5S-KAIZEN-TQM

Approach
5S-KAIZEN-TQM Approach
Highly Reliable Organization
Stepwise approach for
better management
& quality

TQM
Maximum use of the capacity
of the entire organization

KAIZEN
Participatory problem solving process

5S

Working environment improvement

 Conceptual framework “5S-KAIZEN-TQM Tree”

Highly Reliable Organization (HRO)

Total Quality Management

Quality of services
management
and
Lean Management
Leadership and
commitment

Waste
Positive mindset
for improvement
KAIZEN of quality among

s
frontline
workers

environmet
Leadership 5-S

Working
Positive
attitude
 What is
5S ?
• 5S is a philosophy and a way of organizing
and managing the workspace and work
flow with the intent to improve efficiency by
eliminating waste, improving flow and
reducing process unreasonableness
7 types of wastes in work
place Over
p roduction
Creating
Over moreor information
material
processing or tests or treatment
Inventory
More material or
Processing than needed
information
beyond the than needed
standard

Rework Waiting
People or items
Repetition or
that wait for a
correction of a
work cycle to be
process
completed

Transpor tatio
n Motion
Unnecessary Unnecessary
movement movement with a
between process
processes
 Target of 5S
Targets of 5S include:
 Zero changeovers leading to
product/ service
diversification
ZERO

 Zero defects leading to

higher quality
 Zero waste leading to lower
cost
 Zero delays leading to on
time delivery
 Zero injuries promoting safety
 Zero breakdowns bringing
 What is
KAIZEN ?
 KAIZEN is a problem solving process with
existing resources
 KAIZEN can help to create “continuous
quality improvement culture” to meet
in/external clients’ satisfaction and
expectation
 Make things better step by step; KAIZEN
Steps
 Target is “your work”
 What is
TQM ?
• Total Quality Management (TQM) is a multi-
disciplinary and participatory processes
with continuity by all categories of staff for
realizing high quality services
• TQM process, (consisting of 5S and KAIZEN),
should be a part of institutional managerial
framework for seeking high productivity and
quality of services
Details of 5S approach
5S: Sort-Set-Shine-Standardize-
Sustain
S1:
Sort

S5: S2:
Sustain Set

S4: S3:
Standardize Shine
 S1: Sort
• Focuses on eliminating
unnecessary items from S1:
the workplace
• Categorize equipment,
Sort
furniture, tool in your S5: S2:
Sustain Set
working place into the
following 3
categories
1. Necessary
2. Unnecessary S4: S3:
Standardize Shine
3. May not necessary
• This step will also help with
the “just in case” attitude
 S1: Sorting activities
Equipment, material, tools ,files etc. can be
categorized based on the frequency of use!

Equipment,
materials
tools etc. in your
work place
May need it

Items only used occasionally

are in this category

Not need it

Need it
Items not used in current work
process are in this category

Items often use are in this category

 Examples of “Sorting”

• Place “Red tag” for categorization of items to

identify unnecessary items
• Move unnecessary items( broken tools, obsolete
jigs and fixtures, scrap and excess raw material
etc.) to central stored area
• Free up valuable floor space (Space utilization)
• Finding abnormality of equipment and tools (Out
of order, missing parts etc.)
Sort – Basic Flow
 S2: Set
• “Set” is based on
finding efficient and S1:
Sort
effective storage
of
necessary items
• Apply “Can see, Can
S5:
Sustain S2:Set
take out, and Can
return” philosophy
• This will save time S4: S3:

and energy to look for Standardize Shine

something
 S2: Setting activities
Think not only “beatification.
Need to consider workflow and
arrange items

• Needed items
• Items often use
(with current
work process)

Arrange them properly based on

Have consensus among Use 5S tools for proper
“Can see, Can take-out, Can
co-workers on where and Organization of items
return” Philosophy
how to organize necessary such as
items • Labeling
• Color coding
• Numbering
• Zoning
etc.
 Example of “Setting” activities

• Labeling , numbering, zoning for clear

identification of storage areas to
keep necessary items
• Set necessary items matching with
workflow to minimize unnecessary
movement and transportation time
2S-Set in
Order(Seton)
Open Storage System
 Closed Storage
System
 Cannot be
seen
 Open Storage
System
 Visible at a
glance
5S Photo Display (Exhibition of
Success)

 Photos of before and

after
 Communicate to
everybody
 Keep display for
some time
The office must have changed a lot
since last taken picture.
Shadow Board
 See at a glance any
disorder from a
distance
 Color code
Placement Mark
 Outline the shape and
position of equipment,
furniture, dustbin, flower
pots, ashtray, etc
 Put names on placement even
nothing is present
 Remember the 3 Keys
 S3: Shine

• Cleaning up one’s S1:

workplace daily so Sort

that there is no dust

on floors, S5:
Sustain
S2:
Set

machines or
equipment.
• It will create S4:
S3:
ownership and build Standardize
Shine
pride in the
workers
 S3: Shining activities

• Clean floor, windows and walls.

• Clean and Maintain office automation
machines, medical equipment and tools,
office furniture
• Develop and follow regular cleaning
and Maintenance schedule
 Example of “Shining” activities

• Daily sweeping and mopping of floor,

bathroom, corridor etc.
• Regular cleaning and maintenance of
equipment and tools
• Periodical check for changes in equipment
and the service area such as: leaks,
vibration, misalignment, breakage etc.
• IPC activities such as hand hygiene, waste
segregation are also part of shine
 S4: Standardize
Maintain an environment where S1 to S3 are
implemented in the same S1:
Sort

S5: S2:Set
Sustain

S4: S3:Shine

Standardize
 S4: Standardizing activities

S1

S2

S3

Develop mechanism to standardize Standardization will leads equalization of activities

S1-S3 implementation for continuation = “Production leveling and smoothing”

Standardization is useful for;

• Easy implementation of S1 to S3 activities
• Equalization process output
• Everyone’s participation
 Example of “Standardize” activities

• Work instructions, Standard Operating

Procedures (SOPs)
• Checklist development and regular usage
for SOPs
• Mechanism and format development for
ordering supplies, reporting etc
• Color coding for waste segregation
• Standardized common symbols
 S5 : Sustain
• Maintain S1-S4
through discipline, S1:
Sort
commitment and
empowerment S5: S2:

• It focuses on Set

defining a new Sustain

mindset and
a standard in S4: S3:

workplace Standardize Shine

 Example of “Sustain” activities

• Regular progress reporting

• Refresher training
• Periodical evaluation of 5S activities
with proper advices for continuation and
further improvements
• Appreciation, recognition and awarding
on good 5S activities
• Reminder using 5S corner, new letters,
good practice sheet etc.
5S Slogan
 Get everybody to
participate in 5s
 Make everybody submit
at least one idea
 Select the best slogan
 Put slogans on display

 Change slogans
frequently
6S Terminology

Sort  When in doubt, move it out

Set In Order  A place for everything and everything in its
Shine place
Standardize
 To clean and inspect
Sustain
 Make up the rules and follow them
Safety
 Make it part of everyday life
 No job is so important that we can not stop
to
do it safely