5s sab kuccha

8/13/2019 5S sab kuccha

http://slidepdf.com/reader/full/5s-sab-kuccha 1/89

Presentation BY

Quality & Technical Services

Faculty : Akash Batra



Objectives

Understand the principles and practice of 5s with a specialfocus on practice of 1s and 2s.

To understand and correlate 3M and 5s.



3M and 5s

3

Waste elimination through 5s : some examples Motion Waste – Person sent to find cart searched full factory

Searching Waste – No one can find the key to the tool cabinet

Waste of Human Energy – Frustrated worker gives up searching for template

after two hours

Waste of Excess Inventory – Desk drawers are full of papers and stationarysupplies

Waste of defective products – Items not kept back in the same location so

worker picks up wrong piece for assembly

Waste of unsafe condition – Boxes of material kept in the walkway, causing

someone to trip and get injured



What is 5 S ?

5 S is a step wise method to

Remove unnecessary items

Reduce the searching time of the items

Inspect while cleaning

Standardize arrangement to avoid misplacing

Self discipline



Elements of 5S

5

1 S - Seiri

2 S - Seiton

3 S - Seiso

4 S - Seiketsu

5 S - Shitsuke

— Sort

— Set in Order

— Shine

— Standardise

— Sustain



STEP 1

SEIRI

SORT



Definition

7

Seiri means that

You remove all items from the workplace that are not neededfor current production / operations

Step 1 - SEIRI



Key to doing Seiri!!

8

DO NOT Throw out only those items which you are sure you will not

need

Only arrange all the items into neat patterns

KEY

“WHEN IN DOUBT, THROW IT OUT”

(Remove from your workplace into red tag area)

Step 1 - SEIRI



Why ?

9

The factory becomes extremely crowded and hard to work in.

Lockers, shelves and cabinets for storage get in the way of communication

Time is wasted in tools, parts searching

Excess Stock hide production problems

Unneeded items and equipment make it harder to improve process flow

Done with the objective of savingand recovering space

Step 1 - SEIRI



10 Steps to doing SEIRI

10

Step 1 - SEIRI

SN What to do Who does it1. Identify the coordinator CEO

2. Identify the zones Coordinator

3. Identify the Zonal coordinator CEO/Coordinator

4. Identify the Red tag holding area Coordinator

5. Define the Red Tag Coordinator

6. Establish Criteria for red tag CEO/Coordinator

7. Establish frequency for doing red tag CEO/ Cordinator

8. Do the red tag All persons

9. Identify the Review Committee CEO

10. Review/Dispose the Red Tagged

Items

Review Committee



5S Organisation Chart

11

CEO

5 S Coordinator

Zonal CoordinatorsReview Committee

Zonal Team Members

Step 1 - SEIRI



ZONES

12

The company to be divided into several small zones toinclude every inch of space in the company (including Work

area, office area, Security cabin, canteen, toilets, garden, area

adjacent to factory wall, etc)

Each zone to have a zonal coordinator

Step 1 - SEIRI



Red Tag Holding Area

13

Red tag Holding area

This is an area set aside for use in storing red tagged items that

need further evaluation

(Why- It gives you a safety net between first questioning whether something is needed, and

actually getting rid of it)

Types of Red Tag Holding Area

Local Red Tag area – The Dept / Zones / Area can have individual red tag area

to avoid mix up of items with other areasCentral Red Tag Area – Later it would be better to have a central red tag area

for disposal

Step 1 - SEIRI



Deciding Appropriate locationPrinciples of Motion Economy for waste elimination

Start and end each motion with both hands moving at once

Both arms should move symmetrically and in opposite directions

Keep trunk motions to a minimum

Use gravity instead of muscle

Avoid zigzagging motions and sudden change in direction

Move with a steady rhythm

Maintain a comfortable posture with comfortable motions.

Step 2 - SEITON



RED TAG

15

Red Tag can be a paper tag with thefollowing information

What is the item?

How much Quantity?

Why is it removed out (damaged,

excess, etc)?What is approx value?

Section from where the item is

removed?

Date identified

Person’s name who identified

Establish the frequency

and make a calendar for

doing red tag

Step 1 - SEIRI



EXAMPLE OF A RED TAG

RED TAG

1. Raw material 5. Machine and

2. In-process stock other equipment

3. Semi-finished 6. Dies and Jigs

goods 7. Tools and supplies

4. Products 8. Other

Quality: OK / NG

Item name: Door

Category

Manufacturing

No.:

2 Units

PX-180X

Value: Rs.

Step 1 - SEIRI



TYPES OF RED TAGS

17

5 S Red Tag

JH Red Tag

Quality Defect Red Tag

Over Inventory Red Tag Incoming Inspection Red Tag

Step 1 - SEIRI



Criteria for Red Tag

18

Every person asks to all the items around his / her workplace

Is this item needed ?

If it is needed, is it needed in this quantity?

If it is needed, is it required very frequently?

If Answer is ―NO‖

REMOVE FROM WORKPLACE

Step 1 - SEIRI



RED TAG TARGETS

Types of items

Red-tag

targets

Physical areas

Inventory

Equipment

Floors, walkways, operation areas,

well, shelves, warehouses

Raw materials, procured

parts, processing parts, in-

process inventory, assemblyparts, semifinished products,

finished products

Machines, equipment, Jigs,

Tools, cutting bits, gauges, dies,

carts, conveyance tools,worktables, cabinets, desks,

chairs, supplies

Identifying Red-Tag Targets

Step 1 - SEIRI



RED TAGGING

20

The best way to carry out red-tagging is to do the whole targetarea quickly

RED TAGGING SHOULD BE A SHORT AND POWERFUL

EVENT

Step 1 - SEIRI



Review the Red Tagged Items

21

The review team would consist of senior members who can takedecisions on disposal, it must include personal buying new items

First a ―purchase ban‖ on all items red tagged till inventory lasts

Review the items accordingly

Keep the item where it is Move the items to the Red Tag area

Store the item away from the work area to another area

Hold the item in the local red tag area for evaluation

Disposal of the item

Record the oldest tag

Target the disposal of the tagged items

Step 1 - SEIRI



DISPOSAL METHODS

Treatment Description

Throw itaway

Dispose of as scrap or incinerate items that are useless or unneededfor any purpose.

Sell Sell off to other companies items that are useless or unneeded for naypurpose.

Return Return items to the supply company.

Lend out Lend items to other sections of the company that can use them on atemporary basis.

Distribute Distribute items to another part of the company on a permanent basis.

Central red-tag area

Send items to the central red-tag holding area for redistribution,storage, or disposal.

Step 1 - SEIRI



Notes Page



STEP 2

SEITON

SET IN ORDER



Definition

Seiton means that

You arrange needed items so that they are easy to to use and visualisethem so that anyone can find them and put them away

Step 2 - SEITON



Why ?

SEITON is important because it helps eliminate many kinds of waste in the

workplace

Motion Waste – Person sent to find cart searched full factory

Searching Waste – No one can find the key to the tool cabinet

Waste of Human Energy – Frustrated worker gives up searching for template

after two hours

Waste of Excess Inventory – Desk drawers are full of papers and stationary

supplies

Waste of defective products – Items not kept back in the same location so worker

picks up wrong piece for assembly

Waste of unsafe condition – Boxes of material kept in the walkway, causing

someone to trip and get injured

Step 2 - SEITON



Steps to do SEITON

Step A – Deciding Appropriate location1. Principles of Storing jigs, tools, dies to eliminate waste

2. Principles of motion economy to eliminate waste

3. 5 S Map to decide location

Step B – Identifying location1. Signboard Strategy

2. Colour coding Strategy

3. Painting Strategy4. Outlining strategy

Step 2 - SEITON



Deciding Appropriate location

Principles of Storing Jigs, Tools & Dies for waste elimination

1. Locate the items in the workplace according to their frequency of use

Place frequently used items near the place of use

Store infrequently used items away from the place of use

2.Store items together if used together, and in sequence if used in sequence.

3. Devise a ―Just let go‖ arrangement for tools (eg. suspend the tools)

4. Make storage space larger than the item so that easy to put back

5. Eliminate the variety of jig, tools an dies by creating multi function jigs, tools and dies.

6. Store tools according to function or product based on the type of usage

Step 2 - SEITON



Deciding Appropriate location

Principles of Motion Economy for waste elimination

Start and end each motion with both hands moving at once

Both arms should move symmetrically and in opposite directions

Keep trunk motions to a minimumUse gravity instead of muscle

Avoid zigzagging motions and sudden change in direction

Move with a steady rhythm

Maintain a comfortable posture with comfortable motions.

Step 2 - SEITON



Deciding Appropriate locationPrinciples of Motion Economy for waste elimination (contd.)

Use the feet to operate on and off switches for machines

Keep materials and tools close and in front

Arrange materials and tools in the order of their use.Use inexpensive methods for feeding in and sending out materials

Stand at a proper height for the the work to be done

Make materials and parts easy to pick.

Make handles and grips in easy to use and efficient shapes and positions

Step 2 - SEITON



SEITON

Operator returns tool without having to step back or

look

Tools Kept Close at Hand and Stored in the Order

Used

Step 2 - SEITON



SEITON

• Worktable was too wide.

• Parts stand was too far away.

• Parts were laid out

horizontally, making

them hard to see and reach.

• Worktable was made smaller

(two-thirds width reduction).

• Parts were put within closer reach.

• Parts were laid out on a slant,

making them easier to see and

reach.

Before Improvement After Improvement

Worktable

(two-thirds width reduction)Worktable

Parts

stand

Parts

Workpiece Workpiece

Parts

Parts

stand

(slanted)

Step 2 - SEITON



SEITON

• Plastic sheets were kept on

the rack behind the

operator.

• The operator was forced to

turn around each time he

needed a plastic sheet.

• The turning motion required

four seconds.

• Now plastic sheets are hung

on a hook in front of operator.

• The operator does not have to turn

around.

• Four seconds of motion waste are

eliminated.

Before Improvement After Improvement

Plastic sheets

for packaging

Workpiece

Conveyor Conveyor

Step 2 - SEITON



Deciding Appropriate location5 S Map to decide locations

Steps in making a 5 S Map of existing layout

1. Make a floor plan or area diagram of the study area

2. Draw arrows in process flow sequence. For every operation there is one arrow.

3. Search for areas of waste based on principles shown earlier.

Steps in making new proposed 5 S Map1. Make new 5 S map. Draw arrows again. (Use several iterations till most efficient

one is reached)

2. Find out the feasibility and time period to make the layout change

3. Implement the new layout by moving parts, tools, mahines etc.

4. Continue to further improve the layout

Step 2 - SEITON



BEFORE

Deburring Cleaning

Grinder

# 2

Grinder

# 1Loader

Heat

treatmentRoller

OUT

IN

Step 2 - SEITON



AFTER

Cleaning

Deburring

Grinder

# 2

Grinder

# 1

Loader

Heat

treatment

Roller

OUTIN

1

2

3 4

5

6

Step 2 - SEITON



Identifying locationSignboard Strategy

The signboard strategy uses signboards to identify what, where

and how many.

– Location indicators (where does the item go)

– Item indicators (what item goes here)

– Amount indicators (how many items go here)

Step 2 - SEITON



Identifying locationColour coding Strategy

Colour coding strategy can be use to indicate which itemsis used for which part

Examples

Different colours can be allotted to different oils and the oil bath to be marked thecolour of the type of oil to be used

If certain items are used for making the same part then the items can be colourcoded the same colour and kept in a location having the same colour.

Utility pipe lines can have standard colours.

Coloured direction arrows can be made indicated type of fluid

Inventory levels can be colour coded to indicate the critical, designed, reorder andexcess levels

Step 2 - SEITON



Identifying locationPainting Strategy

The Painting Strategy is a method for identifying locations

on floors and walkways

Factors to keep in mind while using painting strategy

In process inventory should be positioned carefully for best process flow Floors should be leveled or repaired before painting

Walkways should allow for safety and smooth flow esp at the turns

Divider lines should be 2 or 4 inch wide

Paint color MUST be standardised. Colours should be bright

Step 2 - SEITON



Identifying locationOutlining Strategy

Outlining is a method to show which jigs and tools are stored

where.

Outlining means drawing outlines of jigs and tools in their

proper locations

Step 2 - SEITON



Notes Page



STEP 3

SEISO

SHINE



Definition

Seiso means that

You need to keep everything swept and

clean

This is done with the objective of inspecting for

abnormality detection and taking faster

corrective actions

Step 3 - SEISO



Why ?

SEISO avoids certain problems

Puddles of oil or water lead to slippages and injury

Cutting chips, dirt can get mixed up in the production

resulting in defects Cutting chips can get into peoples eyes and create injury

Windows are so dirty so no sunlight enters – Defects are

less obvious in the dark

Step 3 - SEISO



Steps to do SEISODetermine Shine targets

• Storage space, Equipment or Empty Space

Determine Shine assignments

• Divide job based on area of cleaning

• Divide job based on time of cleaning

Determine Shine Methods

• Choose the right tools

• Shining should take 5 minutes

• How much to shine should be defined

Prepare tools

• Keep tools near location of shine

Start to Shine• Clean thoroughly

Step 3 - SEISO



Notes Page



Sample Manual on Exposing Seven Types of Abnormality

Abnormality Examples

1. Minor Flaws

Contamination Dust, dirt, power, oil, grease, rust, paint

Damage Cracking, crusting, deformation, chipping, bending

Play Shaking, falling out, tilting, eccentricity, wear, distortion, corrosion

Slackness Belts, chains

Abnormal phenomena Unusual noise, overheating, vibration, strange smiles, discoloration, incorrect pressure or current

Adhesion Blocking, hardening, accumulation

2. Unfulfilled Basic Conditions

Lubrication Insufficient, dirty, unidentified, unsuitable, or leaking lubricant

Lubricant supply Dirty, damaged, or deformed lubricant inlets, faulty lubricant pipes

Oil level gauges Dirty, damaged, leaking; no indication of correct level

Tightening Nuts and bolts: slackness, missing, cross-threaded, too long, crushed, corroded, washer unsuitable, wing nuts on backward.

3. Inaccessible Places

Cleaning Machine construction, cover, layout, footholds, space

Checking Covers, construction, cover, instrument, position and orientation, operating-range display

Lubricating Position of lubricant inlet, valves, switches, and levels; footholds

Tightening Machine layout; position of valves, switches, and levels; footholds

Operation Position of pressure gauges, thermometers, flowerets, moisture gauges, vacuum gauges, etc.

Adjustment

4. Contamination Sources

Product Leaks, spills, spurts, scatter overflow

Raw materials Leaks, spills, spurts, scatter, overflow

Lubricants Leaking, spilt, and seeping lubricating oils, hydraulic fluids, fluids, fuel oil, etc.

Gasses Leaking compressed air, gasses, steam, vapors, and levers; footholds

Liquids Leaking, spilt and spurting cold water, hot water, half-finished products, cooling water, waste water etc.

Scrap Flashes, cuttings; packing materials, and nonconforming products

Other Contaminants brought in by people, fork-lift trucks, et. And infiltrating thought cracks in buildings

Step 3 - SEISO



Sample Manual on Exposing Seven Types of Abnormality (Contd.)

5. Quality Defect Sources

Foreign matter Inclusion, infiltration, and entertainment of rust, ships, wire scraps, insects, etc.

Shock Dropping, jolting, collision, vibration

Moisture Too much, too little, infiltration, defective elimination

Grain size Abnormalities in screens, centrifugal separators, compressed-air separators, etc.

Concentration Inadequate warning, heating, compounding, mixing, evaporation, stirring, etc.

Viscosity Inadequate warning, heating, compounding, mixing, evaporation, stirring, etc

6. Unnecessary and Non-urgent Items

Machinery Pumps, fan, compressors, columns, tanks, etc Piping equipment Pipes, hoses, ducts, valves, dampers, etc.

Measuring instruments Temperatures, pressure gauges, vacuums gauges, ammeters, etc.

Electrical equipment Wiring, piping, power leads, switches, plugs, etc.

Jigs and tools General tools cutting tools, jigs, molds, dues, frames, etc.

Spare parts Standby equipment, spares, permanent stocks, auxiliary materials, etc.

Makeshift repairs Tape, string, wire, metal plates, etc.

7. Unsafe Places

Floors Unevenness, ramps, projections, cracking, peeling, wear (steel deck plates)

Steps Too steps, irregular, peeling anti-slip covering, corrosion, missing handrails

Lights Dim, out of position dirty or broken covers, no safety or emergency stop devices

Lifting gear Wire, hooks, brakes, and other part of canes and hoists

Other Special substances, solvents, toxic gases, insulting materials, danger sings, protective clothing, etc.

Step 3 - SEISO



Notes Page



Notes Page

St 3 SEISO



TABLE 1. TYPES OF LEAKAGE AND GRIME

Type

How Carried

or Spread

Oil Steam

and

Water

Air

and

Gas

Burrs

and

Filings

Sand

and

Dust

Pellets Oil

Mist

Parts

and

Materials Explanation

Airborne Escapes from holes or cracks

Overflow Overflow from full containers

Sticking Sticks to people, equipment,

carts, and materials

Spillage Spilled while replenishing,collecting, disposing, cleaning,

or the like

Spreads Liquids spread along wires,

pipes, etc., and leak

Seepage Seeps out from holes or cracks

Falls Things fall from shelves,

conveyor belts, or the like

[Appendix (iv)]

Step 3 - SEISO



St 3 SEISO



SPIC & SPAN

• 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 kinds of oil

– Combine various tools into one

– Any others...

If there’s Lesser No. of Items

there is Lesser to Clean

Step 3 - SEISO

STEP 4



S

SEIKETSU

STANDARDISE

Step 4 SEIKETSU



Definition

Seiketsu means that

You need to create a consistent way ofdoing tasks and procedures.

This is done with the objective of ensuring that the condition does

not deteriorate back to the condition it was before implementing1S, 2S and 3 S.

Step 4- SEIKETSU

Step 4 SEIKETSU



Why ?

SEIKETSU avoids certain problems

Conditions go back to their old undesirable levels even after

company wide implementation of 5S

At the end of the day piles of unneeded items are left fromthe day’s production and lie scattered.

Tool storage sites become disorganized and need to be put

in order at the end of the day.

Cutting chips constantly fall on the floor and need to be

swept frequently Even after implementing 1S and 2S, soon the office is

cluttered with more stationary supply than needed.

Step 4- SEIKETSU

Step 4 SEIKETSU



Steps to do SEIKETSU

Step A : Making it a habit

Decide who is responsible for 1S, 2S, 3S activities

Integrate 1S, 2S, 3S duties into regular work duties

Check on how well 1S, 2S, 3S conditions are being

maintained

Step B : Prevention

Prevent unneeded items from accumulating

Prevent from having to put back things

Step 4- SEIKETSU

Step 4 SEIKETSU



Making it a habit

Decide who is responsible for 1S, 2S, 3S activities

Everyone must know exactly what they are responsible for doing and

exactly when, where and how to do it.

Zone layout with responsibilities and frequency

1S, 2S, 3S cleaning instructions

Integrate 1S, 2S, 3S duties into regular work duties Visual 5S (Abnormal conditions are seen at a glance)

Five minute 5S (Efficient and quick solutions are given for doing

cleaning)

Check on 1S, 2S, 3S maintenance level

AUDIT Create Standards

Step 4- SEIKETSU



NECESSARY ITEMS

1. Operator Location

2. Machine

3. Air Gun

4. Power Supply

5. Water Line6. Out Put Bin

7. Inspection Table

8. Tool Cabinet

9. Chip Bin

10. Dust Bin

11. Fire Extinguish

1

5

9

6

78

10

4

X

11

3

2

Step 4- SEIKETSU



Prevention

In spite of all the instructions in place we find that

the cleanliness keeps deteriorating and requires

regular reminders.

Now it is required to take it to the next level

PREVENTION

Ask “why does this happen” repeatedly till you get

to the root (5 why) and then attack the source withfundamental improvement.

Step 4- SEIKETSU

Step 4- SEIKETSU



PreventionPrevent unneeded items from accumulating

Normally unneeded items keep accumulating; we need to clear them

regularly doing 1S.

To avoid this, find out “why” the unneeded item is

even entering the workplace.

To achieve “no unneeded item” from entering the workplace we

need to implement

JIT

Step 4- SEIKETSU

Step 4- SEIKETSU



PreventionPrevent things from having to be put back

There are two ways to do this

Make it difficult to put things in the wrong place• This relies heavily on

discipline and

visual controls

Make it impossible to put things in the wrong place• Use 5 W and 1 H approach and eliminate the need to put back

Step 4- SEIKETSU

Step 4- SEIKETSU



What? • Is wrong

• Is causing the problem

When? • Does it happen

Where? • Is the problem (Location)

Who?• Does it

• Is responsible for it

Why? • Does it happen

• Does he do it this way and

How? • Else could it be done

• Do we improve the situation

Step 4- SEIKETSU

5W + 1H

Step 4- SEIKETSU



Prevent from putting things back

This can be achieved by following methods

Suspension

Incorporation

Use Elimination

Tool Unification

Tool Substitution

Method Substitution

Step 4- SEIKETSU

Prevent from putting things backStep 4- SEIKETSU




(contd.)

Suspension

Suspend the tools with a spring balancer. Once the use is over the

operator ―just let’s go‖ and the tool goes back to its desired position

Incorporation

Here create a flow of goods such that jigs, tools and measuring instruments are smoothly integrated into the

process and hence stored in the place of usage

Example – fix a measuring gauge on the conveyor, eliminating the need of picking

up the gauge and measuring and putting the gauge back

Step 4 SEIKETSU





(contd.)

Use Elimination

There are three ways to achieve this

Tool Unification

Tool substitution

Method Substitution

Step 4 SEIKETSU





(contd.)

Tool Unification

This means combining the functions of of two or more tools in a single

tool.

(eg.Reduce the variety to fasteners with a common size fasteners) Tool Substitution

This means use use something other than a tool to serve the same

function

(eg. Replace a wrench turned bolt to hand turned butterfly - grip bolts)

Step 4 SEIKETSU





(contd.)

Method Substitution

Eliminate the method used to avoid using tools

(eg. Changing wrench turned bolts to butterfly-grip bolts does not eliminate

the process of tightening. But usage of clamps, cylinders, pins etc can eliminate

the need to twist the bolt)

Step 4 SEIKETSU

STEP 5



SHITSUKE

SUSTAIN

Step 5 - SHITSUKE



Definition

Shitsuke means that

You need to make a habit of properly maintaining

correct procedures

Done with the objective of achieving higher productivity and betterquality through higher employee morale.

p

Step 5 - SHITSUKE



Why ?

SHITSUKE avoids certain problems

Unneeded items begin pilling up as soon as sorting is completed.

No matter how well Set in Order is planned and implemented, tools and

jips do not get returned to their designated places after use.

No matter how dirty equipment becomes, little or nothing is done toclean it.

Items are left protruding into walkways, causing people to trip and get

injured.

Dirty machines start to malfunction and produce defective goods.

p

Step 5 - SHITSUKE



HOW to implement Shitsuke

Awareness

Time

Structure

Support

Rewards and recognition

Satisfaction and Excitement

- All need to understand what 5S is about

- Time has to be allocated to do the 5S

- A Structure has to be formulated on how

and when 5S activities will be done

-

Management support needed inacknowledgement, leadership and

resources.

- Efforts need to be recognized

- This needs to be shared in the entire

organization

p

Step 5 - SHITSUKE



Tools and Techniques for Shitsuke

5S Slogans

5S Posters

5S Photo Exhibits

5S Newsletters 5S Maps

5S Pocket manuals

5S Department tours

5S Competitions

5S Policy 5S Pledge

p

SHITSUKE



SHITSUKE

Production Dept. 1,

Press Section5S

Map Please post your

suggestions for 5S

improvements.

Press

A1

Die storage area Press

A2

Suggeste

d by:Washington

Memo

:

Parts storagemethod

is incorrect.

Press

A3

Transfer

line A

Press

B3Transfer

line B

Tags

(Mined

Press

4

Press

6

Press5

Press7

Parts storage

area

Mixture

(Sucuki

)

5S Improvement Tag

November 10

Meter Storage

Othe

r

Offic

e

Rest area

1 aes

5S Abnormality tags

Pencil



1. Promotional Activity

– Organisation to drive the movement

– Education Training

–

Promotional Meeting

– Continuous monitoring supervision

– Posters calling for participation

–

Monthly review

– Awards

– Allocation of funds

WHAT DO WE EVALUATE



2. 5S Deployment

– Zone allocation

– Finalisation of checklist

– Timebound plan

– Target setting

– Tracking benefits

–Responsibility identification

WHAT DO WE EVALUATE



3. Kaizen Projects

– Awareness on how to identify grime

–

Awareness on how to deal with causes

– Implementation of Kaizen Projects

– Interdepartmental and team participation

WHAT DO WE EVALUATE



4. Technical Training

– Maintenance

– Improvement

– How to generate Kaizen ideas

5. Evaluation Plan

– Schedules

– Defined criteria for level identification

–

Decided formats Grades

– Trained evaluators

6. System of follow-up activity

WHAT DO WE EVALUATE

ADVANTAGES OF



ADVANTAGES OF

5S Nice to work in a clean, beautiful, organised workplace

Time taken to reach things minimized

Lesser time wasted in information handling

Problems detected fast

Machine/Production down-time reduced

Lower cost of production

More usable space

ADVANTAGES OF



ADVANTAGES OF

5S(Contd.)

Better preventive maintenance

Higher employee involvement

Reduction in errors/defects due to standardized procedures

Consistent and better quality product

Higher productivity

Lesser accidents

Higher employee morale

More time for improvement activities



RADAR CHART



RADAR CHART

Now is the time for full evaluation of the effectiveness of 5S checking according tothe type of workplace.

Results should be posted up and prizes can be given as an incentive for further

improvement.

CHECKPOINTSUsage

Separate checklists can be prepared according to the type of workplace

(e.g. officer, factory floor). They give a detailed evaluation of the

effectiveness of 5S in each workplace. Results can be used as the basis

for a ―5S Contest.‖

RADAR CHART



RADAR CHART (Contd.)

Explanation of major items

1. 5S………… Divided into Zones Clearing Up ( iri), Organizing Clearing

( iton ), Standardizing ( ik tsu), and Training Discipline

( hitsuk )

2. Marks …… There is a grading from 0-4 marks :

0 = Very bad

1 = Bad

2 = Average

3 = Good

4 = Very good

Examples of completed checklists :

5S RADAR CHART



5S RADAR CHART

0

5

10

15

20

2S

ORGANIZING

1S

CLEARING UP

5S

TRAINING &

DISCIPLINE

4S

STANDARDIZING3S

CLEANING

Section

Date

100

80

60

40

20

Marks

Month

G

r a p h

E i f 5S i



Exercises for 5S session

Make up an organization structure that can help to drive 5S in acompany A, clearly highlighting the responsibilities of the concern

people / committees.

Build up a system in a company on how to take decisions on disposal

of all unwanted items that are segregated after the 1S activity. How

should 1S activity be scheduled? Prepare a sample checklist for a zone / sub-zone in the shopfloor /

office area for maintaining 5S.

Draw up an audit system including checklist for 5S for office and

shopfloor area.

E i f 5S i



Exercises for 5S session (contd.)

What indices would you use to evaluate the effectiveness of a 5Sprogramme?

What systems can brought in to keep people involved in the

implementation process?

How should the scrap yard be managed? What is the picture of a

perfect scrap yard? Build up a system of 1S, 2S and 3S of a scrap yard.What are the likely issues to come up to maintain a perfect scrap

yard.



EXCERSISE

5S

• Japanese Technique for House Keeping

• Means Cleaning

• Quality & Productivity Improvement Techniques

• Work Place Organisation.

Cleaning is Japanese Teaching

• Sweeping

• Shining

• Dust Removal

• Is Inspection

Excess Stock in 5S study is

• Inventory

• Over ordered

• Unwanted

• None

Identifying is part of

•Sorting

• Cleaning

• Organising

• Keeping only required items

5. Space is generated while doing

1S 2S 3S 4S

6. Retrieval becomes easier while doing

1S 2S 3S 4S

7. Abnormality is exposed while doing

1S 2S 3S 4S

8. Safety is referred to an importance outcome of

1S 2S 3S All

9. Productivity is not associated with

1S 2S 3S None

10. 5S Technique is

Some what equal to House Keeping

Not equal to House Keeping

Equal to House Keeping to a greater extent

None

Tick the most appropriate Answer

5s sab kuccha

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