulthai, 2010).
The five English equivalents of 5S and their meanings have been explained in Table 1.
5S is more frequently framed in the ‘lean’ philosophy (Pavnaskar et al., 2003; Hines
et al., 2004; Kumar et al., 2006), since it facilitates employees to enhance working
environment, thereby resulting in reduction of waste, defects, space, capital, downtime
and in-process inventory (Chapman, 2005; Gapp et al., 2008). 5S has emerged as starting
point of lean transformation campaign because it facilitates establishing the framework
and discipline required to successfully pursue other continuous improvement initiatives.
Becker (2001) suggested that management commitment to 5S programme is best
demonstrated by continuously evaluating the progress of 5S programme and showing
visible support by leading by example. The most significant barriers, identified by
Becker, for successful 5S implementation, included the need to shorten communication
lines and gain employee input. According to Becker (2001), many organisations have
Evaluating the impact of 5S methodology on manufacturing performance 277
English English
Japanese
equivalent equivalent Concept
term
five S five C
Seiri Sorting Clear • Distinguishing and sorting of necessary and
unnecessary items, tools and materials and
removing unnecessary items.
• Employees need documented and
easy-to-understand instructions to identify
and sort unnecessary items.
Seiton Simplifying Configure • Place needed items (material, information,
(systematic tools) in a location that supports the worker.
arrangement)
• Minimise time to access to these places, they
should be made easily recognisable using
tags, colours, etc.
Seiso Sweeping Clean and • Make the workplace spotless, free of
(spic and span) check contaminants, dirt and foreign material.
• Moreover, instructions to prevent pollutions
must be documented.
Sekitsu Standardising conformity • All three above-mentioned principles and
activities must be clearly and exactly
documented and regularly evaluated.
• Findings are shared among employees and
any modification in procedures will be
officially announced.
Shitsuke Self-discipline Custom and • Making 5S as part of organisational culture.
(sustain) practice
• The main objective of self-discipline is to
ensure that employees are committed to
long-term implementation of the plan.
• Punctuality, safety and autonomous work
discipline in all levels of organisation are the
direct effects of this plan.
Takhar (2004) has acknowledged the benefits associated with 5S, such as fewer
accidents, improved employee morale, better inventory management, improved employee
discipline, and a more impressive environment to show potential customers. However,
Takhar has also cautioned that, if the logic of 5S is not clearly understood by the
supervisors and managers responsible for its implementation, then the end message
received by employees could be seen as 5S being a weekly or monthly clean-up and,
ultimately, a waste of time.
Warwood and Knowles (2004) have stated that the 5S benefits included improving
not only the physical environment, but also improving the thinking processes as well.
Islam and Mustapha (2008), and Kaluarachchi (2009) have found that the critical
factors for 5S implementation in most government and private organisations were
278 A. Singh and I.S. Ahuja
5 Research problem
Due to poor manufacturing environment, certain quality problems, were observed owing
to the process variability, resulting in higher defect rates in the production system. The
purpose of current research is to study the improved process flow with 5S methodology
in order to reduce possible wastages associated with production system and enhance the
efficiency of operations so that production is strengthened and plant profits are enhanced.
5S provides a methodology to rearrange the layout and enhance the discipline. This study
is focused on how to use 5S in each step to rearrange the workplace and improve the
efficiency.
The objectives for the present study have been outlined below:
1 to define and study nature of non-conformity existing in the manufacturing
management
2 to standardise the manufacturing process for specific products
3 to increase the efficiency and effectiveness of man and machine to increase the
production of plants
4 to reduce the rejection of products.
7 Research methodology
First of all, the parameters for potential non-conformities are studied to investigate the
behaviour of equipment and space required for their proper working. Then, the root-cause
analysis is done to find out the potential causes for the variation. Out of those reasons,
priorities are decided for the defects on which further study/analysis is performed.
According to analysis, the existing manufacturing processes are replaced by the
improved/standardised ones. After removing the various situations/reasons responsible
for the rejection, the new process are developed, controlled and then standardised. The
280 A. Singh and I.S. Ahuja
Set targets
Measure performance
Satisfactory
performance
Stabilise/standardise
Maintain status
End
8 Case study
Figure 4 Training programmes organised for the employees (see online version for colours)
After establishing 5S policies and goals, a detailed proposed master plan for
implementation of 5S was prepared and proposal was presented to management. This
activity has been carried out by the plant personnel with the help of an outside consultant.
The consultant involvement typically began with a plant visit to observe production
operations, learn about the equipment (type, function, condition, problems and losses,
etc.) and cleanliness in the plant, and talking to employees to determine their motivation
and attitude. The consultant then developed and conducted the 5S presentation to
management, including questions and answers, and covers the following:
The presentations were made by plant personnel covering the same points with examples
and impressions from seminars, conferences, and plant visits. The presentation ended
with a recommendation to installed 5S.
Evaluating the impact of 5S methodology on manufacturing performance 285
The management had made a positive decision at this point. This decision included a
commitment to strongly support 5S, carry out the necessary training and the feasibility
study, appoint a 5S coordinator, and create the 5S steering committee. This plan had
identified what resources were needed for training, equipment restoration and
improvements, maintenance management systems and new technologies.
5S coordinator for the entire company was appointed and structured organisation was
formalised for step by step 5S implementation at the entire plant. A good and well
thought out staggered expansion plan was developed for the entire organisation, with a
detailed installation plan for each additional area. The periodic departmental (monthly)
and management (bimonthly) reviews were also planned for scrutinising the progress of
5S implementation.
Table 3 Red tag campaign result (see online version for colours)
Red tag
Zone #
Put Removed Pending
Zone 1 22 17 5
Zone 2 9 9 0
Zone 3 11 11 0
Zone 4 45 43 2
Zone 5 12 7 5
Zone 6 5 5 0
Zone 7 8 6 2
Zone 10 96 27 69
Zone 14 7 4 3
Zone 15 11 10 1
Zone 16 17 14 3
Zone 17 1 1 0
Zone 18 9 1 8
Zone 19 3 3 0
Total 256 158 98
Note: If Red tags removed is less than 70%, please fill red colour in that zone.
For affecting improvements at the workplace, consistent efforts were initiated to
eliminate the effects of following situations at the workplace.
• Reducing the number of basic motion
1 Eliminate the unnecessary motion.
2 Reduce eye movement.
3 Combine two or more motions.
4 Place material and tool in affixed position in front of operator.
5 Arrange material and tool in order in which they are used.
6 Use containers that allow materials and part to be grabbed easily.
7 Move in the same direction in which equipment moves.
8 Combine two or more tool in one.
288 A. Singh and I.S. Ahuja
MUDA 1 MUDA 2 MUDA 3 MUDA 4 MUDA 5 MUDA 6 MUDA 7 MURA MURI TOTAL
Month
I E D I E D I E D I E D I E D I E D I E D I E D I E D I E D
Jan. ‘12 0 0 0 0 0 0 0 0 0 0 0 0 2 2 0 2 2 0 0 0 0 0 0 0 4 4 2 8 8 2
Feb. ‘12 0 0 0 0 0 0 0 0 0 0 0 0 2 2 0 1 1 1 0 0 0 0 0 0 2 2 0 5 5 1
Mar ‘12 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 0 0 0 0 0 0 3 3 0 4 4 1
3M STATUS (Month wise)
Apr ‘12 0 0 0 0 0 0 0 0 0 0 0 0 4 4 1 0 0 0 0 0 0 0 0 0 5 5 2 9 9 3
May ‘12 0 0 0 0 0 0 0 0 0 0 0 0 4 4 0 2 2 0 0 0 0 1 1 1 1 1 1 8 `8 2
Jun ‘12 0 0 0 0 0 0 0 0 0 0 0 0 6 6 3 4 4 2 0 0 0 0 0 0 4 4 4 14 14 9
July ‘12 0 0 0 0 0 0 0 0 0 0 0 0 10 10 3 2 2 0 0 0 0 0 0 0 4 4 2 16 16 5
August ‘12 2 1 2 1 1 1 3 3 0 7 1 6 9 6 4 13 13 1 20 0 20 10 7 3 11 8 1 76 40 38
Total 2 1 2 1 1 1 3 3 0 7 1 6 37 34 11 25 25 5 20 0 20 11 8 4 34 31 12 140 104 61
Notes: (1) MUDA of overproduction, (2) MUDA of stock, (3) MUDA of conveyance (transport), (4) MUDA of waiting
(5) MUDA of operation itself, (6) MUDA of movement of worker, (7) MUDA of production of inferior good.
** MURA – system unbalance, MURI – over stress/strain
I = Identified
E = Eliminated
D = Documented
Evaluating the impact of 5S methodology on manufacturing performance
289
290 A. Singh and I.S. Ahuja
Figure 7 Kaizen idea generated, implemented and pending (see online version for colours)
Further the organisation had instituted proper incentive mechanisms for facilitating
employees for their contribution to affect improvements at workplace. In this regard, the
employees were provided with certificates of appreciation and their names with pictures
was put-up on the notice board for the commendable contributions made by them. For
this purpose, the awards for best 5S zone, best Kaizen and best suggestion were launched
by the organisation.
Further, monthly review meetings were held in the organisation for scrutinising the
extent of improvement realised through the 5S implementation programme and tracking
the success of 5S programme against the expected goals. This helped the organisation to
keep a check on the deviations from the planned goals.
(a) (b)
During tube bending we make layout on the Only one person make the layout with the help
floor by using two persons. of magnet instead of second person.
Result: Elimination of one man-power for layout marking
Evaluating the impact of 5S methodology on manufacturing performance 293
This was augmented by conducting the routine 5S audits of the workplace for evaluating
the performance of the workplace on account of various phases of 5S activity. Table 6
depicts an audit sheet prepared in the organisation for evaluating the success of first three
phases of 5S programme.
Table 6 5S audit sheet for evaluating success of first three phases of 5S programme
S. Score Max.
Classification Method Remarks
no. (1-5) score
1 1S sorting out No unnecessary material/items lying in the area.
(SEIRI) a Working/open area 2
b Column, slab and side wall area 3
c Almirah/cupboard/lockers 3
d Electrical panel/boards/machines 2
e Surrounding area of zone 2
Frequently used items/files to be kept near to 2
the area.
Sorting of all the material/files lying in the area 3
is to be done, scrap material/files to be scrapped
with scrap note.
Removal of useless 2
software/hardware/components
Material for which decision is required from 3
higher authority is to be red tagged with Record
in red tag register
Red tag material to be kept in local well
identified area of zone. ‘Red tag area’ is
displayed there.
Unused/obsolete equipment’s, racks, machines, 2
tables, chairs, etc. are red tagged properly at
294 A. Singh and I.S. Ahuja
Table 6 5S audit sheet for evaluating success of first three phases of 5S programme
(continued)
S. Score Max.
Classification Method Remarks
no. (1-5) score
1 1S sorting out No mix up of material on 3
(SEIRI) table/drawers/Almirah
Total score for 1S 30
2 2S systematic Material kept in area after 1S to be kept with 4
arrangement proper labelling.
(SEITON) Indexing of all racks, Almirah, cup-board, 4
prefix drawers to be done. A place for everything and
location, everything on its place.
prefix quantity
Proper place defined for parking of vehicles 4
Garden and lawns are properly maintained 4
Files/documents/folder management. 4
Location of tools/files for easy to 4
Retrieve (proper shadow boards, etc.) 4
Proper location and storage of housekeeping
tools (broom, brush, small shovel, bucket for
water, tool for cleaning at heights (if
applicable)
Scrap yard – frequency to clear out is fixed and 3
nothing more than that accumulates (if
applicable)
Only calibrated and measuring instruments, etc. 3
are used (if applicable)
Nothing on the floor/material placed on proper 3
packing
Fire extinguishers are in fixed location and are 3
accessible
Total score for 2S 40
3 3S cleaning, Floor cleanliness – free from dust, oil, mud, etc. 5
shine General cleanliness inside factory-walls, pillars, 5
equipment pipelines without scaling, paint peeling marks,
(SEISO) strains, damages, etc.
Cleanliness of curtains, fans, tube lights, glass 5
Cleanliness of water purifier, water tanks and 4
maintenance of loose connections, damages,
etc.
Cleanliness and hygiene in canteen 3
Cleanliness of racks, table, drawers, Almirah, 5
computer and AC
Zone surroundings free from dust, dirt, etc. 3
Total score for 3S 30
Evaluating the impact of 5S methodology on manufacturing performance 295
12 Conclusions
5S approach can easily be applied in various organisations due to its simplicity and easy
recognition. Whilst the results of the application are obtained rapidly, standardisation and
ensuring sustained implementation is sometimes difficult to imbibe in most of the
organisations. The present case study highlights the contributions from holistic 5S
implementation deployment during 30 months in the manufacturing departments of the
subject survey company. The results obtained from the study have revealed that the
organisation performance has been significantly enhanced through sustained 5S
implementation at workplace. The monthly results obtained from the organisation are
testimony to increasing acceptance and acknowledgment 5S initiatives within the
company, by all personnel.
Figure 11(a) Performance indicator summary for the organisation as a result of 5S (see online
version for colours)
296 A. Singh and I.S. Ahuja
Figure 11(b) Red tagging status for organisation as a result of 5S (see online version for colours)
Figure 11(c) Number of suggestions per employee for the organisation as a result of 5S
(see online version for colours)
Evaluating the impact of 5S methodology on manufacturing performance 297
Figure 11(d) Number of Kaizens per employee for the organisation as a result of 5S (see online
version for colours)
Figure 11(e) Value added per employee cost (VAPCO) for organisation as a result of 5S
(see online version for colours)
298 A. Singh and I.S. Ahuja
Figure 11(f) Labour productivity trend for the organisation as a result of 5S (see online version
for colours)
Figure 11(g) Machine breakdown hours status as a result of 5S (see online version for colours)
Evaluating the impact of 5S methodology on manufacturing performance 299
Figure 11(h) Delivery schedule adherence status for the organisation as a result of 5S (see online
version for colours)
Figure 11(i) Annual customer complaints as a result of 5S (see online version for colours)
300 A. Singh and I.S. Ahuja
Figure 11(j) In-process rejections for the organisation as a result of 5S (see online version
for colours)
Figure 11(k) Absenteeism for the organisation as a result of 5S (see online version for colours)
Evaluating the impact of 5S methodology on manufacturing performance 301
Figure 11(l) Total employee involvement index for the organisation as a result of 5S (see online
version for colours)
Figure 11(m) Inventory turn ratio for the organisation as a result of 5S (see online version
for colours)
302 A. Singh and I.S. Ahuja
Figure 11(n) Inventory for the organisation as a result of 5S (see online version for colours)
Figure 11(o) Safety index for the organisation as a result of 5S (see online version for colours)
Evaluating the impact of 5S methodology on manufacturing performance 303
Figure 11(p) 5S Audit score for all zones of organisation as a result of 5S (see online version
for colours)
The study reveals that 5S implementation has seriously improved the employees
motivation, which has been demonstrated by significant increase in Kaizens suggested
and implemented at workplace, thereby enhancing the value added per employee in the
organisation. The results show significant enhancement in labour productivity, delivery
compliance, safety, and reduction in machine breakdowns, customer complaints,
in-process rejections, absenteeism, and inventory turn ratio. As a result of 5S activities, a
clean and efficient work environment has been obtained, and improved work efficiency
has been witnessed in the organisation. Owing to the successful practices in training and
discipline issues, many factors causing work accidents have been effectively resolved,
inventory levels been optimally managed by the organisation. The analysis of results has
revealed significant results obtained as a result of 5S implementation. Thus, it can be
concluded from the findings of this study that the organisation needs to keep their good
momentum for continually practicing 5S. Therefore, it is recommended that future
facilitators should recognise on several factors that contribute to the successful
implementation of 5S and as well as to be aware with factors that influence the
employees’ active involvement in 5S programme.
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