PRESENTATION ON HOUSE

KEEPING TECHNIQUES
What is Quality?
Doing a work right for the first time and doing it right every time.
What we require for producing good quality product?

Good machine
Good material
Good work place
Cleanliness of work place.
Proper arrangement of things
Standard way of working
Discipline
Trained manpower
Good quality
environment
HOUSE KEEPING
A base for any improvement
4 Even before you plan the direction you need to
take, you must remove any obstacles to get a
clear view of the current situation.
4 House Keeping enhances the results of other
activities and simplifies every day operations.
4 House Keeping must become a habit. It must be
continuous, or at least continual activity.
WHAT IS HOUSE KEEPING
Systematic approach to better workplace.
Involves arrangement, cleanliness, discipline and
maintenance of standards.
Assigns a place for every thing and ensures
everything in its place.
Is everybodys responsibility.
Is the starting point of any improvement activity.
Means easy retrieval of information.
WHY HOUSE KEEPING
LESS EQUIPMENT DOWN TIME.
MORE USABLE SPACE.
PASSAGE WAYS ARE NEAT AND CLEAN.
ABNORMALITIES NOTICED AT A GLANCE.
ELIMINATES ACCIDENTS.
PRODUCTIVITY IMPROVEMENT.
WHY HOUSE KEEPING
EMPLOYEES FEEL GOOD IF THE WORK PLACE IS
CLEAN.
SEARCHING IS AVOIDED.
TIME WASTED IN HANDLING REDUCED.
NO UNNECESSARY SUPPLIES.
LESS REJECTION/REWORK.
BETTER PREVENTIVE MAINTENANCE.

Workplace
A Super Market
Concept of visual factory
4Example of a super market
4Presence of the nameplate of the organization.
4Categorization of items
4Segregation of items
4Display of names
4Arrangement of items
4Courteous staff
4Availability of trolleys/baskets
4Cleanliness
4Appropriate displays


Exercise
4Divide the participants into 4 batches.
4Visit the shop floor to identify areas where
there are clear demarcations, displays for easy
identification.
4Identify areas where they find scope of
improvement in displays and better
identification.
4Present their findings.
4Total time is 45minutes
4Batch-1: Mixing mill, Batch-2: Calendering,
Batch-3: Extrusion, batch-4: Curing
Necessity of 5S
SEIRI
SEITON SEIKETSU
SEISOU
SHITSUKE
Productivity
improvement
Quality assurance
Cost reduction
Increase Production
volume
Timely supply
Happy workplace
Job satisfaction
Workplace improvement
5 steps to make a neat and
clean organisation
Japanese word English word Meaning
Seiri Sort Organize
Seiton Systematize Orderliness
Seiso Shine Neatness
Shiketsu Standardize Standardization
Shitsuke Sustain Bring in culture
Need for 5S
45S 5 pillars of Visual workplace
45S An approach for improving productivity
45S - An integrated concept of actions, condition
and culture.


Need for 5S
4P: 5S increases PRODUCTION
4Q: 5S improves QUALITY
4C: 5S reduces COSTS
4D: 5S makes DELIVERY on time
4S: 5S improves SAFETY
4M: 5S improves MORALE


THE
FOUNDATION
OF
COMPETITIVE
SUCCESS.
5"S"- House Keeping
D
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V
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S
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R
V
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C
E

THE NEED FOR A "5S" STRATEGY
SIMPLE BUT IMPORTANT
CONCEPT
CA NEAT AND CLEAN FACTORY HAS
HIGHER PRODUCTIVITY.
CA NEAT AND CLEAN FACTORY
PRODUCES FEWER DEFECTS.
CA NEAT AND CLEAN FACTORY MEETS
DEADLINES BETTER.
CA NEAT AND CLEAN FACTORY IS A
MUCH SAFER PLACE TO WORK.
THE FUNDAMENTAL TRUTH
IF WE CANNOT KEEP OUR
WORKPLACES
CLEAN
ORDERLY
ACCIDENT FREE
NOBODY WILL BELIEVE WE
CAN PRODUCE QUALITY
GOODS OR ATLEAST SERIOUS
ABOUT PRODUCING QUALITY.
THE CONCEPT OF "5S"
SEIRI SORTOUT (ORGANIZATION)
SEITON SET IN ORDER (ORDERLINESS)
SEISO SPICK & SPAN (CLEANLINESS)
SEIKETSU STANDARDIZE (CLEAN UP)
SHITSUKE SUSTAIN (DISCIPLINE)
THE FIRST PILLAR : SORT
Sort Means That You Remove All
Items From the Workplace That
Are Not Needed for Current
Production Operation.
SEIRI - SEGREGATION

THIS STEP DISTINGUISHES NECESSARY AND
UNNECESSARY ITEMS AND ELIMINATES
UNNECESSARY ITEMS.
SORT THROUGH AND THEN SORT OUT
SORT THROUGH WHAT YOU HAVE. IDENTIFY
WHAT YOU NEED AND DISCARD WHAT IS
UNNECESSARY
INDICATOR OF SUCCESS.
AREA OR PERCENTAGE SPACE SAVED.

1. CLASSIFICATION : SORT OUT.
2. ELIMINATION : REMOVE UNNECESSARY
ITEMS.
3. STORAGE : FREQUENT USE/ RARE USE.
CLOSE/ DISTANT LOCATION.
IDENTIFICATION OF ITEMS &
LOCATIONS.
4. FIX & SHARE RESPONSIBILITIES.
5. USE RED TAG SYSTEM.
6. MONITOR PROGRESS.
Action Standards
Standards Action
Things used approximately once in 6 to 12 months Place far away
Things used approximately once in 1 to 6 months
Gather and place together at the
worksite
Things used once a week Place in vicinity of work
Things used daily
Place so that they are easy to pick
Make it easy to return
Identifiable
Things used every hour
Place within arms length where
they can be easily reached
WHY SORT IS IMPORTANT??
A WORK ENVIRONMENT IN WHICH
TIME
MONEY
SPACE
ENERGY &
EFFECTIVE RESOURCES MANAGMENT
PROBLEMS IN WORK FLOW ARE REDUCED,
COMMUNICATION IS IMPROVED, PRODUCT
QUALITY IS INCREASED & PRODUCTIVITY IS
ENHANCED.
MUDA ELIMINATION
WASTE
ELIMINATION
LEADS TO
COST
OPTIMIZATION &
MANAGEMENT
EXCELLENCE
THE WASTES IN THE SHOP
FLOOR
_ INVENTORY
: RELATED COSTS
: TRANSPORTATION
: QUANTITY HARDER TO SORTOUT
: DESIGN OBSOLESCENCE
: QUALITY DEFECTS FROM WIP
: MACHINE BREAKDOWNS
WASTE
ELIMINATION
LEADS TO
COST
OPTIMIZATION &
MANAGEMENT
EXCELLENCE
SEIRI
FACTORY OFFICE HOUSE

SCRAPPED MACHINES/
EQUIPMENTS

USED/BROKEN PENS

BROKEN TOYS

REJECTED MATERIALS

USELESS PAPERS/FILES

OLD CLOTHES

EXPIRED GOODS

OLD DIARIES

BROKEN SUITCASE

SCRAPPED/BORKEN
TOOLS, PALLETS, BINS,
TROLLEYS, ETC

BROKEN FURNITURE

OLD SHOES

EXCESS PARTS

OLD NOTICES/ LEAFLETS

OLD LETTERS/MAGAZINES

UNUSED UTENSILS
SEIRI
FREQUENCY ACTION

NOT USED FOR A

YEAR OR MORE
CONSULT & DECIDE
DISPOSAL. SEND TO SOME
OTHER
PLACE/SELL/SCRAP

USED ONLY ONCE

IN LAST 6-12
MONTHS
STORE AT A DISTANCE / IN
RECORDS ROOM

USED ONLY ONCE

IN LAST 2-6 MONTHS
STORE AT A CENTRAL
PLACE IN THE WORK AREA

USED MORE THAN

ONCE A MONTH
STORE NEAR WORK
PLACE

USED WEEKLY /
DAILY / HOURLY
STORE NEAR WORK
PLACE
Step 1: Sorting things
When we perform any job, we use different tools.
Sorting means
separating necessary and unnecessary things at
your workplace
Take out unnecessary things and keep them
aside away from the work place.
Visual method of placing RED TAG to identify all
unnecessary things and moving them to a central
storage area for future evaluation
RED TAG
Listing out the red tags
S No Area of operation No. of red tags
Step 1: Sorting things
After
Before
FACTORY - ORIGINAL
AFTER SEIRI (SORTING)
THE SECOND PILLAR : SET IN
ORDER
Set in Order Can Be
Defined As Arranging
Needed Items So That
They Are Easy to Use
and Labelling Them So
That They Are Easy to
Find and Put away.
SEITON --ARRANGEMENT
THIS STEP ENABLES DETERMINATION OF THE
TYPE OF STORAGE SYSTEM AND LAYOUT THAT
WILL GUARANTEE THAT REQUIRED AMOUNTS
OF NECESSARY ITEMS WILL BE EASILY
ACCESSIBLE.
SET THINGS IN ORDER BY CREATING PLACE
FOR EVERYTHING .
PUT EVERYTHING IN ITS PLACE .
SEITON --ARRANGEMENT
KEEPING ACCESSIBILITY AS EASY AS
POSSIBLE .
USE THE PRINCIPLE OF WIDE RANGE
AND SHALLOW DEPTH FOR STORAGE.
TIME SAVED IN SEARCHING.
TIME SAVED IN HANDLING MATERIAL.
PROBLEMS AVOIDED BY
IMPLEMENTING SET IN ORDER
WASTE OF
_MOTION
_SEARCHING
_HUMAN ENERGY
_EXCESS INVENTORY
_DEFECTIVE PRODUCTS
_UNSAFE CONDITIONS
HOW TO IMPLEMENT SET IN
ORDER
DECIDING APPROPRIATE LOCATIONS
_ LOCATE ITEMS IN THE WORKPLACE ACCORDING
TO THEIR FREQUENCY OF USE
_ PLACE FREQUENTLY USED ITEMS NEAR THE
WORKPLACE
_ STORE INFREQUENTLY USED ITEMS AWAY FROM
THE PLACE OF USE.
_ A LET GO ARRANGEMENT FOR TOOLS SO THAT
THEY GO BACK TO ORIGINAL PLACE OF STORAGE
HOW TO PROMOTE GOOD
ORDER
Seldom used, enclose in a separate designated
place.
THINGS NOT NEEDED:
No potential use, immediate disposal after careful
analysis.
Potentially useful, move to a separate designated
place.
Require special arrangement disposal.
Step 2: Systematize things
Systematic and orderly way to arrange and store the necessary
things so that they are
1.Easy to find proper identification
2.Easy to use - first-in, first-out
3.Easy to store - according to the frequency of using them
Earmarking areas for different activities by painting floors,
gangways etc.
Assigning a name and a location for everything we need.
Notices, posters and signboards should have places designated for
them with clear label.
IDENTIFICATION
SAFETY EQUIPMENT
FIRE PROTECTION EQUIPMENT
PASSAGE MARKERS
PHYSICAL HAZARDS (CAUTION)
SOLID: REQUIRED EQUIPMENT LOCATION
DASHED: PERMITTED EQUIPMENT LOCATION
Step 2: Systematize things
Step 2: Systematize things
AFTER SEITON (SYSTAMATIZING)
LOCATIONS
THE THIRD PILLAR : SHINE
Shine Means Sweeping
Floors, Whipping off
Machinery, and
Generally Making Sure
That Everything in the
Factory Stays Clean.
SEISO - CLEANING

This step eliminates Dirt, Dust and other foreign
matter to make the workplace clean.
Clean Equipment,Furniture,Notice Boards
Records Etc.
Keep the workplace Spotless.
Sweeping,wiping,polishing,painting Etc.


Cleanliness involves cleaning every aspect
of the Organization and the removal of
dirt, dust,oil, scraps on the floor, &
garbage.
Key Deliverables


Increased
Safety
Increased
Efficiency
Step 3:Seiso /Sanitize/Shine things
Keeping work place environment clean from dust and dirt.
Everyone in the organization is involved in this activity.
Workers take pride in a clean and clutter-free work area
and this step will help create ownership of the equipment
and facility
Steps involved in sanitizing or cleaning are:
To clean up the stains and dirt.
To repair malfunctioning part found during cleanup.
To identify what caused stains/ dirt and eradicate those
causes.
To set-up cleaning up standard and carry out with
everyones participation.
Step 3:Seiso /Sanitize/Shine things
AFTER SEISO (CLEANING)
THE FOURTH PILLAR :STANDARDIZE
Standardize Is The
Result That Exists
When the First Three
Pillars - Sort, Set in
Order and Shine Are
Properly Maintained.
STANDARDIZATION
Set in Order
Machinery

Where
Things
Are Kept
OPERATION
Critical
Processes
Communication
Inventory
STANDARDIZATION
PROVIDE OBJECTIVES AND
INDICATE TRAINING GOALS.
PROVIDE A BASIS FOR TRAINING
CREATE BASIS FOR AUDIT AND
DIAGNOSIS.
PROVIDE A MEANS FOR
PREVENTING RECURRENCE OF
ERRORS AND MINIMIZING
VARIABILITY.
SEIKETSU - STANDARDISATION
TO ESTABLISH STANDARDS TO
MAINTAIN THE IMPROVEMENTS
CREATING RULES FOR CHECKING &
COUNTERMEASURES.
VISUAL CONTROLS FOR STANDARDS
AND TO REVEAL ABNORMALITIES
TO PREPARE CHECKLISTS AND
ADHERE TO AVOID MISTAKES

EXAMPLE OF STANDARDIZATION
HOW TO IMPLEMENT
STANDARDIZE
gVISUAL 5S
ANYONE SHOULD
DISTINGUISH NORMAL &
ABNORMAL CONDITIONS.
AT A GLANCE
gFIVE MINUTE 5S
HOW TO IMPLEMENT
STANDARDIZATION
AUDIT THE SHOP FLOOR
5S PROJECTS
REVIEW
Some evidence of standardized work areas
Clear, shiny aisle ways
Color coded areas
Slogans, banners
No work-in-process ( WIP )
One-Piece Flow
Standardized Work Sheets



Step 4:Seiketsu- Standardization
On successful implementation of the
First three Ss Standardize effective
practices.
Formalization can be done through
establishing a Visual factory, displaying
the directives, establishing procedures,
guide lines etc.
Formal Procedure
Placement of
items
Communication
Storage
Disposal
Administration
Health and safety
Manufacturing
Processes
Environmental
practices
Step 4:Seiketsu- Standardization
Step 4:Seiketsu- Standardization
AFTER SEIKETSU
(STANDARDIZING)
STANDARDIZE
THE FIFTH PILLAR : SUSTAIN
Sustain means making
a habit of properly
maintaining correct
procedures.
SHITSUKE - DISCIPLINE

THIS STEP IS TO ENSURE THAT EVERYONE
STICKS TO THE RULES SCRUPULOUSLY AND
MAKES IT A HABIT
CREATE GENERAL AWARENESS ABOUT 4S.
TRAINING TO EVERYONE.
DEVELOP NORMS AND MONITOR SUCCESS.
SHITSUKE - DISCIPLINE
High employee Morale.
Involvement of People in the Movement.
SEIKETSU - TRAINING &
DISCIPLINE
4 EVERY ONE IS STICKING TO THE
RULES AND STANDARDS
4 PRACTISE BY EVERY ONE - MAKES
PERFECT
4 GOOD TRAINING FOR BASIC,
HABITUAL MOVEMENTS & ACTIVITIES

Step5: Shitsuke- Self-discipline
Creating a work place with good habits and sustaining it .
Difference between discipline and self discipline. People can
be disciplined but not every time. Self discipline guarantees the
continuity of a daily routine
Good self discipline with respect to
> Industrial safety helmets, shoes and goggles,
> Machine safety loose insulation of electrical parts,
unguarded moving parts
> Operator safety following work instructions and
procedures, preventing spillages of water, oil etc

AFTER SHITSUKE (SELF
DISCIPLINE)
FACTORY ORIGINAL (BEFORE 5S)
5S IMPLEMENTATION
O CONTINUING TO LEARN MORE ABOUT
THE 5S
O HELPING TO EDUCATE YOUR CO-
WORKERS ABOUT 5S
O BEING ENTHUSIASTIC ABOUT 5S
IMPLEMENTATION.
O HELPING TO PROMOTE 5S
IMPLEMENTATION EFFORTS.
O PHOTOGRAPHS BEFORE AND AFTER THE
IMPROVEMENT
5S
TRAINING
1. THERE CAN BE NO TQM WITHOUT 5 S.
2. A DIRTY FACTORY OR OFFICE CANNOT
PRODUCE QUALITY PRODUCTS OR
SERVICE.
3. CLUTTER HIDES THE PROBLEM. A NEAT
WORKPLACE PROMOTES EASY
DISCOVERY OF ABNORMALITIES.

5S IS THE STARTING POINT FOR ALL
WORKPLACE IMPROVEMENTS,
PRODUCTIVITY, QUALITY, COST,
DELIVERY, SAFETY, SERVICE and
MORALE.

Let us create our own work place with
our own hands. Let us contribute to a
cleaner work place.
6th. S is now included as SHIKKARI
YAROU -- let us try hard.
Every person should show initiative
and make a special effort.
5 step process to 5s implementation
1. Get TOP management commitment with respect to resources for
training and improvement.
2. Draw up a promotional campaign and set up a time table.
Everyone has to do it.
3. Keeping records taking photographs, video coverages,
quantification, red tags etc
4. 5s training. Give chance to people to talk what they did.
5. Evaluation.
Effective 5S
4Demarcate your entire shop floor into various
zones.
4Identify owner for each zone
4Conduct monthly 5S audit
4Enter details of the audit scores in a 5S Notice
board
4Identify the best and the worst performer.
4Give 5S Champion trophy to the best and 5S
Garbage trophy to the worst performer
Effective 5S
45S Evaluation format
45S evaluation form.doc
45S Checklist
45S Check List.xls
Benefits of 5S
The benefits of 5S are in direct proportion to the effort put into
implementing and sustaining the system. A partial list includes:
A neater, cleaner place to work,
Lower employee turnover,
Fewer accidents,
Less scrap and re-work,
Better quality awareness,
Lower direct and indirect labor costs,
Lower materials cost,
Less money tied up in work in process,
More usable floor space,
Shorter lead times, and
Higher on-time delivery rates