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5S Methodology Cirilo G. Amigo Jr. MBA-I Topic Reporter

5S Methodology Cirilo G. Amigo Jr. MBA-I Topic Reporter. Report Outline. What is 5S Why & How to Practice 5S Key Points in the Implementation of 5S How to succeed & fail in 5S Walk through audit. Report Objectives:. At the end of the report, one should be able to:

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5S Methodology Cirilo G. Amigo Jr. MBA-I Topic Reporter

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  1. 5S Methodology Cirilo G. Amigo Jr. MBA-I Topic Reporter

  2. Report Outline What is 5S Why & How to Practice 5S Key Points in the Implementation of 5S How to succeed & fail in 5S Walk through audit

  3. Report Objectives: • At the end of the report, one should be able to: • Recognize and implement 5S program in the shop floor • Perform and assess 5S in their work area, and • Value 5S program as a foundation of productivity

  4. WHAT IS 5 S? 5S stands for 5 Japanese words all starting with S. But in the Philippines, someone translated these 5 Japanese words into 5 English words also starting with S.

  5. WHAT IS 5 S? • Therefore, it is not necessary to remember 5S in Japanese. What is important is to understand what it means and practice it rather than just memorizing the words.

  6. What are the 5s? Japanese English Filipino Visayan SEIRI SORT SURIIN HAGPATUN SEITON SYSTEMATIZE SINUPIN HAN-AYUN SEISO SWEEP SIMUTIN GANIRUN/ SILHIGUN SEIKETSU STANDARDIZE SIGURUHIN ANG KALINISAN KANUNAYUN ANG PAG-LIMPYU SHITSUKE SELF-DISCIPLINE SARILING KUSA PAGPANTUN SA KAUGALINGUN

  7. 5 S • 5S is not simply a list of action items. It is an integrated concept of actions, conditions and culture. The nature and implication of each needs to be understood as follows.

  8. 5 S • JapaneseBrief Explanation • 1. SEIRI Take out unnecessary items and (SORT) dispose. It is an action to identify & eliminate all unnecessary items from the workplace. Hagpaton / Suriin

  9. Step - 1 Look around your workplace with your colleagues. Discover and identify items which are unnecessary to your work. Then dispose all unnecessary items. NEVER KEEP ANYTHING WHICH ARE UNNECESSARY TO YOUR WORK. Step - 2 If you and your colleagues cannot decide if an item is necessary or not, put Disposal Notice with the date on the item, and SET THEM ASIDE. • Step - 3 • After a period, say three months, check if someone needed the item or not. If there’s none, that means the item is not needed for your work. When you cannot decide yourselves, you can make the time to make decision.

  10. Manuals and files are not organized. • Tools and other gadgets must be stored properly and off the floor.

  11. Withdrawn parts/materials should be kept in proper storage area. • Assorted items above and below the desk.

  12. JapaneseBrief Explanation 2. SEITON Arrange necessary (SYSTEMATIZE) items in good order for use. It is an action to put every necessary items in good order. Han-ayon/ Sinupin

  13. Step - 1 Make sure that all unnecessary items are eliminated from the workplace. Then, think of what things should be put where, taking into account the flow of your work, movement of forklifts from the point of view of safe and efficient operation. • Step - 2 • Decide with your colleagues which things to put where also from the point of view of efficient operation. The principle is to put most frequently needed items close to the user so as to minimize the movement of the person. Things which are not often used could be placed slightly further away. • Step - 3 • It is necessary to make sure that everyone at the workplace know what are kept where for efficient use. Make a list of things with their locations and put it on locker/cabinets. Label each drawer to show what is kept inside.

  14. Step - 4 Apply the same principles and indicate the places where fire extinguishers are located, passages for forklifts/carts, and wherever necessary, warning signs for safety precautions, etc.

  15. Manuals and files are not organized. • Tools and other gadgets must be stored properly and off the floor.

  16. 5 S JapaneseBrief Explanation 3. SEISOClean your workplace. (SWEEP) It is an action to clean the workplace thoroughly. Ganiron/Silhigun

  17. Suggestions: • Put aside 3 minutes everyday for SEISO (sort) • You and your colleagues should be responsible for the work area around you. • Never throw anything and make it your habit. • Clean is also checking

  18. Obstructing wires welding flux and metal chips on the floor. • Garbage anywhere and accumulation of dust

  19. 5 S JapaneseBrief Explanation 4. SEIKETSUMaintain high standard of (STANDARDIZE) Housekeeping. It is a condition where high standard of good housekeeping is maintained so that there is no dust or rust anywhere. Kanunay nga taas nga sukaranan sa pag-atiman sa palibot o panimalay / Siguruhin ang Kalinisan

  20. Suggestions: • Create a maintenance system for Housekeeping. Make a schedule for cleaning your workplace. • Interdepartmental competition is a very efficient means of sustaining and enhancing people’s interest on 5 S.

  21. Obsolete items and empty drums not regularly disposed or turn over to proper locations for safekeeping.

  22. 5 S JapaneseBrief Explanation 5. SHITSUKEDo things spontaneously (SELF-DISCIPLINE) without being told or ordered. It is a condition where all members practice the above 4S’s spontaneously and willingly as a way of life. Accordingly, it is a CULTURE Pagpanton sa kaugalingon/ Sariling Kusa

  23. Suggestions: • Treat your workplace as your (own) second home. • You are spending more of your WAKING TIME at your workplace than at home.

  24. WHY 5 S? Benefits of 5 S: 5S gives vitality to people. The process of 5S requires people to think, consult and agree with others, and cooperate with each other. At the same time, practicing 5S gives people satisfaction of being creative, friendly with others and seeing changes for the better.

  25. WHY 5 S 5S improves CREATIVITY of people. 5S improves COMMUNICATION among people. 5S improves HUMAN RELATIONS among people 5S improves TEAMWORK among people 5S improves COMRADESHIP among people 5S gives VITALITY to people. VITALITY of the people is the locomotive to move the company forward.

  26. WHY 5 S? Benefits of 5 S: • 5S Rationalizes Operations of the Company As shown in the following figure, 5S is located in the center of various productivity improvement approaches. Therefore, practice of 5S satisfies various technical requirements for rationalized factory operations.

  27. Better Tomorrow for Everyone Effective use of Resources Efficiency Improvement Economic Operations J I T T P M T Q C 5 S 5 S Ultimate Goal Better Tomorrow for Everyone • Intermediate • Goal Approach, Strategy, Method Ground

  28. Total Customer Satisfaction Physical Improvement of Working Condition Self-Disciplined Workforce Quality Work Place Total Participation Elimination of Loss & Waste Elimination of loss and waste Total Participation

  29. JIT IE QCC TPM TQC 5S 5 S Therefore, practice of 5S satisfies various technical requirements for rationalized factory operation. It reduced cycle time, increased floor space, reduced lead times, reduced training cycles, lowered accident rate, enhanced communication, and reduced inventory.

  30. Key Points in the Implementation of 5 S • Start small and easy, proceed slowly but steadily. • If you make haste, it is easy to fail. • For big organizations, start with pilot area • Trial practice at model area and model machine

  31. Key Points in the Implementation of 5 S • Start with the most suitable “S” • For messy workplace, start from 1st S-SEIRE (Sort) • For trouble some machine, first conduct SEISO (Sweep) then - Inspect the machine but it requires specialists. • Everyone can participate in “SEISO” but they need to be familiar with machines, proper cleaning procedures and tools

  32. Key Points in the Implementation of 5 S • Only 1 or 2 3S’s are enough for initial practice not all 5 S. • First 3S’s (SEIRI, SEISO, SEITON) are action words • 4th S - SEIKETSU is a CONDITION • 5th S - SHITSUKE is according to CULTURE • Everyone’s participation is important • Two heads are better than one. Four eyes see more than two. • Encourage participation first by EDUCATION than by DEMONSTRATION, later through ACTUAL practice, and of course RECOGNITION. • Set aside a day for launching (e.g. Big Clean Up Day)

  33. Key Points in the Implementation of 5 S • Standardize and create manuals detailing office procedures. • Provide mechanism to evaluate what is happening at anytime. • Maintain cleanliness and orderliness.

  34. FactorsLeadingto Success of 5S • Strong sponsorship and leadership of CEO • Active promoter/5S committee • Good launching activity • Regular audits • Good documentation • Visits external consultants • Competition

  35. Factors Which Hinder Success of 5S • Project sponsor is not the decision maker • Organizational politics • Lack of experience in undertaking cross-functional activities • Lack of top management support • Implementation carried out through orders from the top • Implementation done by task forces • 5S treated as a project • Emphasis on immediate results

  36. How do we sustain 5S? • Integrate as part of the company strategic plan • Consistent and regular audit • Integrate as part of the system • 5S Road Race • Monthly recognition of 5S winners • CEO’s Inspection Tour • Exchange Visits • Periodic Review

  37. How do we evaluate 5S? • 5S Evaluation Sheet • Fixed Point Photography Control • Regular 5S Audit • Interdepartmental Competition

  38. THANK YOU

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