INDEX

PAGE
1. Introduction

......
2
2. Objectives
...

.
3
3. Investigation

...
4
3.1
Six Sigma

......
5
3.2
Methods
..

.
5
3.3
DAMIC
...
...
5
3.4
DMADV or DFS
..
....
5
3.5
Application
..

..
6
4. THE 5'S METHOD
.
.............
6
4.1
Sorting
..
6
4.2
Straightening or Setting in Order to Flow
......
7
4.3
Systematic Cleaning (Shine)
.
..
7
4.4
Standardize
......
7
4.5
Service (Sustain
....
.....
8
5. Conclusions
....
9
6. Annexes
.........
.
10

7. Bibliography or Reference Guide

.

11

1. INTRODUCTION
What are the 5 S? Is a practice devised in Japan referred to the "Facility
Management" of the company, not only machinery, equipment and infrastructure,
but the maintenance of the surroundings of work by all.
In English it has been called "housekeeping" which translated means "being
householders also at work."
What is six sigma? Is a continuous improvement methodology that focuses on
defect reduction in all types of processes, to thereby reduce costs of poor quality
and increase customer satisfaction? The aim of Six Sigma is to reduce process
variation so they do not generate more than 3.4 defects per milln.Reducir defects
from its current level to a Six Sigma level can generate savings for the organization
of up to 40% of their income.

2. OBJETIVES

The profitability of the application six sigma.

Find a method by which to improve the characteristics of the product or

service.

Use of sophisticated tools to meet customer

3. INVESTIGATION
3.1

Six Sigma

Six Sigma seeks to improve the quality of process outputs by identifying and
removing the causes of defects (errors) and minimizing variability in
manufacturing and business
processes.[5] It
uses
a
set
of quality
management methods, including statistical methods, and creates a special
infrastructure of people within the organization ("Champions", "Black Belts", "Green
Belts", "Yellow Belts", etc.) who are experts in the methods. Each Six Sigma project
carried out within an organization follows a defined sequence of steps and has
quantified value targets, for example; process cycle time reduction, customer
satisfaction, reduction in pollution, cost reduction and/or profit increase.
The term Six Sigma originated from terminology associated with manufacturing,
specifically terms associated with statistical modeling of manufacturing processes.
The maturity of a manufacturing process can be described by a sigma rating
indicating its yield or the percentage of defect-free products it creates. A six sigma
process is one in which 99.99966% of the products manufactured are statistically
expected to be free of defects (3.4 defects per million), although, as discussed
below, this defect level corresponds to only a 4.5 sigma level. Motorola set a goal
of "six sigma" for all of its manufacturing operations, and this goal became a
byword for the management and engineering practices used to achieve it.

3.2

Methods:

Six Sigma projects follow two project methodologies inspired by Deming's Plan-DoCheck-Act Cycle. These methodologies, composed of five phases each, bear the
acronyms DMAIC and DMADV.[11]

DMAIC is used for projects aimed at improving an existing business

process.[11] DMAIC is pronounced as "duh-may-ick"

DMADV is used for projects aimed at creating new product or process

designs.[11] DMADV is pronounced as "duh-mad-vee"

3.3

DAMIC

The DMAIC project methodology has five phases:

Define the problem, the voice of the customer, and the project goals,
specifically.
Measure key aspects of the current process and collect relevant data.

Analyze the data to investigate and verify cause-and-effect relationships.

Determine what the relationships are, and attempt to ensure that all factors
have been considered. Seek out root cause of the defect under investigation.

Improve or optimize the current process based upon data analysis using
techniques such as design of experiments, poka yoke or mistake proofing, and
standard work to create a new, future state process. Set up pilot runs to
establish process capability.

Control the future state process to ensure that any deviations from target
are corrected before they result in defects. Implement control systems such
as statistical process control, production boards, visual workplaces, and
continuously monitor the process.

Some organizations add a Recognize step at the beginning, which is to recognize

the right problem to work on, thus yielding an RDMAIC methodology.[14]

3.4

DMADV or DFSS

The DMADV project methodology, known as DFSS ("Design For Six Sigma"),
[11]
features five phases:

Define design goals that are consistent with customer demands and the
enterprise strategy.

Measure and identify CTQs (characteristics that are Critical To Quality),

product capabilities, production process capability, and risks.

Analyze to develop and design alternatives

Design an improved alternative, best suited per analysis in the previous step

Verify the design, set up pilot runs, implement the production process and
hand it over to the process owner(s).

3.5

Application

Six Sigma mostly finds application in large organizations. An important factor in the
spread of Six Sigma was GE's 1998 announcement of $350 million in savings
thanks to Six Sigma, a figure that later grew to more than $1 billion. According to
industry consultants like Thomas Pyzdek and John Kullmann, companies with
fewer than 500 employees are less suited to Six Sigma implementation, or need to
adapt the standard approach to make it work for them. Six sigma however
contains a large number of tools and techniques that work well in small to mid size
organisations as well. The fact that an organization is not big enough to be able to
afford Black Belts does not diminish its abilities to make improvements using this
set of tools and techniques. The infrastructure described as necessary to support
six sigma is as a result of the size of the organization rather than a requirement of
six sigma itself.

4. THE 5'S METHOD

Is the name of a workplace organization method that uses a list of is the name of a
workplace organization method that uses a list of five Japanese words: seiri,
seiton, is the name of a workplace organization method that uses a list of five
Japanese
words:
seiri,
seiton,
five Japanese words: seiri, seiton, seiso, seiketsu, and shitsuke. Transliterated or
translated into English, they all start with the letter "S". The list describes how to
organize a work space for efficiency and effectiveness by identifying and storing
the items used, maintaining the area and items, and sustaining the new order. The
decision-making process usually comes from a dialogue about standardization,
which builds understanding among employees of how they should do the work.

The 5S there are five primary 5S phases: sorting, set in order, systematic cleaning,
standardising, and sustaining. Also known as Sort, Straighten, Sweep, Standardise
and Sustain.
4.1 Sorting
Eliminate all unnecessary tools, parts. Go through all tools, materials, and so forth
in the plant and work area. Keep only essential items and eliminate what is not
required, prioritizing things per requirements and keeping them in easily-accessible
places. Everything else is stored or discarded.
4.2 Straightening or Setting in Order to Flow
Arrange the work, workers, equipment, parts, and instructions in such a way that
the work flows free of waste through the value added tasks with a division of labour
necessary to meet demand. This is by far the most misunderstood and incorrectly
applied S and has been responsible for many lean transformations failing to
produce the benefits expected. When applied correctly with flow established this
step eliminates the majority of the non-value-added time and allows the rest of the
zero defect philosophy to be enabled. Put simply until you have an orderly flow you
cannot have an orderly flow of problems to solve and the notion of zero defects is
impossible.

4.3 Systematic Cleaning (Shine)

Clean the workspace and all equipment, and keep it clean, tidy and organized. At
the end of each shift, clean the work area and be sure everything is restored to its
place. This step ensures that the workstation is ready for the next user and that
order is sustained.
4.4 Standardize
Ensure uniform procedures and setups throughout the operation to promote
interchangeability.
4.5 Service (Sustain)
Ensure disciplined adherence to rules and procedures to prevent backsliding.

5. CONCLUSIONS

In this research the result is measured in both productivity and staff

satisfaction regarding the efforts made to improve working conditions.
As also the application of this technique has a long-term impact.
The 5S implementation can be one of the first steps of change towards
continuous improvement.

 Projects get one hand, improve the characteristics of the product or service,
allowing greater income and, secondly, the cost savings derived from the
decrease in failures or errors and reduced cycle times in the process.
If the average is higher than the process target value, then the process is
centered, otherwise it is said decentered. The quality level can be
expressed as sigma k, where k is obtained by dividing half the tolerance of
the standard deviation of the process. For example if we have a process
with a goal of 100, and a tolerance of plus or minus 12, if the standard
deviation S, is equal to 4, the process has a quality level of 3 sigma and if
the standard deviation is 2, the process has a quality level of 6 sigma.

6. ANNEXES
The often-used Six Sigma symbol

Graph of the normal distribution, which underlies the statistical assumptions of the
Six Sigma model. The Greek letter (sigma) marks the distance on the horizontal
axis between the mean, , and
the curve's inflection point.
The greater this distance, the
greater is the spread of values
encountered. For the green
curve shown above, =
0 and = 1. The upper and
lower specification limits (USL and LSL, respectively) are at a distance of 6 from
the mean. Because of the properties of the normal distribution, values lying that far
away from the mean are extremely unlikely. Even if the mean were to move right or
left by 1.5 at some point in the future (1.5 sigma shift, coloured red and blue),
there is still a
Sigma
Percent
Percentag ShortLong-term
(with 1.5 DPMO
defective e yield
term Cpk
Cpk
shift)
1
-0.5
691,462
69%
31%
0.33
0.17
2
0.5
308,538
31%
69%
0.67
0.17
3
1.5
66,807
6.70%
93.30%
1
0.5
4
2.5
6,210
0.62%
99.38%
1.33
0.83
5
3.5
233
0.02%
99.98%
1.67
1.17
6
4.5
3.4
0.00%
100.00%
2
1.5
7
5.5
0.019
0.00%
100.00%
2.33
1.83
good safety cushion. This is why Six Sigma aims to have processes where the
mean is at least 6 away from the nearest specification limit.
Sigma
level

The 5S method

10

Standardized

cleaning-

point at a 5S organized plant

7. BIBLIOGRAPHY OR REFERENCE GUIDE

1. ^ "The Inventors of Six Sigma". Archived from the original on November 6,
2005. Retrieved January 29, 2006.

11

2. ^ "Motorola University Six Sigma Dictionary". Archived fromthe original on

January 28, 2006. Retrieved January 29, 2006.
3. ^ a b c d e f De Feo, Joseph A.; Barnard, William (2005).JURAN Institute's Six
Sigma Breakthrough and Beyond - Quality Performance Breakthrough
Methods. Tata McGraw-Hill Publishing Company Limited. ISBN 0-07059881-9.
4. ^ Hirano, Hiroyuki (1995). 5 Pillars of the Visual Workplace. Cambridge, MA:
Productivity Press. ISBN 978-1-56327-047-5.
5. ^ Womack, James; Jones, Daniel; Roos, Daniel (1991). Machine That

Changed The World. Productivity Press. ISBN 978-1-84737-055-6.

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