ASSIGNMENT-4

1.What Is the 5S System?

The 5S system is a lean manufacturing tool that improves workplace efficiency and
eliminates waste. There are five steps in the system, each starting with the letter S:

2. Set In
1. Sort 3. Shine 4. Standardize 5. Sustain
Order

By providing a systematic framework for organization and cleanliness, 5S helps facilities

avoid lost productivity from delayed work or unplanned downtime.

The Steps of 5S
5S was created in Japan, and the original “S” terms were in Japanese, so English
translations for each of the five steps may vary. The basic ideas and the connections
between them are easy to understand, though.

These steps feed into each other, so the sequence is important.

Clearing out unnecessary materials in step 1 (Sort) will provide the space needed to
organize the important items in step 2 (Set In Order).

Then, once the work space is de-cluttered and organized, dirt and grime can be
removed in step 3 (Shine).

These changes to workers’ job duties and work environment should be reflected in
updated procedures through step 4 (Standardize).

Finally, those new procedures won’t amount to much unless responsibility is assigned
and progress is tracked — as required for step 5 (Sustain). And with responsibility and
tracking, workers will continue to apply the steps, returning to step 1.
Step 1: Sort
The first step in the 5S process is Sort, or “seiri,” which translates to “tidiness.” The goal
of the Sort step is to eliminate clutter and clear up space by removing things that don’t
belong in the area.

Clearing the Work Area

For this step, take a close look at the items, tools, and materials in a work area. Items
that are necessary or useful for the work being done in that space should be kept there.
Everything else should be removed.

Some of those removed items will need to be thrown away or recycled. Other items
might belong to another work process or location; they should be returned to their
“homes.” However, you might find some items that you aren’t sure about.

Red-Tagging Unknown Items

If you find an item that you can’t identify, or that has uncertain ownership, it’s time to
use a red tag. “Red-Tagging” temporarily attaches a highly-visible tag to the item, which
notes where it was found and when. Then, red-tagged items from all work areas are
collected in a single location: a “lost and found” for tools, materials, and equipment.

If a work area is missing an important tool,

check the red tag collection area to see if it was found somewhere else. Supervisors for
each work space should check the red tag collection area periodically, in case
something has been missed. Anything that belongs in a work space should be taken
back there.

Reassigning Tagged Items

Items may wait in the red tag collection area for a long time. In that case, the original
work area (where that item came from) doesn’t seem to need it anymore. It may be
useful elsewhere, though.

In one common approach, items may be left in the red tag collection space for thirty
days. After that, any supervisor may claim the item for their own work area. If nobody
wants it after another week, the item can be removed from the facility entirely. Sell it,
recycle it, or throw it away.

If an item will definitely be needed by the company, but isn’t needed right now, it might
be best to store it for later. Before putting anything into storage, be sure it will actually
be needed again. Have a specific plan for getting that item out of storage again, at a
specific time. Don’t store things “just in case” without good cause, and keep track of
what’s been stored.
Step 2: Set In Order
The second step, Set In Order, was originally called “seiton,” which translates to
“orderliness.” A variety of names have been used in English: “Systematic Organization,”
“Straightening Out,” and “Simplify,” for example. No matter what it’s called, the goal of
this step is to organize the work area. Each item should be easy to find, use, and return:
a place for everything, and everything in its place.

Building a 5S Map

Tools that are used frequently should be stored near the place they are used. Spare
equipment, supplies, and other tools that are used less often can be kept in a central
location, where multiple teams can share them. Items that are typically used together
(such as drills and drill bits) should be stored near each other. Each of these decisions
will make sense on its own, but it may become difficult to keep track of everything. It
may be helpful to create a 5S map as part of this process.

A 5S map is a diagram or floor plan that provides an overview of a work area, process,
or station. It provides a visual reference to show where the tools, supplies, workers, and
travel paths are, and how they relate to each other. A good map may also include a
description of the work that happens in the area shown.
 Depending on your facility’s needs, you may
find one approach easier than another:

• Draw up a map, and then implement it

• Physically arrange the workplace first, and then map it out
• Map as you go, testing ideas and writing down what works well

No matter which approach is used to create it, the resulting 5S map should be kept as a
training tool, used for reference in later steps of 5S, and updated over time as the work
area changes.

Communicating the Plan

Once storage locations are assigned, each storage area should be labeled. Label the
outside of cabinet doors to help workers quickly identify what’s inside each one. Then,
label any interior shelves to show where different supplies belong. The same ideas
extend to rack labels, bins, and other storage systems.

Many facilities use a “shadow board” for tool storage, to ensure that each tool is easy to
put back in its correct storage place. With this approach, a label matching the shape
and size of the tool is placed where that tool belongs. Workers can immediately spot
where each item belongs, and know at a glance if the item is there or not. No more time
wasted looking through drawers and bins.

Organization can extend to the floor, too. Work areas, movement lanes, and storage for
supplies and finished products can all be marked with floor marking tape.
5s System Best Practices Guide
The free 5s guide will start you on the path to efficiency.

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Step 3: Shine
The third step of 5S is Shine, or “seiso,” which means “cleanliness.” While the first and
second steps cleared up space and arranged the area for efficiency, this step attacks
the dirt and grime that inevitably builds up underneath the clutter, and works to keep it
from coming back.

Routine Cleaning

Shine moves far beyond just pushing a broom around every now and then. It involves
regular cleaning of every part of the work area — often a daily wipe-down, and a more
thorough cleaning each week.
Importantly, the Shine step is not meant to be a job for the maintenance or janitorial
staff. Each worker should clean their own work area, and the equipment they use. This
approach has several benefits:

• Workers who are familiar with the area will quickly notice any problems that arise
• Hazards or difficult situations will be understood and accounted for
• Items that are out of place or missing will be recognized
• Workers will tend to keep their own workspaces cleaner during normal operations

Everyone should pay attention to the overall cleanliness of the workplace, being willing
to pick up trash and so on. But for 5S to give the best results, each worker should take
personal responsibility for their own working space.

Shine as Preventative Maintenance

Keeping work areas clean will have many advantages. One important advantage is that
it’s easy to spot leaks, cracks, or misalignments. If the people keeping the area clean
are the same people who work there regularly, they will be quick to recognize any of
these problems.

Leaving those problems unnoticed and unresolved could result in equipment failure,
safety hazards, and loss of productivity. With the constant cleaning and inspections
used in the Shine step of 5S, the system can feed into a preventative maintenance
program. This way, 5S can extend the working life of equipment and help reduce
emergency downtime.

Step 4: Standardize
The first three steps of 5S cover the basics of clearing, organizing, and cleaning a work
space; on their own, those steps will provide short-term benefits. The fourth step is
Standardize, or “seiketsu,” which simply means standardization. By writing down what is
being done, where, and by whom, you can incorporate the new practices into normal
work procedure. This paves the way for long-term change.
The Power of Writing Things Down

It’s been said that “If it isn’t written down, it didn’t happen.” Writing down the decisions
that you make in your 5S program will help ensure that your work doesn’t just
disappear. If you made a 5S map in the Set In Order step, that map can be part of your
new standard for the area. In the same way, the process that you use for red-tagging
items can be written down and included in the standards.

Writing out your decisions doesn’t mean you can’t change your mind, though. The
purpose of 5S is to make your workplace better, not to make it unchangeable. You are
writing the standards for your facility, and you can change them to fit new information or
new business needs.
 Tools for Standardizingo
Once you’ve made decisions on how to change your work practices, those decisions
need to be communicated to workers. This communication is a key part of the
Standardize step.

Step 5: Sustain
The fifth step of a 5S program is Sustain, or “shitsuke,” which literally means
“discipline.” The idea here is continuing commitment. It’s important to follow through on
the decisions that you’ve made — and continually return to the earlier steps of 5S, in an
ongoing cycle.

2.Briefly explain the supplier selection and supplier rating.

The Supplier Selection Process

On the surface, it may seem that choosing the right supplier involves simply looking at
their price list. However, the supplier selection process is actually much more complex
and making the wrong choice can have a detrimental effect on your organization.
Your supply chain is a critical part of business operations and if one part of that chain
fails, you could run into issues that damage your reputation. Your supplier Choice
depends on a variety of factors such as quality, reliability, and value for the money. How
you weigh each factor is based on your business’s strategy and priorities.
As a startup with limited funds, you may place more weight on an affordable price than
an established business that can afford to spend a bit more or hold on to higher
inventory amounts to take advantage of bulk pricing
enables procurement to spend more time finding the right
suppliers and negotiating the best possible deals.”

A Systematic 5 Step Process

Why is it that we keep reading more and more articles about companies failing due to their supplier
selection process?
Let’s discuss the 5 steps you should take in order to make the correct decisions in supplier
selection.
Keep in mind:

• An important input to the supplier selection process are the guidelines for the types of

suppliers you want. These guidelines are impacted by your Sourcing Strategy; which we

will explore in another article.

• The output of the supplier selection process is creating your first order for that lucky

supplier. You will then move into the Relationship Management phase, which will be

covered in a future article.

Step 1 – Supplier Selection Scorecard
The first step in the supplier selection process is to create a supplier selection scorecard.
The supplier selection scorecard contains all the important elements you require in a supplier. It
has long been stated, “That which does not get measured, does not get done”.
Your scorecard should be quantifiable and include:

• Supplier characteristics

• The important strategic alignment factors you value

• Applicable business policies

• Any constraints – management directives, government regulations, contracts already in

place, and other commitments

At this step, make sure you are prioritizing your needs. All of the above may be important but some
are more important than others.
For example, quality may be most important. Surprising to some, cost is often a low priority. Think
about it…if a supplier offers poor quality, long lead time, late deliveries, etc. Does it really matter
how low the price is? It simply won’t do!
Step 2 – Identify Suitable Suppliers
Once you have the selection criteria in place, you must create the pool from which you will select a
supplier. During this part of the process you will want to consider:

• Current suppliers – Starting with suppliers you have experience with and established

relationships is generally a good idea

• Past suppliers – Depending upon the reasons why they are ‘past’ and not ‘current’

• Competitors – You may be in a position to buy from a competitor if it is ethical and low-risk

• Industry groups – many of which are non-profit and maintain data bases of member

companies

• Recommendations and prior business relationships – perhaps created while working at

other companies

• Internet – which offers myriad opportunities to find, research, and contact potential suppliers
Step 3 – Scorecard Ranking
Next, gather information from the identified suitable suppliers – perhaps in the form of a Request
for Quote (RFQ) or Request for Proposal (RFP).
Tabulate the information you collect and use the scorecard to rank the potential suppliers.
Depending upon the complexity and/or criticality of the product or service, you may:

• Select the highest ranking supplier – Recognize that while you are not required to pick the

top scorer, moving too far down the list is a red flag, indicating the process was flawed

• Choose more than one for further qualification – May include interviews, site visits, etc.

If all that work did not identify a clear winner, you may need to review your criteria and/or expand
your search.
Step 4 – Negotiate
After you have narrowed the list to a manageable number of best options, possibly just one, let the
negotiations begin!
Depending on the critical good or service, you may negotiate with just the top supplier on your
scorecard, even if others remain on the list of potentials.
These others, of course, are not told they are not #1 until after you have completed negotiations
and agreements are completed.
Based upon the complexity of the situation, lawyers may be involved.
Step 5 – Create Contract
Once an agreement is reached, a contract is created and signed.
For many transactions, the purchase order is the contract. For complex situations, you may have a
contract and then create a separate purchase order.
Creating the purchase order will include activating your procurement system. This should be a
standard operating procedure and include getting your accounts payable process ready to process
the supplier invoice.