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Chapter -5

IMPLEMENTATION OF 6S
CONCEPT
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CHAPTER - 5
Chapter -5: IMPLEMENTATION OF 6S CONCEPT
Name of the Sub-Title Page No.
5.1 INTRODUCTION 65

5.2 AIM 66

5.3 OBSERVATIONS AND PROBLEM IDENTIFICATION 66

5.4 OBJECTIVES 67

5.5 METHODOLGY ADOPTED 67

5.6 WHAT ARE 6S 68

5.7 BENEFITS OF 6S 70

5.8 6S IMPLEMENTATION 72

5.8.1 PLAN 72

5.8.2 DO 73

5.8.3 SORT 74

5.8.4 PREVENTIVE MEASURE SHOULD BE TAKEN 75

5.8.5 STRAIGHTEN/ SET IN ORDER 76

5.8.6 SHINE 77

5.8.7 STANDRIDIZE 79

5.8.8 SUSTAIN 80

5.8.9 SAFETY 82

5.9 STRENGHTHENING OF ‘SIX S’ AND TRACEABILITY 83

OF DOCUMENTATION
5.10 OVERAL IMPROVENMENTS 84

5.11 SUMMARY 89
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5. IMPLEMENTATION OF 6S CONCEPT

5.1 Introduction

Many Japanese firms have been making the most of the practice

of 6s concept to improve human competence and output. Meanwhile

its overview by T. Osada in 1980, it has been demonstrated that the

6s techniques could considerably raise the performance in production

line including housekeeping, health and safety.

Although 5s technique is a simple tool in the lean glossary, its

impact after implementation is very high in terms of employee

motivation and productivity[67]. It is observed from the literature

survey that most of the multi-end silk reeling process industries in

Andhra Pradesh are not taking advantage of 5s.

It is known that in any silk reeling process industries, the

challenge is to keep the environment clean due to the dusty working

conditions. 6s was thought of as a possible and potential tool to

provided a solution to the above. A Silk reeling industry in Andhra

Pradesh silk reeling industry which evinced keen interest in 6s

implementation was chosen for the analysis and implementation. After

initial discussions with the management, requisite information was

gathered from the concerned managers and supervisors of the above

firm.

Essential information was collected before the implementation

of 6s plan, an approach was proposed and implemented, and finally

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the feedback was collected once again to make appropriate inferences.

Details are discussed below.

The Working environment of reeling units is of particular

importance in the health of workers

5.2 Aim

To introduce 6s concepts in order to make the silk reeling

industry manufacturers utilize the benefits of good house-keeping

procedures.

5.3 Observations and problem identification

After analyzing and critically examining the existing silk reeling

industry floor, the following observations (which speak of the poor

housekeeping) were made.

 The crates for accommodating the cocoons filling were severely

rust due to long time used

 Uneven arrangement of Cocoons

 Non availability of storage space for many types of Cocoons

 Used accessories improperly store

 Enormous time to identify accessories for retrieval

 Total absence of disposal of wastage and un wanted items

 Hap hazardous storage of Cocoons wastage samples, making

location time consuming

 With poor ventilation and Lighting

 Reeling operation makes this Environment smoke and dusty

 Boiling of Cocoons is done at one corner of the reeling unit

 Most reeling units are dark filled with smoke and dust, with
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makes visibility poor

 The condition of work, involving continuously placing their hands

in hot water (While reeling) walking around on the floors which

are most often wet, cause fungal infections and cracks in their

skin, however skin problems through common among reeling

workers

5.4 Objectives

 To establish effective house-keeping procedures in the silk

reeling working floor.

 To implement and maintain an effective system to achieve a

conducive environment for quality.

 Identify, reduce and eliminate waste

 Enhance team work

 Enhance operation effectiveness in a better working

environment

 From the basic advance model for productivity and quality

improvement

5.5 Methodology adopted

 Discussion with mangers to identify the department for 6s

implementation

 Using the 6s master scoring criteria, record the present level of

performance

 Implementation of 6s tools in Silk reeling industry

 Evaluate the performance of the stores after 6s implementation

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 Design the audit sheets and conduct the internal audit to gauge

the performance.

5.6 WHAT ARE THE 6S?

6S is a lean practice focused on waste removal. The practice is

recursive, never-ending and incessant. 6S is a principle to make

problems visible. Whereas Lean is abundant 6S [68].

Fig.5.1. Source: American society of engineers (August 2001)

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The 6S was derived from Japanese technology. They are described as

follows
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Participation is key in applying 6S have been amassed as

1. “Blame the process, not the person”.

2. Let people to give ideas

3. Let 5S on the production “Reverence, task and help your people

and squads”

4. Participation of all who involves in 5S methodology.

5. “Grow leaders who live the philosophy”. [69]

5.7 Benefits of 6S

 Arrogance is created in the workplace.

 Investors will see the variance

 Diminutions the likelihood of damages.

 Shop floor and office processes becomes safer.

 Upsurge product quality and process quality.

 Workroom develops into clean and neat.

 Noticeable results improve the cohort of better ideas.

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 Lead-time abridged.

 Exchange time condensed by reorganization procedures.

 Halts and minor stops can be minimized.

 Better place utilization

 Flaws condensed by error proofing.

 Clear and validated procedures recognized.

 In-process explanation is abridged.

 Better consumer acceptability

5.8 6s Implementation 6s

 It is simple and systematic method

 For application of 6seach step must talked using P-D-C-A Cycle

5.8.1 Plan

 Earlier 6s is implemented the workers must be trained about it

 6s assembly should be designed

 It should have 6s zones

 It should have 6s objectives

 The action plan is to be then enclosed and 6s is hurled.

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5.8.2 DO

Fig.5.2: Combination of the six pillars of 6s and PDCA cycle

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5.8.3 SORT

 It is the first step of 6S.

 The main aim is to recognize the things which is not required in

working area

 It requires placing the waste in another area by “red tagging”

The Steps of Sorting

 Observing equipment, tools, storage areas, paperwork and

supplies.

 Define what is required and what not

 Choose on the nature of the item

 Organize of items.

Table- 5.1: Comparison between existing and proposed Sort

Existing Proposed Benefits

33.33% of storage The storage space  100% utilization

space in the form of used effectively by of storage space
empty racks in the placing Cocoons
floor layout storage
not being used
effectively.

Break down parts of Break down parts are  It helps the

the machineries, un and un wanted workers to move
wanted equipments equipments are freely
are placed improperly dumped in specific
in the industry location

Racks and materials

kept in sub store not
used and the Un used materials  Unnecessary
materials arranged removed and and infrequently
haphazardly disposed off used materials
removed
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Sorting of Coons – After stifling cocoons are sorted for the second

time prior to reeling so that cocoons uniform size and quality are

reeled at time

The common defective cocoons are

 Double cocoons

 Crushed cocoons

 Stained cocoons

 Flimsy cocoons

 Malformed cocoons

While storing the cocoons some protections should be measured

5.8.4. Preventive measure should be taken to Cocoons storage

1. Storage room should be have good ventilation

2. Cocoon storage place should be stored in the buildings.

3. Continuously safeguard drainage earlier to storage

4. RH at storage area should not more than 70%

5. The cocoon store room should be disinfected earlier to its storage

6. In case of storage of cocoons, frequent turning should be given.

7. Once again it should be checked prior reeling

8. Cocoons are unglued as per their sizes and collected in distinct

containers

9. Cocoons waste and reeling waste must not be stored in the same

room or in a nearly place.

10. Any stained or mould-attacked cocoons must be carefully

removed.

11. Steam stifling, cocoons must be reeled within two or three day,
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otherwise the cocoons become vulnerable to fungal infections.

12. Hot water between 35°c to 45°c must be minted in reeling basins

of the Multi-end silk reeling machine.

13. Cocoon boiling water 70°c to 98°c

14. PH of reeling water 6.5 to 7.0 [70].

5.8.5. STRAIGHTEN

 The key refrain is “A place for everything and everything in its

place.”

 E . g . , color coding substances for differentiation

Have a glance for below substances:

 Equipment like tools, machinery and cleaning equipment, etc…

 Furniture like carts, cabinets and desk space, etc…

 Overall Layout like passage ways

 Material like work in progress, parts, parts storage and raw

material, etc.
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Table-5.2: comparison between existing and proposed

STRAIGHTEN states

Existing Proposed Benefits

Reeling industry manually Material handling 50% o total transportation

transported consuming about equipment used which time is saved with less

10 minutes. reduces the time taken to human effort.

about 5 minutes

Preventive measures should Preventive measure should It will be reduce the cocoon

not be follow the Cocoons be follow the Cocoon defects

storage storage

Proper methodologies and Cocoons identified analysis Easy visual identification of

procedures not used for implemented where in Cocoons.

identifying and types of accessories are stored color Less times to take

cocoons labels used identifying the cocoon types

5.8.6. SHINE

 Label the material in physically cleaned area.

 Prepare a checklist for r e g u l a r cleaning of equipment

 Generate conceit for care the area clean.

Steps of Shine

 Clean the workroom

 By preventative measures to keep the working area clean.

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 The silk reeling working floor was full of dirt and materials were

dumped everywhere. Regular cleaning should be a habit and

stores personnel should consider it as a form of inspection.

Irregularities or malfunctions can be easily notices if the

surrounding is clean. This was one of the objectives of this second

S-Shine exercise.

The comparative Analysis taken up subsequent to implementing

the second S-Shine is shown in Table 5.3.

Table 5.3: Comparison between existing and proposed SHINE

states

Existing state Proposed state Benefits

Racks not properly Racks painted Damage to the Cocoons

maintained. Evidence of periodically and cleaned are avoided.

rusting on a regular basis.

6s corner (all cleaning 6s corner placed at the Cleaning agent available

agents and sweeping sub-store are. readily at hand

supplies) not provided.

Water on the floor Clean the floor at Worker feels comfort

(walking not comfort regular intervals and fungal infections

feel) floor not seen are reduced

clearly.
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5.8.7. STANDARDIZE

Steps of Standardize

 Recognize the errands that have to be finished.

 Naming possession of each task.

 A programmed time should be given for task completion.

 If employed suitably, standardization delivers the support to

ease a culture change, practice clues to habit.

Table-5.4 Comparison between existing and proposed standardize

states
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5.8.8. SUSTAIN

 This is most difficult phase of the 5S

 Etching 5S into the culture and confirming it as a single time

event

 One must have overall participation, provision, promise and

good communication to sustain this.

 Perform periodic auditing with best teams

 All problems are responded to punctually and give a great care

to cause generator

 5S generate a visual workplace

 Checklist in all departments should be made

 A new audit sheets should be designed

 A scheduled month wise audit for stores should be made

 Corrective measures should be taken

Relative Analysis after applying the Fifth s-sustain is shown in

Table 5.5
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Table: 5.5: Comparison between existing and proposed SUSTAIN

states

As a part of the ‘Six s’ deployment in the stores department, the

3 sections mentioned earlier viz, silk reeling working floor area. These

identified personnel were trained for Six S deployment (with the help

of standard audit check sheet templates that are shown in

appendices-II&III).

With the help of identified tam members, the as is basis 6s basic

audit of each identified area was completed. As a result, the gaps were

identified for basic ‘6s’ improvements. The team members were

immediately advised to improve their respective areas with systematic

action plan and to show considerable improvement. The Area-wise

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consolidated Audit results conducted subsequently are shown in

Table. 5.6. Major observation and actions needed are listed in

Table.5.7.the audit was conducted using the Marking Criteria: 1= very

Bad, 2=Bad, 3=Average, 4=Good, 5= Very Good.

5.8.8. Safety

A vital substance for all of the other steps. We develop and

maintain workplaces that are safe for us, our customers and

anybody can pretentious by t h e workplace.

Table 5.6: Three types audit results

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Table: 5.7: Audit observations

5.9. Strengthening of ‘Six S’ and Traceability of Documentation

In view of the audit, special care was taken on housekeeping

and traceability and retrieval working floor, working environment,

Cocoon storage space. The following targets were met for retrieve-

ability as shown in table 5.8.(The target times for retrieval at all the

three different types were set by the manager of the stores by

considering past data and experiences). The tightened of six s (6S) for

retrieval of items for all the three different place is designed as part of

the continuous improvement. (Appendix IV)

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Table.5.8. Aggregate audit Results

5.10. Overall Improvement

After 6S implementation in the silk reeling industry, the

following results were obtained (as per the 6S master scoring criteria)

as indicated in table 5.8

Table.5.9.Exhibit 6s Influence Is Easy To Comprehend

BEFORE AFTER
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Table-5.10: improvement after 6S implementation

Sort Points Description

6 Un-needed items completely disposed off

Straighten Points Description

6 All types of cocoon and their exact locations identified. Supplies

and raw material areas clearly identifies types of cocoons

Shine Points Description

Cleaning tasks combined with dirt prevention methods.

6

Schedule Points Description

A periodic schedule/ methodology established to maintain the
6 first three steps of 6s at highest possible levels for the entire
facility.

Sustain Points Description

6 A disciplined system of control and maintenance in place to

assure appropriate sorting, straightening and sweeping
Description
Safety Points

6 A employees work in a better& safe working environment

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5.11. SUMMARY

The primary aim of the 6S implementation was to achieve

improved safety, efficiency, and employee morale in Silk reeling

industry. With the full co-operation of the management and

employees, the implementation was completed. By deciding what

should be kept, where it should be kept, and how it should be kept,

6S eliminated wasteful clutter and created ownership of processes

workers. The results of 6S were both visually and economically

impressive.

However, here are hurdles in the actual execution of the 6s. the

most noteworthy barriers identified are related to communication gap

among the top management and employees and the absence of

exercise and awareness of this movement among the staff.

The outcome of implementing the 6s house keeping procedures

clearly demonstrates that the 6s is as an effective technique that can

recover cleaning, ecological recital and fitness and protection values in

an combined rounded way. The results achieved in this factory sand

proof to the potent benefits of 6s.