Series C

TQM Training Module on

5-S
Doc. No. C-18.01.20180528
Revision 01; 28th May 2018
Authors: Abhijeet Singh

For further clarifications, write to abhijeet.singh@jsw.in © Total Quality Management, JSW Group
 TQM Training Series: 6 series with 66 training modules
This is a training module on 5S (C-18)
Series-A Series-C Series-D Series-F
Basic Problem Solving Tools Quality Management Basics Productivity & Efficiency Tools Advanced Statistical Tools
A-01 Flow Charts C-01 Quality Mgmt. Basics D-01 Value Stream Mapping (VSM) F-01 Sampling & Distribution
A-02 Cause & Effects Diagram C-02 Basic Statistics D-02 Time & Motion Study F-02 Hypothesis Testing
A-03 Stratification C-03 Statistical Process Control D-03 SMED F-03 Regression
A-04 Scatter Diagram C-04 KPI Drill Down D-04 Wrench Time Analysis F-04 Basics of DoE
A-05 Control Charts C-05 KPI Benchmarking D-05 Queuing Theory F-05 Factorial DoE
A-06 Check Sheets C-06 Strategic Analysis Tools D-06 Inventory Management F-06 Principal Component Analysis
A-07 Histogram C-07 Policy Management D-07 Linear Programming Problem F-07 Cluster Analysis
C-08 Policy Diagnosis F-08 Conjoint Analysis
A-08 Pareto Charts D-08 Game Theory
C-09 Daily Management F-09 Discriminant Analysis
A-09 Graphs D-09 OEE
C-10 Daily Mgmt. in Maintenance F-10 Factor Analysis
D-10 PERT & CPM
C-11 Cross Functional Mgmt.
Series-B F-11 Response Surface Method
C-12 Quality Assurance Basics
Basic Management Tools F-12 Taguchi DoE
C-13 MSA
B-01 Brainstorming F-13 Weibull Analysis
C-14 PFD, FMEA, Control Plan Series-E
B-02 Affinity Diagram Decision-making Tools
C-15 Cost of Poor Quality (COPQ)
B-03 Arrow Diagram C-16 Improvement Fundamentals E-01 Quality Function Deployment
B-04 Tree Diagram C-17 4i Methodology E-02 Fault Tree Analysis
B-05 PDPC C-18 5S E-03 AHP & Paired Analysis
B-06 Matrix Diagram C-19 Quality Circles E-04 Pugh Matrix
B-07 Matrix Data Analysis C-20 QC Story Approach E-05 Time Series Analysis
B-08 Relation Diagram C-21 Kaizen, OPL, Poka Yoke
OVERVIEW OF LEAN
Muda Muri
LEAN is a improvement system or
(Waste) (Overburden)
methodology that got developed with
7-Wastes Unreasonable burden
Toyota’s quest for improvement and is 1. Overproduction on machines, people,
widely used in the world today. 2. Over-processing systems or processes
3. Transportation Suddenly changed
It identifies the value adding part of work 4. Motion plans
5. Inventory
and eliminates all forms of wastes from 6. Waiting
it. 7. Defects

Thus, it aims to improve costs,

productivity and delivery of service. Mura
(Unevenness)
The waste is classified to three generic categories:
Inconsistencies in
 MUDA (Waste) process, systems,
schedule, quality
 MURI (Overburden) Uneven workloads
on people
 MURA (unevenness)
UNDERSTANDING THE ELEMENTS OF LEAN

Make it perfect
Identify Value / waste
 Breakthrough and continuous
 Identify the meaning / definition of value for
improvement, complete elimination
customers
of waste, variability, improved
 Tools – VOC, Standard Work, Muda,
response time
 Tools – PDCA, Kaizen, Jidoka
(Man-automation) 5 1
5S

Establish Pull Map Value Stream

 Ensure customer / Elements  Map all process steps –
downstream process pulls
the upstream processes and
4 of Lean 2 value added or non-value
added from Raw material to
makes it efficient product
 Tools – Kanban, JIT, Point
os use storage  Tools – VSM, FMEA,
3
Create Flow
 Establish synchronized flow of services and products
 Tools – One piece Production Flow, SMED, Poka Yoke, Equipment Reliability,
One piece flow
WHAT ARE THE 3 MU’S ?

The 3 MU’s Meaning Explanation

MUDA • Waste Capacity exceeds load

MURA • Unevenness • Capacity

• Inconsistency sometimes
• Variation exceeds load
• Load sometimes
exceeds capacity

MURI • Overburden Load exceeds capacity

• Irrationality

5
WHAT IS WASTE ?

 Any activity that adds to cost or time but does not add value.
 Consuming more resources (time,money,space) than necessary to
procure , produce goods or services is invariably a waste.

6
MUDA : THE 8 TYPES OF WASTES

INVENT
TRANSP ORY
ORTAIO MOTION
N

SKILL WAITIN
G

DEFECT OVER-
S OVER- PRODUC
PROCES TION
SING
FLOW OF THE TRAINING MODULE

Introduction to 5S

How to implement and sustain 5S

Lean foundation through 5S

5S Example
INTRODUCTION TO 5S ?

What is 5s?
5S was originated in Japan
• “A systematic and rational approach to Toyota
workplace organization and methodical
housekeeping with a sense of purpose”
• Encouraging ownership and self discipline to sustain
Sort Set in order
and further develop working practices
• 5S is a foundation to kaizen and lean implementation ,
eg: TPM 5S
What is it Sustain Shine
purpose?
• Improve safety.
• Remove waste from the workplace. Standardize
• Increase quality.
• Provide an environment where continuous
improvement is embraced.
• Makes abnormalities immediately visible.
5S : USES AND BENEFITS
When to use?
 When you want to enhance
workplace organization
 When you want to develop
safety ,quality ,equipment ,
reliability , and productivity
under a single roof
 When you want to provides
an environment for
continuous improvement
Benefits:
 5S makes our workplace more
pleasant
 Improves work efficiency
 Eliminates waste
 5S and safety go hand in hand
 Leads to better customer
satisfaction and higher
productivity
 Focussed team effort
10
STEPS OF 5S

Principles General Description

Separating necessary from unnecessary, and remove

1S Sort (Seiri)
unnecessary
Set in order Visually arrange and identify items for ease of use
2S
(Seiton) and retrieval
Keep the workplace clean to allow problems to be
3S Shine (Seiso)
identified
Standardize Continually monitor the level of clearing, organizing
4S
(Seiketsu) and cleaning
Work towards a shared set of values regarding
5S Sustain (Shitsuke)
clearing, organizing and cleaning
Improve through better clearing, organizing, cleaning
6S* Safety
and visual control
11
LETS PLAY A GAME- HOW MANY NUMBERS CAN
YOU COUNT STARTING FROM 1 TO 30 IN
15SECONDS :

12
 HOW MANY NUMBERS CAN YOU COUNT
STARTING FROM 1 TO 30 IN 15SECONDS :

SORT :
We remove
what is not
needed

13
 HOW MANY NUMBERS CAN YOU COUNT
STARTING FROM 1 TO 30 IN 15SECONDS :

Set in
Order:
Systematic
arrangement

14
Standardize :
In order and
same shape,
size, use etc.

15
FIND OUT WHAT’S MISSING ?

Sustain :
Easy to
recognize
abnormalities

16
A WORKPLACE WITHOUT 5S :
1S SORT (SEIRI)

• Principle
 Stratification Management
 Dealing with the causes
Clutter
• Meaning
 Sorting out the clutter
 Distinguish between necessary and unnecessary
 Get rid of what you do not need
 “When in doubt, move it out”

• Why remove Clutter ?

Sorted
 Frees up space.
out
 Stops hoarding.
 Improves safety.
 Begins the orderliness process
HOW TO SORT ?

Degree of
Frequency of use Storage method
need

Low
 Things you have not used in past year  Throw them out
 Things you have used in last 6-12 months  Store at a distance

Medium  Store in a central

 Things you have only used between 1-6
place in the
months
workplace

High
 Things used once a week  Store near the
 Things used daily worksite or carry to
 Things used hourly workplace
SORT CONTD.

20
RED TAG / QUARANTINE / CRIME WATCH
AREA

 Storage area for unidentified items

and items that are not required but
have a value.

 The red tag area should be reviewed

after the clearing process.

 Involve everyone to decide disposition

of the items: Scrap ,Storage ,Return
to area

 Machines and other items with red

tags attached should also be reviewed
and disposition decided and planned
RED TAG FOR 5S

RED TAG RED TAG

Date: Tagged by: CATEGORY
Name of Item: Tag No.: Equipment Finished Goods
Location: Jigs & Tools Machine Parts
Reason for Tagging: Manager's Initials: Materials Instruments
Not needed Raw materials Paper, Pens etc
Defective Work in Process Other
Scrap Material
Obsolete Additional Comments:
Other
Reason for Tagging:

Suggested Action:
Discard
Return to
Move to Red Tag storage site
Move to Storage site
Other
2S SET IN ORDER (SEITON)

• Principle
 Functional Storage
 Search Elimination

• Meaning
 Arrange essential items in order for easy access
 A place for everything and everything in its place after use
 Arrange all necessary items for economy of movement
 Provide safe storage – heavy items low, light items high
 Make process more visible

• Why Functional Storage?

 To eliminate time wasted in obtaining the necessary items when in the
middle of a task
 Arrange tools, parts, and instructions in such a way that the most
frequently used items are the easiest and quickest to locate
TOO MANY ITEMS?

 List jobs by production volume (largest to smallest)

 Identify items as Runners, Repeaters and Strangers

 Proper tooling, fixtures, materials etc. for:

• Runners – stored as close as possible to the work area as these are required
most often

• Repeaters – Stored after the Runners

• Strangers – Can be located in a storage area if insufficient space in cell.

24
SET IN ORDER EXAMPLES

25
A PLACE FOR EVERYTHING AND EVERYTHING
IN ITS PLACE

26
FLOOR IDENTIFICATION

27
MARKING ON BINS/ MATERIAL STORAGE/
EQUIPMENTS
3S SHINE(SEISO)

• Principle
 Cleaning and inspection
 Degree of cleanliness
 Bring everything back to “As new”

• Meaning
 Eliminate the sources of dirt and filth
 Cleaning as a form of inspection
Cleaning and
 Clean everything inside out inspection
 Shine audit and check sheet

29
3 STEP APPROACH TO CLEANING

 Common areas, walls, ceilings, lights, storage areas,

toilets, junk yards, shelves, filing cabinets etc.

 Individual workstations, chairs, drawers, computers,

cabinets, shelves etc.

 Measuring instruments e.g. micrometer, gauges,

Vernier calipers, contact surfaces etc.

30
BENEFITS OF CLEANING
How to analyze?
 Who is responsible for
cleaning
 When it will be done
 What needs to be cleaned and
where
 How is it to be done
 Provide the required tools for
cleaning
Benefits:
 Makes defects easier to
detect.
 Better customer perception.
 Creates a better working
environment.
 Aids efficiency and reduces
accidents.
 Helps standardization.
 Correct or schedule repairs for
all problems discovered
 If possible prevent dirt
creation eliminate or reduce
KEEP CLEANING ITEMS IN ONE LOCATION
SHINE EXAMPLE FROM OUR PLANT
Before
After
4S STANDARDIZE(SEIKETSU)

• Principle
 5S Standardization
 Visual management

• Meaning
 Establish guidelines
 Make standards so that any abnormality
becomes visible
 Use visibility tools Simplify the work
site
 Maintains agreed procedures
HOW DO WE STANDARDIZE?

 Document standard ways of working

• Standard Operating Procedures (SOP)

• Standardize labeling, signage and flow.

 Provides a baseline for improvement

 Reduces variation between people/shifts

 5S audits

• Document the current agreed way of doing a process

 5S Visibility tools will help to monitor results and look for things easily and
quickly

• Use text, Camera, video

STANDARDIZE CONTD.

 For maintaining the first 3S – Sort, set in order & shine we need to
deploy visual management.
 Methods of visual management :
-colour coding
-usage of labels
-danger alerts
-indication of were things should be put
-performance indicators
VISUAL COMMUNICATION SIGN - EXAMPLE
5S SUSTAIN (SHITSUKE)

• Principle
 Habit formation
 Disciplined workplace

• Meaning
 Training
 Before and after photos
 Daily 5S five minute activities
 Self discipline

39
HOW TO SUSTAIN 5S

 Once the previous 4 S's have been established, they become the new

way to operate

 Get management commitment and authorization for 5S activities

 Promote 5S in the organization

 Get everyone involved

 Walk the walk! Gemba walk by Senior management

 Conduct monthly review by the 5s committee

 Use 5S as a platform to launch other continuous improvement program

initiatives
EXAMPLES FROM OUR PLANT :

41
STORE BOARD

Store layout
with Rack
identities

5S & 7wastes
posters for
quick
understanding

All materials
and their Item
codes

Housekeeping
weekly
schedule
43
5S IMPLEMENTATION TRACKING :

44
FLOW OF THE TRAINING MODULE

Introduction to 5S

How to implement 5S

Lean foundation through 5S

5S Example
5S IMPLEMENTATION PROCESS

1 Establish a 5S committee

2 Define a 5S implementation plan

Sort Set in order

3 Develop 5S Publicity materials 5S

Sustain Shine

4 Provide 5S education
Standardize

5 Implement 5 S

6 Audit , evaluate, and Follow-up

5S AUDIT

 Independent audit of an areas adherence to 5S

 Capture current state – use color Photographs

 Write a clear and fair checklist-

 Those being measured cannot fail or pass for anything ambiguous

 If not, revisit "Organizing" to visually clarify ground rules and expectations or

rewrite the checklist

 Ask whether those being audited agree the audit was fair and reasonable

 Periodically re-audit (e.g. weekly, fortnightly) and cross-check using auditors

from other areas to form auditing group

 Give immediate verbal feedback from audit, display results on notice board, and
chart against past results
FLOW OF THE TRAINING MODULE

Introduction to 5S

How to implement and sustain 5S

Lean foundation through 5S

5S Implementation
5S FOUNDATION FOR LEAN ENTERPRISE

Goals:
Highest quality, Lowest cost, Shortest
lead time
Jidoka
Just in Time Involvement
Productivity

 Continuous flow  Separate man and

machine work
 Takt time
 Abnormality
 Pull System identification
 Poka yoke
 Flexible workforce
 Visual control
Heijunka Standardized work
Kaizen
5S

49
SUPPORTING LEAN TOOLS FOR 5S

3 Cross training matrix

Zone 1 Zone 2
1
Zone Chart
(Oil based (organic
A B C D
waste) waste)
Visual Charts ××
Zone 4
Zone 3
(Hazardous
(Glass waste)
Cleaning ×
waste)
File ×
Organizing
Before

Equipment ×
maintenance
2
Before After Supply Shelf ×
After

Restocking

50
FLOW OF THE TRAINING MODULE

Introduction to 5S

How to implement and sustain 5S

Lean foundation through 5S

5S Implementation
51
SHOW EVERYONE WHAT 5S HAS ACHIEVED

 Use the teams that you have formed to implement 5S to begin the use of Kaizen

 Use Kaizen and empower your teams to continually improve on the gains they
have made through 5S

 Investigate daily management walk through.

5 S Story Board
SUMMARY
Critical factors for 5S implementation
 Top management commitment
 Involvement of all staff
 Sufficient resources ,manpower
,admin ,training ,publicity ,etc.
 Link with productivity and
quality initiatives
 Regular 5S audits and
management reviews
 Reward and recognition for
good 5S practices
What can 5S do for us
 Improves safety.
 A structured approach.
 Applicable at all level
 Improves productivity and
quality.
 Intolerant to waste.
 Improves morale and teamwork.
 Enjoy - working in a clean,
organized ,quality, successful,
safe environment.
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