Panasonic

ideas for life

PSEC S-

5S-Mieruka Study @ PSEC Saijou

2009 1 26 ~ 28

Dahnel
1

Company Proprietary

Panasonic Shikoku Electronics Co.,Ltd

PT.Panasonic Shikoku Electronics Batam
MKPI

Content
Content

1. Point of Study : What is 5S (3F-Mieruka)

2. Study Objective
3. Goal : 5S (3F Mieruka) improvement achievement
4. Basic : Standard of Building a Profitable Workplace
5. Method : Use Fundamental of Kaizen activities
6. How to do : 5S Mieruka Problem Brainstorming
7. Learning Point from PSEC Saijo
8. Improvement & Follow up Action

Seiri

Seisou

Seiketsu

Shitsuke

Sorting
Memilah

Ordering
Menyusun

Cleaning
Membersihkan

Cleanness
Membiasakan

Discipline
Disiplin

Needs or

Allocating

Dust Control

Standarization

Following rule

Menyusun
Dan merapikan
Sesuai dengan
tempat dan
Kegunaannya.

Bersihkan
tempat
Kerja dari debu
Dan kotoran,
Serta buanglah
Sampah pada
Tempatya.

Pembiasaan
Untuk
Melaksanakan
5S secara
Kontinyu dan
Berkesinambungan.

Mind

No Needs
Memilah dan
memilih barang
Yang masih bisa
Dipakai Dan
tidak bisa
dipakai .

Seiton

Disiplin dalam
Mentaati
Peraturan yang
ada dalam
Melaksanakan
5S.

2.2.Study
StudyObjective
Objective
Objectives :
Study 5S / Mieruka system and implementation at PSEC Saijo Factory for Strengthening and
and Level up the 5S (3F - Mieruka) implementation in FDB Factory.
Elevate and Visualize 5S (3F - Mieruka) for productivity & quality improvement
and production innovation

Management
Cost Control

Safety Control

Facility Control

Process Control

Quality Control

Productivity
Productivity
improvement
improvement
Quality
Quality
improvement
improvement
Production
Production
innovation
innovation

5S (3F- Mieruka) & PDCA

5S is the basic standards in creating the FOUNDATION of factory reform,
in promoting high productivity manufacturing, eliminating waste with the application of standardization.
5

3.3.GOAL
GOAL::5S
5S(3F
(3FMieruka)
Mieruka)improvement
improvementachievement
achievement
Visualize 5S (3F Mieruka) improvement aimed at creating a workplace quality & profitable business
Productivity
Productivity

Quality
Quality

Cost
Cost

Delivery
Delivery

( Direct Result )
Improved Quality
Reduced Price
Assured Delivery

Improvement
Improvement
objective
objective
and
and result
result

Save
Save
Environment
Environment

Morale
Morale

Customer
Customer
Satisfaction
Satisfaction

( End Result )
Organizational system
establishment to steadily
advance all management
improvement activities

Improved Productivity
Shortened Lead Time

Improved self-initiative of
every employee

Inventory Cut Down

Safety Assurance
Vital Organization
Raised Morale

Improved teamwork in the

workplace
Leadership training

Reform 5S (3F- Mieruka) Understanding, Awareness & Mindset

5S is not just moral up activity but its fundamental of manufacturing for quality & productivity
Avoid just visualizing, but which item does affect the quality & productivity
Understanding of key points and general rules implementing 5S
A workplace where 5S (3F-Mieruka) is not well implemented is generally inspirited and has lots of problem.
6

4.4.Basic
Basic::Standard
Standardof
ofBuilding
BuildingaaProfitable
ProfitableWorkplace
Workplace

Basic 5 elements of building a profitable workplace :

1. Full participant 5S activity

High Profitability
Business Quality

Every body done

PQCDSM

2. Work standardization

Every body can follow automatically

3. Versatility

Every body adaptability-flexibility

4. Visual Management

Every body see, know & understand

5. Work enhancement

Worker improvement

Visible management & Work improvement

Work standardization & Versatility

Full participant 5S Activity

High profitability business quality can be realized by first dealing with

Production Innovation and Operation Improvement (PQCDSM) based
the Basic 5 Elements of building a profitable workplace.

5.5.Method
Method::Use
UseFundamental
FundamentalKaizen
KaizenActivities
Activitieswith
withPDCA
PDCAconcept
concept
Promotion of PDCA cycle in kaizen sustainability management

To INVESTIGATE the current situation &

understand fully the nature of the problem
being solved and develop an effective and
workable solution

Plan

Action

Target
Achievement

Do

Check
Problem
Finding

Acknowledge

Problem
Solution

To ENLIGHTEN the team as to the real

problem by analyzing the Data and defining
and implementing a solution plan.

Display

To MONITOR effect of implementation

of project plan & find countermeasures
to further improve the solution.

Clear

To REVIEW CONTINUOUSLY the performance

measure & make adjustments as required.
Integrate new situation into normal working
practice. Start PDCA Cycle again.

Understand the Goal

Team Work
Job Ownership
8

6.6.How
Howto
todo
do::5S
5S--Mieruka
MierukaProblem
ProblemBrainstorming
Brainstorming

Approach :
Enhance the Mieruka improvement activity with re-brainstorming the current issue / problem
Problem Brainstorming

Why

How to do

MIERUKA

No Trouble

PSEC-OZU
PSECB

8S Step Up Objective :
Smile

Standard

Small
Area

Space
Save

Safety

Speedy
Work

Simple
Process

Short
Line

7.7.5S
5S--Mieruka
MierukaFocus
Focus
(How
(Howto
toDo)
Do)::Learning
Learningfrom
fromPSEC
PSECSaijo
Saijo
Productivity
Productivity &
& Quality
Quality

What : Centralization of Production Productivity and

Quality Real Time Monitoring System
Why (needed) / Purpose :
Early warning system (auto hourly status update)
Easily to see the Real Time productivity & quality status
Red colour : Output minus / Yield low
Red Warning : Problem Occurrences

Where : In One Floor Office

Who : All sections
When : Hourly (Real time status update)
How : Display Monitoring System use IT/IS tool
Auto Link the data from production line to central office
Display/Monitor both same at Production line and
central office
Concern items

Saijou

PSECB

PSECB Current System

1. Real Time Update System

(Output & Quality status)

Insufficient

Basically with manual update (but majority are shiftly update)

Concern : Insufficient / Need to improve with IT/IS link system for Real time / Early warning
system

2. Alarm / Early Warning

system and display

Insufficient

Quality Trouble : Have Andong system (for major defect, manual push button system)
Production status with detail status (Model by model, output, operator status) : Dont have
Concern : Insufficient / Need to improve with IT/IS system

3. Centralize/ 1 floor office

Need to consider for Speedy work

10

5S
5S--Mieruka
MierukaFocus
Focus
(How
(Howto
toDo)
Do)::Learning
Learningfrom
fromPSEC
PSECSaijou
Saijou
Quality
Quality

What : Prevention for Problem Re-Occurrence System

Why (needed) / Purpose :
To ensure the actual implementation of corrective
action/ countermeasure done well.
To remind/awareness the previous problem to all
related members for re-occurrence prevention.
To level up the quality awareness

Where : In Production line

weekly & monthly
Who : All related members
When : Weekly and Monthly monitoring
How : Display and Checking / Monitoring System ,
check/confirm the problem by control staff.
Before FACA closing : Check/Confirm every week
After FACA closed : Continue Check/confirm every
month (until 6months)

Check by control staff

Concern items
1. Re-training & Alert system

Saijou

PSECB
Have

PSECB Current System

Evidence : Alert notice & Problem concern Photo reminder in production

2. Confirmation Checking

Insufficient

Only 2x confirmation check (see alert notice sheet)

Concern : Insufficient confirmation check for Prevention of Problem Re-occurrence

3. Problem Story & Display

Dont have

Dont have the Problem Story Display in Production (only keep in folder file)
Concern : Insufficient reminder / awareness for Prevention of Problem Re-occurrence

11

5S
5S--Mieruka
MierukaFocus
Focus
(How
(Howto
toDo)
Do)::Learning
Learningfrom
fromPSEC
PSECSaijou
Saijou
Quality
Quality &
& Safety
Safety

What : Check sheets Frequently update Mieruka

Why (needed) / Purpose :
To ensure frequency checking is not escapee
Easily to check & understand the status : done or havent
updated / Before After checking

Where : In Production line

Who : All related members (Process, Maintenance, Production)
When : Frequently/Circumstance checking time
How : Check sheet placement separation
Display the frequency/circumstance of time checking
Separate folder of Before After checking / updated

Concern items
Check sheets control
Easy to see / understand of
checking time and beforeafter checked

Saijou

PSECB
Have
Dont have

Already checked at
8:30, Next checking
time is at 12:45

PSECB Current System

Process, Maintenance, Production check sheet.
Concern : No Visualized the frequency /circumstance of checking time (Not
easy to see/understand does it have checked or havent checked No
Mieruka of checksheet update

12

5S
5S--Mieruka
MierukaFocus
Focus
(How
(Howto
toDo)
Do)::Learning
Learningfrom
fromPSEC
PSECSaijou
Saijou
Quality
Quality &
& Safety
Safety

What : Machine/Maintenance check sheet Mieruka

Why (needed) / Purpose :
To ensure frequency & points checking is not escapee
Easily to check & understand the status : done or havent
updated / Before After checking

Where : In front of Production line

Who : All related members ( Maintenance)
When : Frequently/Circumstance checking time
How : Maintenance Check sheet put in front of line :
Easy to see/know the Line by Line status
Display the frequency/circumstance of period & time checking
Display each checking items (check points)

Concern items
Check sheets control
Easy to see / understand of
checking points, time and
before-after checked

Saijou

PSECB
Have
Dont have

PSECB Current System

Machine / Maintenance check sheet.
Concern : No Visualized the frequency /circumstance of checking items,
checking time (Not easy to see/understand does it have checked or havent
checked No Mieruka of checksheet update.

13

5S
5S--Mieruka
MierukaFocus
Focus
(How
(Howto
toDo)
Do)::Learning
Learningfrom
fromPSEC
PSECSaijou
Saijou
Quality
Quality &
& Safety
Safety

What : Quality / Process Patrol

Why (needed) / Purpose :
To confirm the actual implementation of each
rule/system/procedure/corrective action/ is followed well
according to the procedure.
Prevention for problem re-occurrence.
To level up the quality awareness

Where : Production
Who : Quality / Process Patrol in-charge
When : Regular Daily check
How :
Conduct regular daily patrol (genri genzoku, genba
genbutsu)
Production & Process joint in each area in-charge
Concern items

1. Quality / Process Patrol

Saijou

PSECB
Dont have

PSECB Current System

Dont have the daily regular Quality / Process Patrol In-charge

14

5S
5S--Mieruka
MierukaFocus
Focus
(How
(Howto
toDo)
Do)::Learning
Learningfrom
fromPSEC
PSECSaijo
Saijo
Traceability,
Traceability, Productivity
Productivity &
& Quality
Quality

What : Operator Qualified Skill Control / Traceability

System
Why (needed) / Purpose :
To control Operator skill Qualification
To prevent potential of Production & Quality failure due
to unqualified operator skill
Easily for Man control traceability
Operator & Work Station must match with
the Process Skill Qualification

Where : In production
Who : All operators
When : Must confirm / scan before start working
How : Barcode system use IT/IS tool
Scan before start working / if any change model
Display passed for Qualified operator only can run
production.
Concern items

Saijou

PSECB

PSECB Current System

1. Operator skill qualification

Insufficient

Have Operator badge qualification system : Skill operator, Multi skill, and OJT badge.
Concern : Dont have the full proof system for Operator Qualified skill / Man Control System

2. Operator Control
Traceability System

Insufficient

Need to improve the Man Control & Traceability Mieruka system

15

5S
5S--Mieruka
MierukaFocus
Focus
(How
(Howto
toDo)
Do)::Learning
Learningfrom
fromPSEC
PSECSaijo
Saijo
Traceability,
Traceability, Productivity,
Productivity, Quality
Quality &
& Safety
Safety

What : 4M Changing Point Control System

Why (needed) / Purpose :
Problem prevention due to 4M changing
Traceability for 4M changing (detail changing items fill
in to check sheet by leader & confirm/check by Supervisor)

Where : In production line

Who : Leader, Supervisor
Its can NOT start before confirmed by Supervisor
When : Daily indicated if any changing items
How :
Line Leader indicate if any changing items
Supervisor confirm/check
Update the sheet in display board following the colour
indication.

Concern items

Saijou

PSECB

PSECB Current System

1. Control system of 4M
changing in production line

Insufficient

Have Operator badge qualification system : Skill operator, Multi skill, and OJT badge.
Concern : Dont have the full proof system for Changing Confirmation Control System

2. 4M Changing Control
Traceability System

Insufficient

Need to improve the 4M Changing Control & Traceability Mieruka system

16

 To be continued for others item concern completion

that mentioned the summary in the next slide

17

8.
8.Next
Next::Follow
Followup
upCoordination
Coordinationwith
withPSECB
PSECB

To coordinate with PSECB Mieruka Team

Set meeting : Monday , 2-Feb 2009

( Explanation items & Follow up action)

18