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Agility & Supply Chain Management Centre at The University of Liverpool 5S Techniqu download.doc
ETI ACI
Intensity
Of
Dynamic
Customer
Supply
Chain
5S Technique Product Process People Operational Organisational
Competition Requirements Turbulence Agility
Agility Agility Agility Agility
Explanation
The 5S Practice is a technique used to establish and maintain a quality environment in an
organisation. The 5S’s are a group of techniques to promote workplace organisation, ensure
adherence to standards and foster the spirit of continuous improvement.
Principles/ Key Attributes
To successfully convey the message of 5S across the organisation, achieve total participation and
systematically implement the practice, establishing effective quality processes as prerequisites for
good products and services, the following step‐by‐step approach should be adhered:
• Organisation (Seiri)
The objective of organisation is to get rid of unwanted items by focussing on the core items
that are needed to fulfil the requirements of the job and discard items that are not needed.
This could focus on the elimination of excess inventory affecting, warehouse space,
transportation, labour costs, needed items, and redundant parts, for example.
• Neatness (Seiton)
Neatness focuses on efficiency, with the main objective being on how quickly one can get the
things needed and how quickly those things can be put away. This is achieved through
locating a specific place for specific items of a specific quantity, where needed.
• Cleaning (Seiso)
The objective of cleaning is to identify abnormalities and areas for improvement. This is
achieved through a combination of cleaning the workplace and at the same time focusing on
the identification of abnormalities or out of control conditions.
• Standardisation (Seiketsu)
The objective of standardisation is to consolidate the first 3 S’s by establishing standard
procedures. This activity is carried out to determine the best work practices and find ways of
ensuring that everyone carries out an individual activity the same ‘best’ way.
• Discipline (Shitsuke)
The objective of discipline is to sustain improvements and make further improvements by
encouraging effective use of the ‘Check‐Act‐Plan‐Do’ cycles. This is achieved through strict
adherence to current improvements and the development of an environment for future
improvements.
The Impact on functional Activities
The approach embodied with 5S will effect everyone and everything within an organisation.
The technique of 5S begins with a promotion plan for the sole purpose of promoting the
establishment of the 5S’s. This incorporates everyone within the organisation from the highest level
to shop floor level consisting of a blame‐free environment. To instil all viewpoints at each level a
steering committee is formulated and is responsible for the implementation of 5S.
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The Agility & Supply Chain Management Centre at The University of Liverpool 5S Techniqu download.doc
The next stage is Awareness Training focusing on the dissemination of the 5S plan and its objectives
and incorporating suggestion schemes for the ‘buy‐in’ of all employees. An Internal Audit
highlighting areas for improvement.
The scope of activity for the implementation of the 5S technique may incorporate every area within
your organisation or focus on specific areas. Primarily, while incorporating the 5S’s this will include:
• Disposal of Equipment
• Disposal of Documentation
• Signboard Strategy Team
Environmental Turbulence Indicators
• Intensity of Competition
• Dynamic Customer Requirements
• Supply Chain Turbulence
Agile Capabilities Index
• Product
• Process
• People
• Operational
• Organisational
Risks
The major problem with change is ‘buy‐in’ from all levels of personnel. This includes shop floor
personnel who will predominantly encompass the ownership of change on the shop floor and
implement actual change on the surrounding area and to the processes themselves.
Further, risks include the initial expense of equipment to start cleaning and for the dissemination of
information in terms of notice boards, posters and stationary and awareness training.
A major risk is the lack of discipline and maintenance of the 5S technique, effectively letting all the
good work drop due to a lack of monitoring and keeping on top of the situation.
Benefits
Implementing the 5S technique will have major benefits on an organisation such as:
• Focus on needed items and the elimination/disposal of unneeded items;
• Cleaner workplace and brighter working environment;
• Employee empowerment through ownership;
• Single‐point tooling, one of everything;
• Set point locations for needed items;
• Understanding by all of the implications of the 5S Technique due to open channels of
communication.
References
The 5S Improvement Handbook, Productivity Europe.
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