Achieving Quality

A Place With 5 S
For Everything
&
Everything In Its Place
Presented By:
Manas Bandyopadhyay

1
What is 5S ?

• An essential step required for Waste Elimination

Sorting Out Orderliness Shine Standardize
Cleanup
“Seiri” “Seiton” “Seiso” “Seiketsu”
“Seiketsu”

Sustain/Perseverance
“Shitsuke”

• An integral step in Kaizen

• A required element to achieve Lean-site
Manufacturing.
Five S

Seiri Sorting Out S-1

Seiton Systematic Arrangement S-2
Seiso Spic-n-Span S-3

Seiketsu Standardise S-4

Shitsuke Self Discipline S-5
Drive Quality

SEISO
SEIRI Cleanliness
 Problems are more visible
when everything is neat and
SEIKETSU
Arrange Properly clean
 Distinguish between those Always Clean
 Find minor defects while
things that are needed and not  Clean tools, equipment and
"sweeping clean”
needed job site immediately after
 Keep only needed materials at use
the job site  Equipment that is kept clean
 Throw away all unneeded

5s
items immediately runs better

SEITON
SHITSUKE
Orderliness
 Put things in right order in Discipline
designated areas  Use and follow standard
 Store all materials and information procedures
 Follow company rules and
in an orderly fashion at all times regulations
 Organized according to frequency  Follow safety procedures at
 Place for everything and all times
everything in its place
Sort
Sort –– (Seiri)
(Seiri)

The first S focuses on eliminating unnecessary items from the

workplace.
MUDA ELIMINATION

WASTE
ELIMINATION
LEADS TO
COST
OPTIMIZATION &
MANAGEMENT
EXCELLENCE
Sort
Sort –– (Seiri)
(Seiri)

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.
Sort
Sort –– (Seiri)
(Seiri)

If you don’t use it,

move it!
Sort
Sort –– (Seiri)
(Seiri)

Sorting frees up valuable floor space and eliminates such

things as broken tools, obsolete jigs and fixtures, scrap and
excess raw material.
The Sort process also helps prevent the ‘hoarder’ job
mentality (“I might need it”).
Set
Set in
in Order
Order –– (Seiton)
(Seiton)
The second S focuses on efficient and effective storage methods.
You must ask yourself these questions:

1. What do I need to do my job?

2. Where should I locate this item?
3. How many do I need?
Set
Set in
in Order
Order –– (Seiton)
(Seiton)
Strategies for effective Set In Order are:

 Painting floors
 Outlining work areas and locations
 Shadow boards
 Modular shelving and cabinets

“A
“A PLACE
PLACE FOR
FOR EVERYTHING
EVERYTHING AND AND
EVERTHING
EVERTHING IN
IN ITS
ITS PLACE”
PLACE”
Shine
Shine –– (Seiso)
(Seiso)
Once the clutter and junk that has been clogging work areas have
been eliminated and the necessary items have been identified and
located, 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 create ownership in the equipment and facility.
Shine
Shine –– (Seiso)
(Seiso)
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.
Standardize
Standardize –– (Seiketsu)
(Seiketsu)
Once the first three of the 5S’s have been implemented, emphasis
should be on standardizing best practice in work area. Employees
must be allowed to participate in the development and documentation
of such standards. They are a valuable but often overlooked source of
information regarding their work.
Standardize
Standardize –– (Seiketsu)
(Seiketsu)

Standardize means establishing “Best Manufacturing Practices,

including:

 Workplace Layout and Design

 Materials Handling Analysis
 Clear and Concise Work Instructions
 Well Defined Work Methods
 Safe (Ergonomic) Working Practices
 Cycle Time Reduction
 Training
 Documentation
Sustain
Sustain –– (Seiketsu)
(Seiketsu)

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

work place organization.
The
The “5S”
“5S” Philosophy
Philosophy

Once fully implemented, the 5S process can increase moral, 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 shorter
lead times. Any of which will
make your organization more
profitable and competitive in the
market place
5S Performance Excellence Model

Orderliness (Seiton)

Improved Quality

Customer Expectations Improved Safety

Reduced costs
Consistent Deliveries
Improved Product/ Service
Standardize Options
(Shitsuke)

Self-Discipline
(Seiketsu)

Sorting Out (Seiri)

Shine (Seiso)
THE NEED FOR A "5S" STRATEGY

I C E
PR

SERVICE
L I T Y
DELIVERY

Q UA

I L I T Y
F L E X IB
Resistance to Implementing 5S
•Are sort, set in
•What’s so great •Why clean when it order, and shine
about sort and set in just gets dirty really going to boost
order? It will take too again? productivity?
much time.

What are the reasons •We already

•Why for resisting 5s implemented
bother? implementation? sort and set
in order.

•We’re too busy •We did 5s years

for 5s. ago.
Potential benefits of 5S
•Workers have an •Higher job •Clear •Reduced
opportunity to provide satisfaction. expectations. changeover time
creative ideas about how = higher
the workplace should be productivity.
organized.
•Reduced
defects and
What are some higher quality.
•Growth.
benefits of
implementing 5s? •Elimination of
•Safer cost causing
environment. waste.

•Win customer •Maintained •Reduced delays

confidence and machinery and mean timely
trust. equipment means delivery of
reduced downtime. product.
Potential benefits of 5S

The potential benefits of 5S can be summarized by five

English S or PQCDS.
Five English S:
• Sales - Increase sales (market share).
• Savings - Save costs.
• Safety - Provide a safety working environment.
• Standardization - Standardize the operating
procedure.
• Satisfaction - Employees and customers satisfaction
Contd…
PQCDS:

P - Increase productivity.
Q - Improve product quality.
C - Reduce manufacturing costs.
D - Ensure on-time delivery.
S - Provide a safety working environment
Implementation Procedure of 5S

Organize the program committee.

(PLAN)
Develop a plan for each S. (PLAN)
Publicly announcement the start of
Act Plan the program. (DO)
Provide training and education to
employees. (DO)
Select a day and everybody cleanups
his/her own working area. (DO)
Check Do Select a day and everybody organizes
his/her own workplace. (DO)
Evaluate the results of 5S. (CHECK)
Self-Examination and Take corrected
actions. (ACTION)
Case Studies
A Case of Timack Mfg. Ltd.

A plywood and wooden frames Mfg. firm.

Sales has reduced from £1.85m to £1.65m in
two year.
Management took help of a Manufacturing
Institute from East Lancashire Business Link.
They identified some key issues.
The issues were
The business is approximately at break even point –
there is a need to reduce cost and improve
productivity, in order to start making a margin.
The manufacturing lead time is excessive,
compared with the value added process time.
Stock levels are high.
There is a seasonal trend in the business, with the
busy period being March and April.
The business is organized functionally, with
separately managed areas.
There is no measure of machine effectiveness.
Production of samples for new products can be
problematic.
Recommendation
Use value stream mapping to identify “waste” within the
operation. This will enable a
plan to be produced to reduce stock and lead time.
Consider the need for annualised hours to cope with the
seasonal variances in demand. (This may not be
necessary if the lead time can be reduced).
Consider a “value stream management” organisational
structure.
Consider the introduction of Overall Equipment
Effectiveness (OEE).
Consider the creation of new product samples as a
separate “value stream”,
Contd…

A project team was formed, consisting of

the two directors, the machine shop
manager and assembly supervisor.
Implementation of improvement took place
over next four month.
5S was implemented.
The photographs below show the improved workplace
Organisation, as a result of the 5S activity

Before After
Results
10% improvement in productivity (£40.9k benefit)
5% improvement in delivery performance
33% reduction in stock (£54.5k benefit)
33% reduction in lead time (3 weeks to 2 weeks)
2 jobs safeguarded
£75k sales safeguarded
£23k of value added safeguarded
10% reduction in sub standard supplies (£1.2k benefit)
10% reduction in travel distances
Case Study Of Leisureline

 Established in 1998 Leisureline (Pvt) Ltd,

Sri Lanka is a small company situated in
the Free Trade Zone in Katunayaka,
 Specialises in sportswear and lingerie
catering to international fashion labels like
Victoria's Secret, Gap, Vanity Fair,
Triumph, Hanro, Marks & Spencer, Bhs,
C&A, Evans, Express and Learner.
Challenges

• The workforce had been de-motivated and

used on an ad hoc basis.
Implementation Of 5S

• The last five minutes of every working day are

spent on arranging the workplace while a special
5S song is played.
• Twice a year, on July 31st and December 31st,
all employees including the management get
special time to clean their respective work
areas.
• A number of teams have been appointed to look
into matters like food and parking.
• Every new employee recruited by the company
is first introduced to the 5S concept because
Specific Objectives

• Divide areas into zones

• Define responsibilities for cleaning
• Tools and equipment must be owned by
an individual
• Focus on removing the need to clean
PLAN SHOWING HOW AUDITING AGAINST 5S
BECOMES A WAY OF LIFE

Area Responsible Auditors: Audit to be carried out by

Person 3rd week of each month by named
person and an assistant…
July Sept Nov

Operations Arvind arjun Swastik Lalitha

Warehouse Sreelekha Naresh Santosh Rajat

Inventory Venkat Prabhat Sanjay Sanjeev

The Nine Wastes

Overproduction Delays Transportation Inventory Motion Processes Defective Untapped Mis- Used
Products Resources Resources

Before After Before After Before After Before After Before After Before After Before After Before After Before After

100

90

80
Percentage of Waste

70

60

50

40

30

20

10

0
 9 Waste Radar Chart
% of Waste Before 5S

% of Waste After 5S

Transportation

Process Over production

100
90
80
70
60
50
40
30 Untapped
20 Resources
10
0
Delays

Inventory

Mis-used Motion
Resources
Defective Product
Workplace Scan Score Card

Five "S" Steps

Sort
5

3
Sustain Straighten
2

Standardize Shine
RESULT
 Uncleaned
 Mixed
 Unordered
 Unarranged
 Untidy
 Ugly

 Clean
 Sorted
 Ordered
 Arranged
 Neat
 Good Looking
Before 5S After 5S
How Does 5S Pay Off?

BEFORE 5S AFTER 5S

Visits 1800 Visits 1800

Time Spent Each 15 Min Time Spent Each Visit 1 Min

Visit
Total Time for 600 450 Total Time for 600 30 Hrs
Employees Hrs. Employees

PRODUCTIVITY INCREASE (%) 93

BENEFITS

• Leisureline (Pvt) Ltd bagged the National Productivity

Award 2001
• Earlier Leisureline used to take as much as 6-8 weeks
to complete an order,After implying 5S it takes only 21
days after confirmation of the order and despatches the
products to the buyer without delay
Improvements in:-
• Workforce morale
• Company image
• Health and Safety
• Machine maintenance
• Quality
• Productivity
 References
• http://www.kdr-associates.com [Assessed on 07 Apr’09]
• http://www.envision-hc.com [Assesed on 07 Apr’09]
• http://www.nasfm.org [Assessed on 09 Apr’09 ]
• http://www.cbi.nl [Assessed on 09 Apr’09]
• Ho S.K.M. [1995-9], TQM: An IntegratedApproach — Implementing
TQ through
• Japanese 5-S and ISO 9000, Kogan Page,UK (95 & 97 Ed.), HK
Baptist Uni. (99 Ed.).
•
• Management & Marketing (2008) Vol. 3, No. 4, pp. 115-120.
• Hirano, Hiroyuki and Dr. J.T. Black. 1988. JIT Factory Revolution.
Cambridge. Productivity Press
• http://www.businessknowledgesource.com/manufacturing/
the_5_s_approach_to_lean_manufacturing_extended_entry_02615
7.html [Assesed on 20 Apr’09]