1.

0 The 5S’s

a) Origin of 5S

Toyota Production System

The 5S methodology traces its lineage to post-war Japan, where the leaders of a
burgeoning Toyota Industries (neé Toyoda Automatic Loom Works) were seeking to reduce
manufacturing waste and inefficiencies. Their solution, dubbed the Toyota Production
System, encompasses a number of methodologies that would become famous in their own
right, including Just-In-Time manufacturing, Jidoka, and the core concept of the visual
workplace.

Initially, the Toyota Production System was a closely-guarded secret, but the massive
economic boom Japan experienced in the 1980s drew intense interest from foreign
corporations wondering how Toyota, the shiniest jewel in Japan's manufacturing crown, was
able to build so many products, so quickly, at such a high quality level. As a gradual,
international exchange of ideas began to take shape. The executive Hiroyuki Hirano devised
the five pillars of the visual workplace, a concept that would metamorphose into the 5S
methodology as we know it today.

b) 5S Methodology

The 5S methodology is a systematic approach to workplace organization. This method

includes the five steps of Sort, Set in Order, Shine, Standardize, and Sustain. Generally
speaking, the steps of 5S involve going through items in a workspace, removing what's
unnecessary, organizing items, cleaning, performing maintenance, and making sure these
things become habits. These steps should occur in this order, and there must be a plan in place
for performing the tasks associated with these steps on a regular basis.

c) What Does 5S Stand

5S is a systematic form of visual managemnet utilizing everything from floor tape to

operations manuals. It is abount maximizing effeciency and working with the smooth floor,
direction for the most wanted one which is for increasing the profit for the company. 5S is a
framework that emphasizes the use of a specific mindset and tools to create efficiency and
value. It is involves observing, analyzing, collaborating, and searching for waste and also
involves the practice of removing waste.

5S refers to five Japanese terms used to describe the steps of the 5S system of visual
management. Each term starts with an S. In Japanese, the 5S’s are Seiri, Seiton, Seiso,
Seiketsu and Shitsuke. When it translate to the english word it mean that Sort, Set in Order,
Shine, Standardize and Sustain. The 5 key practices involved in 5S is as follow:

Japanese Term English Term Definition

Seiri Sort Sort through materials is keeping only the essential items
needed to complete tasks. This will be determined which
are needed and which can be removed.
Seiton Set in Order Set in order mean that all items are organized and each
items has the designated place or it has to be place where
it is appropriate. This often involves placing items in
ergonomic locations where people will not need to bend or
make extra movements to reach them.
Seiso Shine Proactive efforts to keep workplace areas clean and
orderly to ensure purpose-driven work. This means
cleaning and maintaining the newly organized workspace.

Seiketsu Standardize A set of standards for both organization and processes. In

essence, this is where you take the first three S's and make
rules for how and when these tasks will be performed.

Shitsuke Sustain Sustain new practices and conduct audits to maintain

discipline. This means the previous four S's must be
continued over time.

d) Example 5S Implementation

Before 5S After 5S

1. Inventory stacked for out of reach. 1. Uniform bin and racking.

2. Unused older inventory. 2. Date tracking of inventory.
3. Safety hazard which is boxes stacked in 3. Bin contents are lebeled.
aisles
4. No discernable organization such as 4. Bin, racks, and floors are keep clean and in
barcording, inventory dating, color cording, good repair.
or naming convention.
5. Trash and debris allowed to accumulate. 5. Lighting in facility is sufficient.
6. Racks are low enough that ladders are not
required to access inventory.
e) The 5S implementation at Continental Tyre PJ

At the Continental Tyre (PJ), they did use the 5S’s system in their production. The
first is Sort. As we know their production is tyre with the bigger size, for the materials they
use for manufacturing tyre such as synthetic rubber, natural rubber, fabric and wire, along
with carbon black and other chemical compounds. So, they use 5S which is sort which is they
sort their materials properly which the material thay actually needed to used and remove the
waste or materials taht do not need to used. Actually they did not remove but they keep the
material that they not used at store. It is will be use for the next production. They apply this
“Sort” because they wanted their production or manufacturing the tyre with the smooth flow
and can meet the demand. Secondly is set in order. The second 5S’s that the company use is
to organized teir items to be replace at the appropriate place. For example, they designed the
pstorage for the tire with the bigger size is at the bottom and the small size at the top with the
systematic model and type for each tyre. Thirdly is “Shine”. This 5S’s they use is to keeping
the wrkplace is always clean. This means cleaning and maintaining the newly organized
workspace. At the end of the production, they use 5 to 10 minutes to clean their workstation
everyday. This will ensure that no hazards that will be occurs at workplace. Next is
“Standardize”. It mean that a standards work for organization and prpcesses that workers must
be follow ansd obeys. At the Continental they use Standard Operation Procedure (SOP) for
every work and task they to. It is to ensure that every workers works with efficent and also it
will be prevent from accidents and incidents taht will occur. The last 5S’s is “Sustain”. It is
the new practice and conduct audit to maintain their decipline. Soem of the Continental
activities is “Gemba”. It mean that they discuss the productions, problems they face and they
reporting their activity or production everyday.

2.0 Kanban System

a) Kanban Definition

Kanban is a visual system for managing work as it moves through a process. Kanban
visualizes both the process (the workflow) and the actual work passing through that process.
The goal of Kanban is to identify potential bottlenecks in your process and fix them so work
can flow through it cost-effectively at an optimal speed or throughput.

b) Origin of Kanban

It all started in the early 1940s. The first Kanban system was developed by Taiichi
Ohno(Industrial Engineer and Businessman) for Toyota automotive in Japan. It was created as
a simple planning system, the aim of which was to control and manage work and inventory at
every stage of production optimally.

A key reason for the development of Kanban was the inadequate productivity and
efficiency of Toyota compared to its American automotive rivals. With Kanban, Toyota
achieved a flexible and efficient just-in-time production control system that increased
productivity while reducing cost-intensive inventory of raw materials, semi-finished
materials, and finished products.

A Kanban system ideally controls the entire value chain from the supplier to the end
consumer. In this way, it helps avoid supply disruption and overstocking of goods at various
stages of the manufacturing process. Kanban requires continuous monitoring of the process.
Particular attention needs to be given to avoid bottlenecks that could slow down the
production process. The aim is to achieve higher throughput with lower delivery lead times.
Over time, Kanban has become an efficient way in a variety of production systems.

c) Kanaban Method and Concept

 The Kanban Method follows a set of principles and practices for managing and
improving the flow of work. It is an evolutionary, non-disruptive method that promotes
gradual improvements to an organization’s processes. If you follow these principles and
practices, you will successfully be able to use Kanban for maximizing the benefits to your
business process which is to improve flow, reduce cycle time, increase value to the customer,
with greater predictability and all of which are crucial to any business today. The four
foundational principles and six Core Practices of the Kanban Methodology are provided
below:

6 Core Principle of the Kanban Method

 Visualize the flow of work
 Limit WIP (Work in Progress)
 Manage
 Make Process Policies Explicit

 Implement Feedback Loops

 Improve Collaboratively, Evolve Experimentally (using the scientific method)

d) Kanban Concept

Kanban is a non-disruptive evolutionary change management system. This means that

the existing process is improved in small steps. By implementing many minor changes, the
risk to the overall system is reduced. The evolutionary approach of Kanban leads to low or no
resistance in the team and the stakeholders involved. The first step in the introduction of
Kanban is to visualize the workflow. This is done in the form of a Kanban board consisting of
a simple whiteboard and sticky notes or cards. Each card on the board represents a task.

At the core of Kanban is the concept of “Flow”. This means that the cards should flow
through the system as evenly as possible, without long waiting times or blockages. Everything
that hinders the flow should be critically examined. Kanban has different techniques, metrics
and models, and if these are consistently applied, it can lead to a culture of continuous
improvement (kaizen).
 The concept of Flow is critical and by measuring Flow metrics and working to
improve them, you can dramatically improve the speed of your delivery processes while
reducing cycle time and improving the quality of your products or services by getting faster
feedback from your customers which is by internal or external information.

e) Kanban System Implementation by Continental Tyre PJ

At Continental Tyre PJ, they use kanban system in order to improve throughput by
eliminating inventory shortages and to improve operation of their production. In the two bin
Kanban system, the production teams draw inventory from one bin while the other bin
contains enough inventory to cover production until the first bin can be refilled. This mean is
that the tyres are produced according to the number requested or demand that the market need
or order. So at the Continental Tyre PJ use a few pilot program trials which is the used of the
instructional cards, visible records and signboards are used. So that the status of production
and inventory are clearly displayed using very simple visual communication methods. As the
result, porocesses are streamlined and problems resolved quickly.

For example, the manufacturing of tyreshave to stored the tyres in a warehouse. If the
number of tyres required per week is 500, and if it takes about 2 weeks to order and get the
next lot of tyres as per operations management principles. So, it would need to have a safety
inventory of 1000 tyres at any given point of time. Additionally, the employees must be
proactive enough to raise an inventory card to the purchasing department to order for a new
stock of tyres as they use the last space of tyres in the inventory. While the next stock is
awaited, the 1000 tyres from the warehouse will be used to meet the requirements.
3.0 Kaizen ( Continuous Improvement )

a) Definition of Kaizen

Kaizen is an approach to creating continuous improvement based on the idea that

small, ongoing positive changes can reap major improvements. Typically, it is based on
cooperation and commitment and stands in contrast to approaches that use radical changes or
top-down edicts to achieve transformation. Kaizen is core to lean manufacturing, or The
Toyota Way. It was developed in the manufacturing sector to lower defects, eliminate waste,
boost productivity, encourage worker purpose and accountability, and promote innovation.

Kaizen is a compound of two Japanese words that together translate as "good change"
or "improvement," but Kaizen has come to mean "continuous improvement" through its
association with lean methodology. Kaizen has its origins in post-World War II Japanese
quality circles. These circles or groups of workers focused on preventing defects at Toyota
and were developed partly in response to American management and productivity consultants
who visited the country, especially W. Edwards Deming, who argued that quality control
should be put more directly in the hands of line workers.

b) Ten Principle of Kaizen

Because executing Kaizen requires enabling the right mindset throughout the
company, 10 principles that address the Kaizen mindset are commonly referenced as core to
the philosophy.
1. Let go of assumptions.
2. Be proactive about solving problems.
3. Don't accept the status quo.
4. Let go of perfectionism and take an attitude of iterative, adaptive change.
5. Look for solutions as you find mistakes.
6. Create an environment in which everyone feels empowered to contribute.
7. Don't accept the obvious issue; instead, ask "why" five times to get to the root cause.
8. Cull information and opinions from multiple people.
9. Use creativity to find low-cost, small improvements.
10. Never stop improving.
c) How Kaizen Works

Kaizen is based on the belief that everything can be improved and nothing is status
quo. It also rests on a Respect for People principle. Kaizen involves identifying issues and
opportunities, creating solutions and rolling them out -- and then cycling through the process
again for other issues or problems that were inadequately addressed. These following seven
steps create a cycle for continuous improvement and give a systematic method for executing
this process.

Kaizen cycle for continuous improvement:

 Get employees involved. Seek the involvement of employees, including gathering

their help in identifying issues and problems. Doing so creates buy-in for change.
Often, this is organized as specific groups of individuals charged with gathering and
relaying information from a wider group of employees.
 Find problems. Using widespread feedback from all employees, gather a list of
problems and potential opportunities. Create a shortlist if there are many issues.
 Create a solution. Encourage employees to offer creative solutions, with all manner
of ideas encouraged. Pick a winning solution or solutions from the ideas presented.
  Test the solution. Implement the winning solution chosen above, with everyone
participating in the rollout. Create pilot programs or take other small steps to test out
the solution.
 Analyze the results. At various intervals, check progress, with specific plans for who
will be the point of contact and how best to keep ground-level workers engaged.
Determine how successful the change has been.
 Standardize. If results are positive, adopt the solution throughout the organization.
 Repeat. These seven steps should be repeated on an ongoing basis, with new solutions
tested where appropriate or new lists of problems tackled.

d) Kaizen Implimentation at Continenetal Tyre PJ

Basically kaizen use for the improve the work which is with the focus on gradual
improvement which is same for the Continental Tyre PJ, they apply the kaizen in order to go
create a gentler approach to chage in contact to big effort to their production. Firstly, the
kaizen team will observe and gather a list of the problems and potential opportunities. For
example, the time for transfer the tyre from the first process to another process is very
dificult and take some time. After find the problem, next step is to generate the ideas and find
the suitable solution for this problem. So, the kaizen team with the engineer will discuss the
options to solve with several type of path. So, the best solution is by design the multiporpose
trolley which can use in different type of situation. The first prototype is complete by the
operation department. Next step is to test the multiporpuse trolley. The workers will use the
trolley by using it at the production line. So the result is the time to take the part between the
process is short and the worker do not have difficult to transfer it. The another example of the
kaizen implementation at Continental Tyre PJ is reduce the space in the warehouse. So,
basically after the process of making tyre is complete and the final product which is tyre is
finish, the forklift will transfer to the warehouse. In order to use the maximum space in the
warehouse, the engineer at the continental have design tyhe rack whic is the bigger size of the
tyre will put at the bottom with followed by a smaal size at the top. So, the designning the
rack have 5 levels and because the maximum distance of the forklift at the continental only
can lift up into 5 levels.
REFERENCE

1. Gapp, R., Fisher, R., Kobayashi, K. 2008. Implementing 5S within a Japanese

Context: An Integrated Management System, Management Decision.
2. Schonberger, Richard J. 1986. World Class Manufacturing: The Lessons of Simplicity
Applied. New York: Free Press, p. 27.
3. Osada, Takashi (1995). The 5S’s: Five keys to a Total Quality Environment. US:
Asian Productivity Organization. ISBN 978-9-28331-115-7. Retrieved July 26, 2017.
4. Laraia, Anthony C.; Patricia E. Moody; Robert W. Hall (1999). The Kaizen Blitz:
accelerating breakthroughs in productivity and performance. John Wiley and Sons.
p. 26. ISBN 978-0-471-24648-0. Retrieved 6 February 2010.
5. Misiurek, Bartosz (2016). Standardized Work with TWI: Eliminating Human Errors in
Production and Service Processes. New York: Productivity Press.
6. Ohno, Taiichi (June 1988). Toyota Production System - beyond large-scale
production. Productivity Press. p. 29.

7.  "Setting Up Kanban Management". JD Edwards EnterpriseOne Kanban

Management 9.0 Implementation Guide. JD Edwards. Retrieved 26 February 2015.