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4.1 Introduction
5S is a reference to a list of five Japanese words which 'start' with S. This list is a
mnemonic for a methodology that is often incorrectly characterized as
"standardized cleanup", however it is much more than cleanup.
5S is a philosophy and a way of organizing and managing the workspace and work
flow with the intent to improve efficiency by eliminating waste
The key targets of 5S are workplace morale and efficiency. The assertion of 5S is,
by assigning everything a location, time is not wasted by looking for things.
Additionally, it is quickly obvious when something is missing from its designated
location. 5S advocates believe the benefits of this methodology come from deciding
what should be kept, where it should be kept, and how it should be stored. This
decision making process should lead to a dialog which can build a clear
understanding, between employees, of how work should be done. It also instills
ownership of the process in each employee.
In addition to the above, another key distinction between 5S and "standardized
cleanup" is Seiton. Seiton is often misunderstood, perhaps due to efforts to translate
into an English word beginning with "S" (such as "sort" or "straighten"). The key
concept here is to order items or activities in a manner to promote work flow. For
example, tools should be kept at the point of use, workers should not have to
repetitively bend to access materials, flow paths can be altered to improve
efficiency, etc.
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The 5S's are:
• Seiri : Separating. Refers to the practice of going through all the tools,
materials, etc., in the work area and keeping only essential items. Everything
else is stored or discarded. This leads to fewer hazards and less clutter to
interfere with productive work.
• Seisō : Shine. Indicates the need to keep the workplace clean as well as neat.
Cleaning in Japanese companies is a daily activity. At the end of each shift, the
work area is cleaned up and everything is restored to its place. The key point is
that maintaining cleanliness should be part of the daily work - not an occasional
activity initiated when things get too messy.
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4.3 Translations and modifications-
Often in the west, alternative terms are used for the five S's. These are "Sort,
Straighten, Shine, Systemize and Sustain". "Standardize" is also used as an
alternative for "Systemize". Sometimes "Safety" is included as 6th S. Similarly 5Cs
aim at same goal but without the strength of maintaining the 5S name.
• Configure
o A specific place for specific items
o “ A place for everything & everything in its place”
• Conformity
o Consolidate the previous 3C’s by standardizing the new process and use of
‘Visual Management’
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The 5S methodology has been adopted into a variety of organizations from small
business to Fortune 500 companies. All implement the 5S's in the hope to improve
productivity and performance.
Fig. 4.1
Before After
Fig. 4.2
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4.4 Keys to successful implementation of 5S-
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• Don’t stop halfway in establishing 5S - Don’t do things halfway. Once the 5s
promotional organization and methods have been established, get started and
stick with it. when developing red tagging and signboards throughout the
company, make sure gets everyone involved. Ones you have laid the
foundation by establishing proper arrangement and orderliness, start developing
discipline habit to keep the foundation strong.
• 5S is a half way towards other improvements – don’t stop with 5S; follow
through with zero defects, cost reduction and other productivity and quality
improvements. Once the office has been cleaned up, start putting casters on
drawer cases to make them easily movable. Eliminate defects as close to their
source as possible and implement flow process.
4.5 Implementation of 5s -
Step by step internal audit -
1. Preparation of 5s auditing-
• Formation of 5s audit team
• Representative from all departments.
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6. Preparation of audit material
• stickers
• report writing format
• auditor tag
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1. proper sorting
2. proper usage of stickers and labels
3. quality check
4. safety of workers
4.11 Implementing
step 1
1. setting up audit checklist criteria according to area of 5s team
2. setting up ”audit summary report”
step 2
• Audit schedule
1. area to be audited
2. audit date
• performing audit
1. all 5s auditors gather at the meeting room half an hour before audit
2. briefing by 5s audit to chairman
• activities of the day
• highlighting any new area criteria to be checked
• action date on sticker( two weeks from audit date )
• time to report back
• wearing 5s auditor tag
3. every auditor is only allowed to use up to three stickers of each kind for each 5s team
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3. good public relation
4. checking outstanding matter from the previous audit
5. proper issue of stickers and justified
6. closing the matter when Action has been taken
7. issuing new sticker when action is not fully satisfied( old sticker will remain )
and Also for new matter notice
8. listening to the feedback given by workers
9. providing positive suggestion for improvement if stickers is not appropriate
10. preparing audit report of each working area on the audit summary
11. getting document signed by auditor and team leader
12. auditing the next area
13. Ending
• calculating audit score for each team audited
• submitting score and checklist to 5s chairman for compilation
• making a copy of the audit summary for head of department
• wrap up session – getting feedback from auditor for future improvement
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