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Presentation BY
Quality & Technical Services
Faculty : Akash Batra
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Objectives
Understand the principles and practice of 5s with a specialfocus on practice of 1s and 2s.
To understand and correlate 3M and 5s.
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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
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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
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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
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STEP 1
SEIRI
SORT
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Definition
7
Seiri means that
You remove all items from the workplace that are not neededfor current production / operations
Step 1 - SEIRI
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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
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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
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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
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5S Organisation Chart
11
CEO
5 S Coordinator
Zonal CoordinatorsReview Committee
Zonal Team Members
Step 1 - SEIRI
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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Notes Page
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STEP 2
SEITON
SET IN ORDER
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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BEFORE
Deburring Cleaning
Grinder
# 2
Grinder
# 1Loader
Heat
treatmentRoller
OUT
IN
Step 2 - SEITON
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AFTER
Cleaning
Deburring
Grinder
# 2
Grinder
# 1
Loader
Heat
treatment
Roller
OUTIN
1
2
3 4
5
6
Step 2 - SEITON
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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
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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
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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
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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
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Notes Page
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Notes Page
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STEP 3
SEISO
SHINE
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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
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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
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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
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Notes Page
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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
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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
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Notes Page
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Notes Page
St 3 SEISO
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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
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St 3 SEISO
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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
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S
SEIKETSU
STANDARDISE
Step 4 SEIKETSU
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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Prevent from putting things back
(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
Prevent from putting things backStep 4- SEIKETSU
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Prevent from putting things back
(contd.)
Use Elimination
There are three ways to achieve this
Tool Unification
Tool substitution
Method Substitution
Step 4 SEIKETSU
Prevent from putting things backStep 4- SEIKETSU
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Prevent from putting things back
(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
Prevent from putting things backStep 4- SEIKETSU
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Prevent from putting things back
(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
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SHITSUKE
SUSTAIN
Step 5 - SHITSUKE
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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
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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
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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
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Step 5 - SHITSUKE
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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
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SHITSUKE
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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
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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
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2. 5S Deployment
– Zone allocation
– Finalisation of checklist
– Timebound plan
– Target setting
– Tracking benefits
–Responsibility identification
WHAT DO WE EVALUATE
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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
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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
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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
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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
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RADAR CHART
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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
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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
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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
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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
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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.
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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
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