Presentation on 5s

&
Six Sigma

ANSHA BAWA

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 5s
The ‘s’ are five Japanese words, which provide the steps to
improvement.

Problem cannot be clearly seen when the work place is unorganized.

Cleaning and organizing the workplace helps to uncover the problems .
Making problems visible is the first step of improvement.

The concept of ‘5s’ helps to achieve the first step of improvement by

making an well organized workplace.

 The five Japanese concepts are:

1.) Seiri
2.) Seiton
3.) Seiso
4.) Seiketsu
5.) Shitsuke
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 Why to do 5S?

QUALITY EFFICIENCY

5S
SAFETY ELIMINATING
BREAKDOWNS

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 SEIRI-(Sort/Remove): The first S focus on
eliminating unnecessary items from the workplace . An
effective visual method to identify these unneeded items
is called red tagging. A red tag is placed on all items not
required to complete your job. These items are then
moved to a central holding area. This process is for
evaluation of the red tag items. Occasionally used items
are moved to a more organized storage location outside
of the work area while unneeded items are discarded.
Storing is an excellent way to free up valuable floor
space and eliminate such things as broken tools,
obsolete jigs and fixtures, scrap and excess raw
material.

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 SEITON-(Set in order): Strategies for effective
set in order are: painting floors, outlining work areas and
locations, shadow boards, and modular shelving and
cabinets for needed items such as trash cans, brooms
and buckets. Imagine how much time is wasted everyday
looking for a broom? The broom should have a specific
location where all employees can find it. “A place for
everything and everything in its place.”

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 Supply Cabinet

Before After

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 SEISO-(Shine/Sweep/Keep Clean): Once
you have eliminated the clutter and junk that has been
clogging your work areas and identified and located the
necessary items, the next step is to thoroughly clean the
work area. Daily follow-up cleaning is necessary in order
to sustain this improvement. Workers take pride in a clean
and clutter free work area and the shine step will help to
create ownership in the equipment and facility. Workers will
also begin to notice changes in equipment and facility
location such as air, oil and coolant leaks, repeat
contamination and vibration, broken, fatigue, breakage and
misalignment. These changes if left unattended, could lead
to equipment failure and loss of production. Both add up to
impact your company’s bottom line.

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 SEIKETSU-(Standardize): Once the first
three 5S’s have been implemented, you should
concentrate on standardizing best practice in your work
area. Allow your employees to participate in the
development of such standards. They are a valuable but
often overlooked source of information regarding their
work. Think of what McDonalds, Pizza Hut, UPS,
Blockbuster and the United States Military would be
without effective work standards.

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 SHITSUKE-(Sustain/Respect the Rules):
This is by far the most difficult S to implement and achieve.
Human nature is to resist change and more than a few
organizations have found themselves with a dirty cluttered
shop a few months following their attempt to implement 5S.
The tendency is to return to the status quo and the comfort
zone of the “old way” of doing things. Sustain focuses on
defining a new status quo and standard of workplace
organization. Once fully implemented, the 5S process can
increase morale, create positive impressions on
customers, and increase efficiency and organization. Not
only will employees feel better about where they work, the
effect on continuous improvement can lead to less waste,
better quality and faster lead times.

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 Followings can be achieved form the 5S:
1. NEAT & CLEAN WORKPLACE
2. SMOOTH WORKING
3. NO OBSTRUCTION
4. SAFETY INCREASES
5. PRODUCTIVITY IMPROVES
6. QUALITY IMPROVES
7. WASTAGE DECREASE
8. MACHINE MAINTENANCE
9. VISUAL CONTROL SYSTEM
10. EMPLOYEES MOTIVATED
11. WORKSTATIONS BECOME SPACIOUS

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 Six Sigma
Way of systematically improving processes by
eliminating defects

The term “Six Sigma” refers to the notion that if you have six
standard deviations between the mean and the nearest
specification limit, practically nothing will exceed the limits.

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 Six Sigma History
 In 1986, Bill Smith, a senior engineer and scientist at
Motorola, introduced the concept of Six Sigma to
standardize the way defects are counted.
 Six Sigma provided Motorola the key to addressing quality
concerns throughout the organization, from manufacturing
to support functions. The application of Six Sigma also
contributed to Motorola winning the Malcolm Baldrige
National Quality award in 1988.
 Since then, the impact of the Six Sigma process on
improving business performance has been dramatic and
well documented by other leading global organizations,
such as General Electric, Allied Signal, and Citibank.

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 Six Sigma History
 Today, Motorola continues to implement Six Sigma
throughout its own enterprise, and extends the benefit of
its Six Sigma expertise to other organizations worldwide
through Motorola University.
 Six Sigma was derived from the statistical term of sigma
which measures deviations from perfection

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Sigma - The lower case Greek letter is used to represent
standard deviation, a measure of variation.

 Standard Deviation
• Degree of dispersion from mean value
s = standard deviation (aka σ)
X = data point
M = average of all data points
n = population

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 6s
Statistical Definition of 6s

LSL Target USL

3s
σ
6s Quality means that area
-3s +3s of the estimated normal
distribution is located between
USL&LSL with 6 s .
3.4ppm
In that case area of
6s σ the outlier spec.
(In other words estimated
-6s +6s defects) is just 3.4 PPM.

* s : Standard Deviation Statistic index measures how much is data apart from target value

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 Sigma Levels – From One To Six Sigma

Quality level % Quality Defective PPM*

1 Sigma 31.00 6,90,000

2 Sigma 69.15 3,08,537

3 Sigma 99.73 66,807

4 Sigma 99.9937 6210

5 Sigma 99.999943 233

6 Sigma 99.9999998 3.4

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 6s
Comparing 6s with 3s

The 3 s Company The 6 s Company

• Spends 15~25%of sales dollars on cost • Spends 5%of sales dollars on cost of
of failure failure

• Produces 66,807 ppm opportunities • Produces 3.4 ppm opportunities

• Relies on inspection to find defects • Relies on capable processes that don’t

produce defects

• Believes high quality is expensive • Knows that the high quality producer is
the low cost producer

• Does not have a disciplined approach • Use Measure, Analyze, Improve, Control
to gather and analyze data and Measure, Analyze, Design

• Benchmarks themselves against their • Benchmarks themselves against the best

competition in the world

• Believes 99% is good enough • Believes 99% is unacceptable

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 What is the 6s concept ?
6s
6s as the Activity

What is 6s activity?
• In all Design, Manufacturing, and SVC
processes
Achieving
• Applying for 6s statistic Tools & Processes
3.4 PPM
• To find factors causing defects (3.4 Defects Per Million)
• Acting the Analysis and Improvement
• Through the Defect Reduction, Increase Yield
& Total Customer Satisfaction
• Management Innovation Tool contributes to
Management Output

PPM : Parts per Million

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 Six Sigma Methodologies
 Two key methodologies
• DMAIC
 Used for improving existing processes
• DMADV
 Used for creating new product/process designs
 Used for already optimized processes (with DMAIC or
another method) that still fall short of expectations

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Define Measure Analyze

Improve

DMAIC Control

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 Define the project goals and customer (internal
Define and external) deliverables.

Measure the process to determine current

Measure performance.

Analyze and determine the root cause(s) of

Analyze the defects.

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Improve Develop ideas to remove root cause.
Improve the process by eliminating defects.

Control Establish standards to maintain process.

Control future process performance.

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 DMADV
efine

easure

nalyze

esign

First three steps are similar to those in

erify DMAIC

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 Define the project goals and customer (internal
Define and external) deliverables.

Measure and determine customer needs and

Measure specifications.

Analyze the process options to meet

Analyze customer needs.

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Design Design the process to meet customer needs.

Verify Verify the design performance and ability to

meet custumer needs.

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 SOME OF TOOLS USED IN SIX SIGMA
• Analysis of variance (ANOVA)
• Cause & effects diagram(TAGUCHI METHODS)
• Design for Six Sigma (DFSS)
• Correlation Analysis
• Design of experiments (DOE)
• Failure mode and effects analysis(FMEA)
• Pareto chart
• Regression analysis

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 BENEFITS OF SIX SIGMA

 Improved reliability of products and services.

 Increased value to the customers and
shareholders.
 Improvements in organizational morale.
 Organizational recognition.
 Significant reduction in defects.

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References:
 www.6-sigma.com
 www.elsmar.com
 www.wickpidia.com
 www.scribd.com

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Thank you

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