5-S FRAMEWORK

SYNOPSIS
The 5S framework was originally developed by just-in-time expert and
international consultant Hiroyuki Hirano.

The 5S framework is an extension of Hirano's earlier works on just-in-time

production systems. The 5Ss represent a simple "good housekeeping"
approach to improving the work environment consistent with the tenets of
lean manufacturing systems.

The focus on the concept is how the visual workplace can be utilized to drive
inefficiencies out of the manufacturing process. This framework also
improves workplace safety, which makes it attractive to businesses.

According to Hirano, without the organization and discipline provided by

successfully implementing the 5Ss, other lean manufacturing tools and
methods are likely to fail.

The "5Ss" stand for the Japanese words seiri, seiton, seiso, seiketsu, and
shitsuke. These Japanese "S" words roughly translate into the English
words organization, orderliness, cleanliness, standardized cleanup, and
discipline. Alternative corresponding "Ss" have also been developed for the
English language: sort, set in order, shine, standardize, and sustain.

The key targets of 5S are improved workplace morale, safety and efficiency.
The assertion of 5S is, by assigning everything (that is needed) a location,
time is not wasted by looking for things. Additionally, it is quickly obvious
when something is missing from its designated location.

Advocates of 5S believe the benefits of this methodology come from deciding

what should be kept, where it should be kept, how it should be stored and
most importantly how the new order will be maintained. This decision
making process usually comes from a dialog about standardization which
builds a clear understanding, between employees, of how work should be
done. It also instils ownership of the process in each employee.

Another key distinction between 5S and "standardized cleanup" is Seiton.

Seiton is often misunderstood, perhaps due to efforts to translate into an
English word beginning with "S" (such as "sort" or "straighten"). The key
concept here is to order items or activities in a manner to promote work
flow. For example, tools should be kept at the point of use, workers should
not have to repetitively bend to access materials, flow paths can be altered
to improve efficiency, etc.
The 5S:
5S represents 5 disciplines for maintaining a visual workplace (visual
controls and information systems).

These are foundational to Kaizen (continuous improvement) and a

manufacturing strategy based "Lean Manufacturing" (waste removing)
concepts.

Seiri – sort (housekeeping) Going through all the tools, materials, etc., in
the plant and work area and keeping only essential items. Everything else is
stored or discarded.

Seiton – set in order (workplace organization) facilitates the reduction of

clutter and efficient access to material or tools by following the old adage "a
place for everything and everything in its place." Workers readily know when
a tool is missing due to visual signals (e.g., empty space on a sign-board).

Seiso – shine (Cleanup) focuses upon keeping the workplace, machinery,

and tools clean. This includes keeping tools and machinery calibrated,
performing preventive maintenance and the use of visual cues to signal
when maintenance is needed.

Seiketsu – standardize (Cleanliness) includes developing rules, processes

and procedures to ensure continuity and uniformity of achievements
accrued by the first three pillars do not erode over time.
Shitsuke – sustain (Discipline) focuses upon putting procedures into place
that sustain the psychological meaningfulness of the payoffs achieved by the
overall framework.

Benefits of 5S
► Reduce waste hidden in the plant

► Improve quality and safety

 ► Reduce lead time and cost

► Increase profit

See the difference:

BEFORE:

After 5S - Cleaned, organized and drawers labeled (less time and

frustration hunting):

Implementation
► Gradually – too fast unsustainable
 ► During slow time

► Importance of training, Management commitment

► Before & After photos

► Change of mentality, not campaigns and slogans. Old way no longer

OK

How Toyota Became the World’s Best Manufacturer

Toyota developed after World War II, when the market was dominated by big
companies like GM and Ford. While Ford and GM used mass production
and economies of scale, Toyota faced very different business conditions.
Toyota's market was very small but it had to produce a variety of vehicles on
the same assembly line to satisfy customers.

The solution: making the operations flexible.

This resulted in the birth of TPS. TPS borrowed some of its ideas from the
United States. The core idea of the TPS came from the concept of the “pull-
system”, which was inspired by the American supermarkets. In the pull
system, individual items are replenished as each item begins to run low on
the shelf. Applied to Toyota, it means that the first step in the process is not
completed until the second step uses the materials or supplies from Step 1.
At Toyota, every step of the manufacturing process uses to signal to the
previous step when its part needs to be replenished. (TPS framework:
kaizen+kanban+5s etc.)