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Effects of implementing 5S on Total Productive Maintenance: A case in Iran

Article · September 2011

DOI: 10.1109/ICQR.2011.6031678

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 Effects of Implementing 5S on Total Productive Maintenance:
A case in Iran

M. Moradi1, M. R. Abdollahzadeh2, A. Vakili3

1
Industrial Engineering Department, Urmia University of Technology, Urmia, Iran
2
Planning Department, Iranian Oil Pipelines and Telecommunication Company, Tehran, Iran
3
Industrial Engineering Faculty, Islamic Azad University South Tehran Branch, Tehran, Iran
m.moradi@ine.uut.ac.ir, mabdollahzadeh@gmail.com, st_a_vakili@azad.ac.ir

Abstract – In this paper relations between 5S and pillars
of Total Productive Maintenance (TPM) are explicated. In
order to evaluate performance and effectiveness of 5S, we
have benefited from a checklist by which status of
implementation and execution of 5S in a foodstuff
production factory in Iran has been studied. Furthermore,
effects of this implementation on development and maturity
of TPM is evaluated.
Keywords – 5S, TPM, Maintenance, Iran
I. INTRODUCTION
In 1940s and 1950s Japan put efforts to take advantage
of theories and assumptions of Preventive Maintenance
(PM) to optimize equipment maintenance systems. Being
customized with Japanese culture which is embedded
with elements of teamwork, cooperation, and
responsibility, the new concept of total productive
maintenance was introduced to the world in 1970s. This
innovative approach which was proved to be more
effective than its predecessors was rapidly globalized and
consequently supported by industry owners. TPM has also
attracted many industries in Iran since the last decade and
there are currently several on-going attempts for
implementation of TPM in Iranian industries. However,
correct implementation of TPM calls for several
preliminary actions such as implementing 5S as the most
important principle which must be established before
implementing TPM. This issue has been discussed in
researches and opinions of local and foreign experts. The
Maintenance Excellence Institute in its “Quality
operations and maintenance guide” puts special emphasis
on 5S. Thereby guidelines for maintenance excellence
begin with defining, running and evaluating 5S activities
[1]. In a Polish case of implementing TPM in steel
industry, 5S served as the foundation of TPM. Both TPM
and 5S intend to increase performance of machineries and
equipments by developing personnel’s knowledge and
skill as well as their sense of responsibility. This may
justify why 5S has been implemented in ArcelorMittal
steel manufacturing company in Poland, prior to TPM [2].
Another case in Australia introduces 5S and TPM as two
key factors in Lean and World Class Manufacturing
models and later combines them to introduce a new
concept called TPM3 [3]. A domestic case in Mobarakeh
Steel Co. in Iran, guided by Japanese consultants,
indicates precedence of implementation of 5S to TPM at
the zero execution level [4]. There has been also a
research done in Esfahan Zarrin Khodro Industries Co. in
Iran which looks into stages of TPM implementation and
5S as its basis [5].
Similarly, in this paper followed by an introduction on
concepts relative to 5S, we have discussed key elements
of 5S implementation. Then we have offered our
evaluation method in the form of a checklist. Later we
introduce TPM and extendedly clarify its interrelations
with 5S. Finally, implementation of 5S in two separate
fields of foodstuff and agriculture machinery has been
investigated and effects of these implementations on
development of TPM in the case companies have been
discussed.
II. CONCEPT OF 5S
5S is a principle institutionalized in Japan and has left
rather considerable results in industrial and service
sectors. These results are briefly known as incidents
prevention, delays reduction, and productivity
enhancement in work environment. The ultimate goal of
5S is to prevent losses [6]. Despite seeming simplicity of
5S in concept and implementation, organizations have
great difficulty in its execution. This may have root in the
plain figure of 5S. In fact, managers and executive
personnel are not well aware of goals of 5S. Therefore, it
is quite difficult to set appropriate ground for
implementing 5S unless its principles are well-
comprehended [6]. These principles are known in form of
five Japanese words beginning with letter S which later
formed the term 5S. There are several equivalents for 5S
in English and Persian languages. Table I indicates the
five principles and a brief explanation for each.
III. KEY ELEMENTS IN SUCCESSFUL
IMPLEMENTATION OF 5S
Active co-operation of personnel in 5S-related
programs is the major factor in its successful
implementation. In other words, staff responsibility and

978-1-4577-0628-8/11/$26.00 ©2011 IEEE 41

 Proceedings of the 2011 IEEE ICQR
their commitments to run 5S is the secret behind this
system’s success. In order to encourage sense of
commitment among an organization’s staff, top managers
have to reaffirm their dedication to 5S and continuous
improvement ahead of the other personnel. Furthermore,
to guarantee survival of this system, personnel must be
trained to correctly understand 5S and its importance, to
regularly and systematically evaluate 5S implementation,
and to optimize possible inefficiencies. Successful
implementation of 5S in work environment will pave the
way for executing activities which demand personnel co-
operation. That is to say, personnel will have more
courage to make positive changes in the organization.
Table I
PRINCIPLES OF 5S
Japanese English
Concept
Term equivalent
Distinguishing & sorting of necessary
and unnecessary items, tools and
material and removing unnecessary
Seiri Sorting
items. Employees need documented &
easy-to-understand instructions to
identify & sort unnecessary items
Suitable places should be designed for
Simplifying all necessary items. To minimize time to
Seiton (Systematic access to these places, they should be
Arrangement) made easily recognizable using tags,
colors etc.
Work environment, equipments and tools
Sweeping
should be cleaned daily. Moreover,
Seiso (Spic and
instructions to prevent pollutions must be
Span)
documented.
All three above-mentioned principles &
activities must be clearly & exactly
documented & regularly evaluated.
Sekitsu Standardizing
Findings are shared among employees &
any modification in procedures will be
officially announced.
Making 5S as part of organizational
culture. The main objective of self-
discipline is to assure that employees are
Self -
committed to long-term implementation
Shitsuke discipline
of the plan. Punctuality, safety &
(Sustain)
autonomous work discipline in all levels
of organization are the direct effects of
this plan.
IV. EVALUATING 5S
In view of the fact that 5S could serve as a valuable
foundation for TPM, economic evaluation of 5S activities
turn out to be difficult. Such evaluations are rather
theoretic and conceptual and results are not quantitative
but they concentrate on behavioral patterns of the
personnel such as removing unnecessary items from work
environment and cleaning up equipments [7]. However it
is possible to qualitatively do evaluations. There are
several checklists for such evaluations in macro scale. In
this study Pomorski checklist has been used which
evaluates 5S in macro scale [1]. There are also tables for
detailed evaluation of 5S [6].
V. BASIC CONCEPTS OF TPM
42
Nakajima, father of TPM and vice president of JIPM1,
defines TPM inclusive of the following five key elements
[8]:
1. TPM targets at maximizing equipment
efficiency.
2. TPM implements a preventive maintenance
system for the overall life of equipments.
3. TPM is an integrated system implemented by
different departments of an organization
(engineering, operation, maintenance and
management).
4. TPM involves all personnel of an organization.
5. TPM is based on deploying preventive
maintenance encouraged by management and
autonomous Small Work Groups (also known as
Small Group Activity- SGA)
The major innovation of TPM principles is that the
main and initial repair and maintenance activities are
assigned to operators themselves. They maintain
machines under fair operational conditions while
enhancing their knowledge and abilities for diagnosing
possible problems of equipments before any failure
happens. In the latest viewpoint of JIPM TPM seeks:
1. Development of an organizational culture upon
which efficiency of production system is
maximized
2. Organization of shop floor operation system
which prevents losses on the whole production
system life-cycle before they happen Or,
achievement to zero-incident, zero-defect and
zero-failures state
3. Involvement of all organizational sectors
including production, R&D, sale and
management
4. Achievement to Zero-defect state through
activities of “small overlapping groups”
Suzuki in his paper in 1994 shows that implementation of
TPM in Japan has resulted in improving productivity,
quality, cost, delivery, safety, and morale of personnel.
He abbreviates these results as PQCDSM [9].
In addition, implementation of TPM leaves several
intangible and indirect results. Suzuki identifies these
results as autonomy of shop floor workers, boosted
personnel’s confidence, cleaned production &
management environment, and also improved image of
the company for customers [9].
In Nakajima’s point of view, TPM has pillars depicted in
figure 1. Continuous improvement could be evaluated by
measuring increase in the total efficiency of machines.
The equation to calculate this indicator is shown below:
Total efficiency of machines = Machine Availability rate ×
Machine Performance rate × Product quality rate
Total efficiency of machines begins with reducing and
eliminating six main machine losses named as break-up
and emergency shut-downs, setup and reconfiguration
shut-downs, idleness and short time stops, speed
reduction, wastes & re-workings and startup losses.
1
Japanese Institute of Plant Maintenance

Focused
Improvement
Planned
Maintenance
Maintenance
Prevention
Quality
Autonomous Training &
Maintenance Education Maintenance
Fig. 1. TPM Pillars
Implementing autonomous maintenance requires
production line personnel to take responsibility of
maintenance activities. That is to say, production line
personnel should be induced with conditions as if they are
the owners of production equipments. As a result, they
will put their upmost efforts into solving possible
problems to provide appropriate operation conditions.
Preventive maintenance is also briefly expressed as a
repair and maintenance activity planned by maintenance
department. Planning for theoretic and holding practical
training programs for all personnel and having them
acquainted with the key concepts of TPM as well as
equipping them with knowledge of maintenance form
another pillar of TPM. Meanwhile efforts must be made
to improve equipment design, manufacturing, installation,
and operation in order to decrease congestion of
maintenance activities and to increase life-cycle reliability
toward maintenance prevention and advanced equipment
management. Effects of equipments & machines
maintenance activities on product quality must be
considered by linking maintenance and quality control
departments to each other to enable continuous
improvement of products. Since TPM is not limited to
only production departments, one pillar of it is assigned to
its implementation in administrative and supporting
departments. After all, TPM calls for sustainable
development. Therefore, it involves more than only
considering machines but it seeks enhanced safety and
health of personnel in line with improving environmental
factors as its major goal.
VI. THE RELATION BETWEEN 5S AND TOTAL
PRODUCTIVE MAINTENANCE
It is important to mention that 5S and TPM are both
born in Japan and therefore have roots in Japanese
culture. In Japanese industrial definitions, there are three
main factor affecting work environment: Yaruki (morale
& motivation), Yarude (fair competition) and Yaruba
(proper work environment conditions). In order to
eliminate the six big losses of a plant, it is necessary to
improve personnel’s morale and attitudes (Yaruki), to
elevate skills toward creating grounds for fair competition
(Yarude), and to create a safe and appropriate
environment that supports relative activities regarding
implementation of TPM (Yaruba). Obviously, creating a
Proceedings of the 2011 IEEE ICQR
safe and appropriate environment necessitates
consideration of principles of 5S. In many cases these
considerations are not well understood and are therefore
Administrative only shown in form of symbolic actions (e.g. painting
TPM
Safety &
shop floor and machines’ bodies), whereas major
Environment maintenance considerations (such as servicing internal
parts of machines and revolving components) are missing
[7]. Hence, accurate and effective implementation of 5S
could serve as a foundation for TPM implementation.
More explicitly, the first two principles of 5S insist on
clearing work environment of unwanted and unnecessary
items as well as focusing on organizing necessary items.
Crowded and chaotic layout of tools and parts in
production sectors and warehouses increases times to
access tools and parts and consequently MTTR2 indicator
is as well increased. The third principle (sweeping) seeks
cleanliness of work environment and equipments.
Sweeping is not only limited to showing parts but also
must be applied to internal parts of equipments and
behind guards and covers. Besides, it is easier to notice
defects such as oil leakage in machines which are
preserved cleanly. Uncleanliness of machines may
accelerate their depreciation, lower work efficiency,
increase percentage of scraps and in general, increase the
need for maintenance which are all in fundamental
contradiction with principles defined in TPM [3]. The two
principles of standardization and self-discipline have also
indirect effect on establishing pillars of TPM. In other
words, implementation and institutionalization of these
two latter principles in organizations requires suitable
mental and cultural grounds to enhance individuals’
capability to accept responsibilities and consequently
assist the firm in achieving basic goals of TPM. Table II
indicates relations between principles of 5S and pillars of
TPM in a corresponding way. This must be elucidated
that implementing 5S principles do not directly affect the
training pillar of TPM but since 5S implementation is
followed by training programs, it could serve as ground
for increasing personnel’s willingness to accept future
training programs.
Table III depicts relations between principles of 5S
and reduction of the six big losses which affect Overall
Equipment Effectiveness (OEE). It shows effect of 5S
implementation on first pillar of TPM precisely.
Due to importance of autonomous maintenance in
TPM, and principle of sweeping in 5S, relations between
these two have been illustrated in figure 2. This figure
depicts how in a cause-and-effect structure, cleaning of
equipments could help us notice and identify abnormal
conditions. Eliminating roots of these conditions,
equipments and production process performance
improvement will be enabled and personnel will
strengthen their commitments to their work and the
company.
2
Mean Time To Repair
43
 Proceedings of the 2011 IEEE ICQR

Clean To Inspect Equipment TABLE III

THE RELATIONSHIP BETWEEN PRINCIPLES OF 5S AND REDUCTION OF
SIX BIG LOSSES
Principles
of 5S
Inspect Equipment To Discover Abnormalities Sorting Simplifying Sweeping
Standardizin Self -
g discipline
Six big
losses
Developin
g culture
Discover Abnormalities To Restore Equipment for
Clearing identificati
Avoidance of
Failure work Developing on &
Reduction of fast
environment culture for implement
and time to access depreciation
and maintenance ation of
emergency to equipments Faster
increased standardizatio preventive
shutdown & tools identification
Restore Equipment To Improve Performance room for
of failures
n and
maintenance autonomo
us
maintenan
ce
Reduction
Improve Performance To Increase Pride in Operation clearing
of set-up
Faster time as
Line set-up work Reduction of Developing
reorganizatio result of
environment time to access culture for
& n of Developin
and to maintenance
configurati irregularities g sense of
Fig. 2. The Role of cleanliness in Autonomous Maintenance [10] increased maintenance standardizatio
on and faster cooperatio
room for tools n
measurement n and
set-ups
coordinati
TABLE II on
RELATIONSHIPS BETWEEN PRINCIPLES OF 5S AND TPM Removing
unnecessary
Reduction of
Idle time& items that are
Principles short-time potential
short-time
stops resulted
of 5S Self - stop causes of
Sorting Simplifying Sweeping Standardizing by pollution
Pillars discipline short-term
stops
of TPM
maintaining
equipments in
clearing
Assistance
Speed
proper
unnecessa reduction
to make operating
ry item Developing
commitme conditions
from Avoidance of culture for
Reduction of nt to maintaining
work fast documentation,
Focused time to access continuous equipments in
environm depreciation acceptance and
Improvement to equipments improvem proper
ent Faster failures implementation
& tools ent in operating
increases identification of maintenance
using conditions to
room for standards
equipment produce Making
maintenan Reducing
s quality commitme
ce time to access
products and Assistance to nt to
Assigning Facilitation of
Developin Wastes & to quality
reduce wastes standardize quality
Directing g culture rework control
more time to autonomous Reduction of quality improvem
personnel for equipments
maintenance Basis of maintenance measurement ent
Autonomous to running
as a result of autonomous through errors as a
maintenance maintain autonomo
increased maintenance marking, result of
necessary us
productivity tagging & using cleanliness of
items maintenan
of employees other standards measuring
ce
instruments
Focus of Facilitation of
planned accepting & Making
maintaining
Planned maintenan Adapting to Adapting to running of commitme
equipments in
Maintenance ce on plans plans maintenance nt to run Start-up
proper
necessary standards plans losses operating
items
conditions
Training
Assistance to
better identify
causes of Maintainin
failure and g
establish equipment VII. CASE STUDY
ground for s in
Maintenance
their appropriat
prevention elimination e
Maintaining operationa In this section, a well-known foodstuff producing
equipments in
appropriate
l
conditions
factory has been investigated as a case. This factory,
operational
conditions
hereinafter referred as “the case company”, is the largest
Quality control
Making producer of fruit juices, purees, concentrates, tomato
Reducing Facilitation of commitme
Quality
time to access
facilitation
Swift
accepting & nt to paste, and industrial and medical alcohol in Iran. The case
to quality running of continuous
Maintenance control
identification
of unregulated
quality quality company which was established in Urmia (a city in north-
equipments
items
standards improvem
ent
west of Iran) in 1970 has more than 700 employees and
Prevention of
fast
has obtained ISO 9000:2000 and HACCP certifications.
clearing depreciation
Developing
Developin 5S has been implemented in all production and
work Faster g culture
environm
Reduction of
time to access
identification
culture for
documentation,
for administrative departments of the case company since
Administrati ent and of running
ve TPM increase
to
maintenance
administrative
acceptance and
implementation
autonomo August 2008. However, systematic and regular 5S audit
room for
maintenan
tools
equipments
failures
of maintenance
us
maintenan
does not exist yet and there are currently a few employees
standards
ce The first step
in autonomous
ce familiar with 5S terminology and expressions. In fact top
maintenance managers try to implement 5S concepts regardless to
Safety Safety
clearing improvement improvement Continuous use
Discipline
in using
advertizing new expressions, in order to avoid restrictions
Safety & work considering at clean work of personal
environment environm specified environment protection
safety
equipment
of facing a new system.
ent location of Protecting equipment
s
tools environment

44
 Proceedings of the 2011 IEEE ICQR
5S implementation audit results havee been depicted in
Figure 3. It illustrate that unnecessary items have been
removed from work environment (Sortt score: 3). There
are special locations designated to all ittems (Set in order
score: 2). Housekeeping tasks are understood and
continually practiced (Sweeping Score:: 4). Methods are
being improved but modifications have not been
documented (Standardizing Score: 2).
Housekeeping and safety practices have been developed
and are being utilized. (Self-Discipline Score:
S 3)
The study shows that 5S implementaation in the case
company has had the following implicatiions:
• Employees’ commitment to impprovement
• Reduction of mistakes in using of spare parts
• Reduction of breakdowns
• Quicker accessibility to maintennance tools
• Reduction of maintenance costss
Sorting
5 VIII. CONCL
4
3 reveal the fact that it causees improvement in OEE,
Self-Discipline 2
Simplifying
1 an essential prerequisite of impplementation of TPM. The
Standardizing Sweepping
Fig. 3. 5S audit results of studied coompany
It is notable that the positive im mplications of 5S
implementation appeared to be obbvious for most
employees. For instance, some maintennance technicians
admitted that removing defective sparee parts, which are
not really needed for current maintenannce activities, has
saved much time and resource. Unneeeded material and
tools at the work place may cause errors and defects. Such
experience could fairly shed some light one of the most
successful outcomes of 5S implementation in the case
company.
Although, TPM was not actually im mplemented in the
case company, as a result of 5S implem mentation, some of
its pillars seemed to be in good conditioons to be founded.
The case company regularly execuutes PM related
activities in order to reduce equipmennt breakdown, but
autonomous maintenance is not signiificant. However,
operators themselves are ready to perfform maintenance
activities, because they are getting along with 5S
activities such as cleaning. So, they arre expected to be
capable of doing some basic PM acctivities. For this
purpose, the case company held maintennance trainings for
operators in 2008. Calibration (12 hourrs) and Equipment
Safety (8 hours) are examples of this trrainings’ syllabus.
Furthermore, PM personnel had trainning courses for
Instruments (70 hours) and Electrical Saafety (25 hours) in
addition to the two previously-mentionedd courses.
45
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Executing 5S increased peersonnel’s commitment to
planned activities. Planned maintenance is now followed
seriously. Essential informationn of equipments has been
extracted. Critical equipmentss have been determined.
Daily, weekly, monthly and annual checks have been
developed and performed. Moreover,
M all maintenance
information is recorded.
Because of performing 5S in administrative and official
departments, there exists a goood cultural atmosphere for
execution of administrative TP PM and personnel of these
departments are now ready to t carry out autonomous
maintenance.
However, based on available evidences
e and information,
unfortunately it is not possible to investigate quantitative
effects of implementing 5S on maintenance affairs in the
case company and on itts readiness for TPM
implementation.
LUSION
Experiences gained from implementations of TPM
productivity, safety and quality. However, 5S execution is
results of this research confirrm that all 5S principles
affect TPM directly or indirectlly. These effects have been
studied for each pillar of TP PM. 5S, in particular, can
provide better state to reduce six
s big losses and therefore
improve OEE. Furthermore, it can promote collaboration
culture in organization that attempt to elevate staff
willingness for autonomous maintenance.
m Survey of one
factory in Iran supports findinggs of this paper and shows
that 5S execution providess better conditions for
implementation of TPM.
REFEREN
NCES
[1] R. W. Peters, “Maintenancce Benchmarking and Best
Practices”, McGraw-Hill, 2006
[2] B. Gajdzik, “Introduction of Total
T Productive Maintenance
in Steelworks Plants, METAB BK 48(2) pp.137-140, 2009
[3] R. Kennedy and L. Mazza, “5S S & TPM working together as
one in TPM3”. Australia: CTP PM 2009
[4] F. Sadeh, “Seven steps of autonomous maintenance in
TPM”, Third National Coonference on Maintenance”,
Tehran, Iran, 2005
[5] A. NiliPour, A. Poyaei, M. Khodaei, M. Dashti and M.
Kaboli, “Preparing for TPM execution by 5S
implementation”, First Natiional Conference on TPM,
Tehran, Iran, 2008
[6] K. Tsuchiya, “Super 5S is for evveryone”, 1998
[7] T. R. Pomorski, “Total Productive Maintenance (TPM)
Concepts and Literature Review w” Principal Consulting
Engineer Brooks Automation, Inc.,
I 2004
[8] S. Nakajima, “Introduction to TPM: Total Productive
Maintenance” Cambridge, MA A, Productivity Press. 1984
[9] T. Suzuki, “TPM in Process Industries”, Portland, OR,
Productivity Press. 1994
[10] M. Tajiri and F. Gotoh, “TPM Implementation - A
Japanese Approach” New Yorrk, McGraw-Hill. 1992