5 s

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WELCOME
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5S IMPLEMENTATION
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WORK PLACE ORGANISATION THROUGH 5 S
WHAT IS WORKPLACE ORGANISATION A SYSTEMATIC
RATIONAL APPROACH TO A CLUTTER FREE, SAFE
WORKPLACE WITH THE OBJECTIVE OF REDUCING WASTE
PREPARING THE GROUND FOR FURTHER IMPROVEMENT.
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• WHAT IS 5S ?
• 5S IS A SYSTEMATIC APPROACH TOWARDS GOOD
  HOUSEKEEPING AND CONTINUOUS IMPROVEMENT.
• THIS TOOL FACILITATES IN IMPROVING SAFETY,
  PRODUCTIVITY , PRODUCT QUALITY , CUSTOMER
  SATISFACTION ETC.

ELEMENTS OF 5S
5S COMPRISES OF FIVE SIMPLE STEPS
1S SEIRI SORTING OUT 2S SEITON
SYSTEMATIC MANAGEMENT 3S SEISO
SPIC SPAN 4S SEIKETSU STANDARDISATION 5S
SHITSUKE SELF DISCIPLINE
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5S BACKGROUND
SINCE THE EARLY 80S JAPANESE INDUSTRIES WIDELY
PRACTISED 5S AS A POWERFUL TECHNIQUE TO IMPROVE
PRODUCTIVITY AND QUALITY TODAY 5S IS USED
WORLDWIDE TO PREPARE THE GROUND FOR IMPROVEMENT
WHY 5 S
Does this describe your work areas? Space is
crowded with parts and tools ... Unneeded items
are stacked between workers . Excess inventory
on the floor ... Excess items and machines
make it difficult to improve process flow.
Equipment is dirty and a collection point for
miscellaneous materials ... Needed equipment
such as tools are difficult to find.
These are signs that your facility is in need of
a 5S Program.
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STEP I 1 S SORTING SEGREGATING NECESSARY
UNNECESSARY AND THROWING AWAY WHAT IS NOT
REQUIRED AT ALL. (DONE WITH THE OBJECTIVE OF
SAVING AND RECOVERING SPACE)
1 S SORTING

• SEGREGATING NECESSARY
• AND UNNECESSARY
• DISCARDING WHAT IS NOT
• REQUIRED
• DECIDING ON A FREQUENCY OF
• SORTING

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STEP 1 - SORTING IDENTIFY AND SORT TO SEGREGATE
USABLE FROM NON-USABLE ITEMS
SORTING
NOT IN WORKING ORDER
IN WORKING ORDER
SCRAP
REWORKABLE
REJECTED
NECESSARY
UNNECESSARY
REQUIRED FOR USE
NOT REQUIRED
REWORK
DISCARD
REPAIRABLE
UN REPAIRABLE
NO POTENTIAL USE
REQ. SPL. DISPOSAL
POTENTIALLY USEFUL
ARRANGE DISPOSAL
MOVE TO REQUIRED LOCATION
DISCARD
DISCARD
DISCARD
REPAIR
DISCARD
USABLE ITEM
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STEP II SYSTEMATIC ARRANGEMENT A
RATIONAL, ORDERLY AND METHODICAL ARRANGEMENT OF
ALL ITEMS WE USE, RE-WORK OR WRITE OFF.
2 S SYSTEMATIC ARRANGEMENT PUTTING THINGS IN
ORDER AFTER ANALYSIS WHY GETTING THINGS OUT
AND PUTTING THEM BACK TAKES SO LONG ( DONE
WITH THE OBJECTIVE OF MINIMISING SEARCH TIME AND
ERRORS)
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SYSTEMATIC ARRANGEMENT (HAVING A PLACE FOR
EVERYTHING EVERYTHING IN ITS PLACE (OFFICE)

• PREVENT FLOPPY DISKS FROM GETTING BENT
• CATEGORISATION OF FILES, MAILS, PAPERS ETC.
• BINDERS KEPT VERTICALLY, NOT LAID OUT
• COMPARTMENTALISATION OF DESK DRAWERS/SHELVES/CABIN
  ETS
• DESIGNATING RESPONSIBILITIES FOR FILE SIN SHARED
  USE
• PRIORITISING THE THINGS TO DO - PLANNING A
  SEQUENCE
• LABELING /IDENTIFYING DRAWERS COLOUR CODING
• DECIDE HOW MUCH OF WHAT IS NEEDED I.E. PREFIXED
  QUANTITY

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STEPS FOR SYSTEMATIC ARRANGEMENT (SHOP FLOOR)
? ENSURE RATIONAL LAYOUT OF MACHINES,
EQUIPMENT, CABINETS ? PLACE FREQUENTLY - USED
ITEMS AT THE POINT OF USE ? PRE-FIX A PLACE FOR
EVERYTHING AND PUT EVERYTHING IN PLACE WITH
PREDETERMINED QUANTITY ? USE LABELS, COLOUR CODES
TO IDENTIFY ? USE INDEX FOR FILES, RECORDS,
DRAWINGS ? PLAN STORAGE WITH EASY
RETRIEVABILITY ? MIXED UP ITEMS IN CABINETS
SHOULD BE ORGANISED ? MAKE CABINETS, SHELVES,
RACKS SELF-EXPLANATORY THROUGH
IDENTIFICATION AIDS ? HAVE VISUAL CONTROLS FOR
CHECKING MISSING ITEMS
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PLACEMENT BASED ON FREQUENCY OF USE
USABLE ITEMS
THINGS CONSTANTLY IN USE (HOURLY, DAILY WEEKLY)
THINGS CONSTANTLY IN USE WEEKLY)
SELDOM USED BUT STILL NEEDED (QUARTERLY)
PLACE CLOSE TO MACHINE
PLACE IN WORK AREA
PLACE IN STORES
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• CATEGORISING OF FILES
• BY PROJECT
• BY TITLES
• BY DOCUMENT TYPE
• BY SUBJECT
• BY CLIENT

VISUAL CONTROL DISPLAY

• TO HELP PEOPLE AVOID MAKING OPERATING ERRORS
• DANGER ALERT
• INDICATION OF WHERE THINGS SHOULD BE PUT
• PM DISPLAYS
• INSTRUCTIONS

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SYSTEMATIC ARRANGEMENT HOW TO IMPLEMENT
SYSTEMATIC ARRANGEMENT

• ANALYSE STATUS
• DECIDE WHICH THINGS
• WILL BELONG WHERE
• DECIDE HOW THEY
• SHOULD BE PUT AWAY
• GET EVERYBODY TO
• FOLLOW RULES THRU
• INDEXING, LABELING ETC.

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• EXAMPLES OF VISUAL CONTROL
• WARNING LIGHTS
• TRANSPARENT WINDOWS
• COLOUR CODING
• LABELS
• POSITION MARKS
• OKAY MARKS
• MAKE SPACES TRANSPARENT
• VISUALISE CONDITIONS
• WHAT IS WHERE CHART
• WHO IS WHERE CHART
• INSPECTION LABELS
• HOW MUCH OF WHAT CHART

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SOME EXAMPLES OF 2 S
SYSTEMATIC ARRANGEMENT (2S) OF TOOL BOARDS
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3RD S SPIC SPAN UNDERSTANDING HOW TO PREVENT
THINGS FROM GETTING DIRTY AND ENSURING TIP TOP
CONDITION (DONE WITH THE OBJECTIVE OF
INSPECTING FOR PROBLEMS AND TAKING FASTER
CORRECTIVE ACTIONS)
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SPIC SPAN STEPS TO BE FOLLOWED DURING OR AFTER
MAJOR HOUSEKEEPING

• DO A SURVEY OF THE ORIGINS OF GRIME LEAKAGE
• SET PRIORITIES FOR CLEANING WHERE GRIME IS MOST
• STUDY WHY THINGS ARE DIRTY
• STUDY POSSIBLE PLAN OF ACTION
• DECIDE ON ACTION STEPS/ RESPONSIBILITY/
• TIME FRAME

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SPIC SPAN IF THERES LESSER NO. OF ITEMS THERE
IS LESSER TO CLEAN
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• ONE IS BEST
• - ONE PAGE MEMO
• -ONE DAY PROCESSING
• -ONE LOCATION FILES
• -ONE COPY FILING
• REDUCE NO OF TOOLS
• -REDUCE NO. OF BOLT SIZES
• -USE OF WINGED NUTS
• -CONSOLIDATE KINGS OF OIL
• -COMBINE VARIOUS TOOLS INTO ONE
• -ANY OTHERS..

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SOME EXAMPLES OF 3 S
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STEP IV 4TH S STANDARDIZATION FOLLOWING OF
EARLIER 3 S STANDARDISED WORK PROCEDURES,
MAINTAINING SAFE AND HYGIENIC CONDITIONS IN
WORK - PLACE CONTRIBUTE TO A SERENE ATMOSPHERE
STANDARDS FOR MY JOB - PRODUCT
PROCESSES
MY MACHINE MY WORK AREA
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STANDARDISATION ENSURING CONDUCIVE AND SAFE
WORKING ENVIRONMENT. (DONE WITH THE OBJECTIVE
OF ACHIEVING HIGHER PRODUCTIVITY AND BETTER
QUALITY THROUGH HIGHER EMPLOYEE MORALE)
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STEP V 5TH S SELF DISCIPLINE TRAINING, EVALU
ATION AND FOLLOW UP ACTIONS. (DONE WITH THE
OBJECTIVE OF ACHIEVING CONSTANCY OF PURPOSE)
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SELF DISCIPLINE

• INTRODUCE 10 MIN 5 S
• ACTIVITY SYSTEM
• - HOW OFTEN
• INTRODUCE 5S ACTIVITY
• EVALUATION SYSTEM
• TRAIN EVALUATORS
• TRAIN IMPLEMENTERS ON-
• - PROBLEM SOLVING STEPS
• - WHAT DEFECTS TO LOOK FOR
• - PREPARING USING IMPLEMENTATION CHECKLIST

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COMMON TYPES OF RESISTANCE TO 5 S IMPLEMENTATION

• WHATS SO GREAT ABOUT SORTING AND
• SYSTEMATIC ARRANGEMENT
• WHY CLEAN WHEN IT JUST GETS DIRTY
• AGAIN
• SORTING AND SYSTEMATIC ARRANGEMENT
• WILL NOT BOOST OUTPUT
• WE ALREADY IMPLEMENTED 1 S AND 2 S
• WE DID 5 S YEARS AGO
• WE ARE TOO BUSY FOR 5 S ACTIVITY
• WHY DO WE NEED TO APPLY 5 S

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MOST COMPANIES FEEL THE

• NEED TO COMPETE IN THE INTERNATIONAL MARKET
• THREAT FROM CHINA
• INVENTORY LEVEL ARE HIGH
• CUSTOMER COMPLAINTS ARE HIGH AND MANY RECUR
• REPEATEDLY
• CAPACITY ARE SURPLUS MARGINS ARE UNDER SQUEEZEN
• DELIVERY PERFORMANCE IS NOT 100 CONSISTENTLY
• CUSTOMER IS ASKING FOR PRICE REDUCTION
• PRODUCTIVITY LEVEL FOR LABOUR AND EQUIPMENT ARE
• FAR BELOW WORLD CLASS
• PRODUCT QUALITY IS IN AGES FAR FROM WORLD
  CLASS
• LEVELS
• BECOMING DIFFICULT TO FIND AND RETAIN GOOD TALENT
• WORKER INVOLVEMENT IS LOW IN SOME CASES
• ACCIDENT RATE IS HIGH IS SOME CASES

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LIMITATIONS OF OTHER TOOLS
All the improvement activities like KAIZEN,
KANBAN, OEE , JIT , SMED , LEAN , TPS , TQM ,
QUALITY CIRCLE,, SIX SIGMA , FMEA ,etc work
well with specific processes. These
improvements activities will not translate into
overall business activity if there is lack of
5S. 5S is the foundation of all such
improvement activities.
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3. TIPS ON RED-TAG COMPAIGN (a) The red tag
strategy is a simple method for identifying
potentially unneeded items in the factory,
evaluating their usefulness and dealing with them
appropriately. (b) An item with red-tag is
asking three questions. - Is this item needed
? - If it is needed, is it needed in this
quantity ? - If it is needed, does it need to
be located here? (c) Once these items are
identified, they can be evaluated and dealt with
appropriately as given below - Held in a
Red-tag holding area for a period of time to
see whether they are needed. - Disposed
off. - Relocated - Left exactly where they
are. (d) Red Tag Holding Area - A
company-wide red tagging effort needs to
establish a central red-tag holding area.
This area is used to manage the following items
that can not or should not be disposed off by
individual departments or production areas.
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TOSHI AUTO INDUSTRIES PVT. LTD. - MANESAR
3. TIPS ON RED-TAG COMPAIGN - Each
department or production area that participates
in red-tag campaign also needs a local red-tag
holding area. The local area is used to mange the
flow of red-tagged items within a department or
production area. (e) Red-Tagging process
involves following steps (i) Launching of the
Red-Tag Campaign. - Organizing a team.
- Organizing supplies. - Organizing a
time or schedule to perform red-tagging (2
days) - Setting aside a red-tag holding
area (Central Location to start with) -
Planning for disposal of red-tagged items. (ii)
Identifying Red-Tag Targets - The
specific types of items to evaluate are
inventory, equipment, tools, jigs, and
space. - It is better to define a smaller
area and evaluate the items fully in available
time. - As per normal Experience, we
can expect 4 red tags per shop floor
employee. That is, a work shop with 50 employees
should target 200 red tagged items.
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(iii) Set Red-Tag Criteria The most
common criterion followed is the next months
production schedule. The items needed for
that schedule are kept in their location. Items,
not needed for that schedule or moved
to a separate location or disposed off.
Following factors determine whether an item is
needed or not. - The usefulness of the
item to perform the work on hand. - The
frequency with which the item is needed.
- The quantity of the item needed to perform
this work. Each company must establish its
red-tagging criteria. (iv) Make Red-Tags
200 Nos. of Red-tag are given to each members to
start the process. Further quantity of
Red-tags are to be organised locally by
members. (v) Arrange the Red-Tag You should
red-tag all identified items without
evaluating what to do with them. (vi )Evaluate
the Red-Tagged Items The various options are
given below. - Keep the Item where it is.
- Move the Item to a new location in the work
area. - Store the Item away from the work
area. - Hold the Item in the Red Tag
holding area for evaluation. Allow one week to
people to take the Items required. -
dispose off the Items.
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Disposal Methods may include following .Disposal
should take place within a week. Make a CFT to
decide on disposal. - Return it to the
vendor. - Distribute it to a different part of
the company. - Lend it out . - Sell
it. - Throw it away. (vii) Document the results
of Red-Tagging Each company need to create
their own system for logging and tracking
necessary information as Red-tagging takes place.
The system may involve a written Log Book in the
red-tag holding area. It may involve entering
data from the tag into a computer system.
Documenting the results of red-Tagging process
allow the company to measure the improvements and
saving produced.
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WASTE ELIMINATION THROUGH 3 'M' METHODOLOGY
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Object of Industrial Organisation
leads to
wage increase
Profit increase
Improvement in Payout for Stake Holders
Increase Profit
Selling Price CostProfit Profit
Selling Price - Cost
Selling Prize is decided by market
Hence actual movement for Increasing Profit is
Reducing Cost
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Reducing Cost
Decided by manufacturing method
Processing
Worth Job
Conveyance Inspection Stagnation

MUDA
Processing Cost
Material Cost
Worthless Job does not increase value to the
process
Others
Energy Cost
Remove MUDA
Actual movement for Reducing Cost
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3 M
MUDA - WASTAGE MURA - UNBALANCED OPERATIONS /
PROCESSES MURI - - DIFFICULT TO DO
OPERATIONS
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MUDA MONSTER
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MUDA OF PRODUCTION ITSELF
What is MUDA Operation Work
MUDA Work Increases
value of production MUDA
Increases cost of production
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Types of MUDAS

• MUDA of Overproduction
• MUDA of Stock (Inventory)
• MUDA of Conveyance (Material Movement))
• MUDA OF Waiting
• MUDA of Operation Itself
• MUDA of Movement of Worker
• MUDA of Production of Inferior goods (Rejections)

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EXAMPLE OF MUDA MUDA OF OVERPRODUCTION
Only one is necessary on a car Within one cycle
to make only necessary QTY
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MUDA OF TRANSPORTATION (Material Movement) (CASE1)
This worker is changing parts to new pallet.
Loading
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MUDA OF TRANSPORTATION
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MUDA OF WAITING
While filling water in a bucket,some other job
can be done
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MUDA OF WAITING (CASE 1)
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MUDA OF WAITING (CASE 2)
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MUDA OF MOVEMENT
Worker goes to the rack to take a tool repeatedly
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REDUCTION OF WALKING DISTANCE (CASE 1) MUDA OF
MOVEMENT
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ADOPTION OF PART BOX MUDA OF MOVEMENT OF WORKER
Worker goes to take parts repeatedly (4 times)
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MUDA OF MOVEMENT
Installation of bolt and screw (Two types of
head) Worker uses 2 Kind of Air Tool
Combining / modifying to use both without
changing the impact wrench
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MUDA OF PRODUCTION ITSELF
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MURI STRAIN

• Trying to use low- Precision Equipment for
• high-precision processing.
• Running machines beyond its designed
• capacities.
• People getting over-tired through working
• in strained postures.
• Doing a work manually that ought to be
• done by machines.
• Strain due to poor design.
• Increased workload due to non-availability of
  people
• to cope with it.

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MURA Unevenness

• Variation in Quality.
• Unbalanced capacities of various machine.
• People are too busy in one area and too idle in
  other area.
• Mixing up of experienced and inexperienced
  workers
• wrongly.
• Unevenness in the provision of training and
  instructions.
• Irregularity in tooling Quality.
• Using equipment unreasonably or wastefully.

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DISPLAY BOARD

• IN ORDER TO GIVE MORE IMPETUS ON 5S RELATED
  ACTIVITIES , INTRODUCED VISUAL DISPLAY BOARD FOR
  5S WHICH ARE LOCATED ZONEWISE WITH SEPARATE
  DISPLAY AREA FOR EACH SUBZONE.
• CONTENTS OF DISPLAY BOARD (MAIN)
• A) PHOTOGRAPHS OF ZONAL HEAD/SUBZONAL HEADS
  SOFT BOARD
• B) ZONE SUBZONE LAYOUTS
  SOFTBOARD
• C) AUDIT REPORTS AUDIT SCORE
  SOFTBOARD
• D) ACTION PLAN SOFTBOARD
• E) BEST ZONE/SUBZONE IN THE
  PLANT SOFTBOARD
• F) KAIZENS SOFTBOARD
• G) FIXEDPOINT/WORSTPOINT PHOTOGRAPHY
  SOFTBOARD
• 3. CONTENTS OF ZONE / SUBZONES IN THE DISPLAY
  BOARD
• A) DETAILED LAYOUT OF ZONE / SUBZONE
  1 NO. OF A3 SHEET ( LANDSCAPE )
• B) ZONE / SUBZONE ORGANISATION CHART
  1 NO. OF A4 SHEET ( LANDSCAPE )
• C) PHOTO OF ZONE / SUBZONE LEADER
  1 NO. POSTCARD SIZE
• D) INTERNAL AUDIT RESULT CORRECTVE ACTION
  1 NO. OF A4 SHEET ( LANDSCAPE )
• E) EXTERNAL AUDIT RESULT CORRECTIVE ACTION
  1 NO. OF A4 SHEET ( LANDSCAPE )

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