5S AND

LEAN MANUFACTURING
TABLE OF CONTENTS
 Module No 1
• (5s)
• Sort
• Set in Order
• Shine
• Standardize
• Sustain
 Module No 2
• (Lean Manufacturing)
• Basic goals of lean manufacturing
• Type of waste
5s
Methodology
5S can identify and reduce “abnormalities” and “waste”,
improve “team work”, “cleanness”, “safety” and “productivity”
 Abnormalities
 Waste
 Team work
 Cleanness
 Safety
 Productivity
5s
 S1 SORT

 S2 SET IT ORDER

 S3 SHINE

 S4 Standardize

 S5 SUSTAIN
5s Principles
Sort
 Sorting all workplace items

 All tools, gauges, materials, classified then stored

 Remove items which are broken, unusable or only
occasionally used
Sort
LOW

 Frequency of use Average

High
Red Tag Area
 Set a specific area for red tags
 Give red tag labels to all staff
 Identify the things which are not needed and
attach the red tag to it.

 Store that item in red tag area

 Duration (?)
Red Tag Area
Red Tag Area
Red Tag Technique
Red Tag Technique
Red Tag Technique
 Place the all unnecessary in red tag area for one
week

 Allow the staff to go in red tag area and observed

that if anything is needed then remove that item
from red tag area
Set In Order
 Once you have eliminated all the unneeded items

 Now turn to the left over items

 Place them in some order

 Size or as per work requirement

 Proper layout

 Use color codes for quickly identifying items

 Clearly label each item and its storage area

A place for everything and

everything in its place
Set In order
Set In Order
LOW

In racks or
store

 Frequency of use Average

Near to shop
floor

High

On shop floor
Shadow boards
Shadow boards
Shadow boards
Shine
 Create a spotless workplace

 Identify and eliminate the causes of dust and remove them

 Sweep dust, polish and paint

 Divide area into zones

 Define responsibilities for cleaning

Shadow boards
Shine
 Use dust collecting covers or devices to prevent possible
dust from floor
 Investigating the causes of dust and implement a plan to
eliminate the sources of dust

 Operators clean their own equipment and working area and

perform basic preventive maintenance daily
Shine

Before After
Standardize
 Generate a maintenance system for first 3s

 Regularly audit all the check points of 3s

Standardize
Sustain
 Create awareness

 Lead by example

 Motivation & discipline

 Make it a way of life

5s Test
 60 sec rule

 30 sec rule
30 Second Rule
 One must locate the item with in 30 sec if 5s is properly
implemented

 Also apply to electronic record

5s Implementation
PLAN DO CHECK ACTION

SORT

P
R SET IN
E ORDER
P
SELF-
A CONTINUOUS
SHINE ASSESSMENT
R IMPROVEMEN
(DEPARTMENT
T TS
WISE)
I STANDARDI
O ZE
N

SUSTAIN
5s Implementation
 Organize the program committee (PLAN)
 Develop a plan for each S (PLAN)
 Divide factory into zones (PLAN)
 Publicly announcement the start of the program (DO)
 Provide training and education to employees. (DO)
 Select a day and everybody cleanups his/her workplaces/area
(DO)
 Select a day and everybody organizes his/her own workplace.
(DO)
 Evaluate the results of 5s (CHECK)
 Self-examination and take corrected actions. (ACTION)
5s Implementation
5s Awards
 Best zone
 Best person
Lean Manufacturing
 The concept of lean manufacturing was developed
in 1920’s

 Lean manufacturing focuses on reducing waste

 The core idea is to maximize customer value while
minimizing waste
LEAN MANUFACTURING
What is Lean Manufacturing ?
“Theproduction of goods using less of
everything by reducing ‘waste’ and
increasing value added activity”

If it doesn’t add value, it adds cost!

What is Lean Manufacturing ?
 Customer value

 Minimizing waste

Lean simply means creating more value for

customer with minimum recourses

Value Waste
Basic Goals of Lean Manufacturing
1 Improve quality:

Quality can be defined as absence of variation

during process.
Quality can be define as the ability of product
to meet customer’s requirements

2 Eliminate waste:

The activity does not add value during process

3 Reduce total cost:

By reducing waste and non value process and
by improve quality we can reduce the cost
SIPOC
 Suppliers

 Inputs

 Processes

 Outputs

 Customers

The SIPOC is flow diagram that display cross-functional

activities in a single diagram
SIPOC
SIPOC (CRF)
Supplier Input Processes Output Customer
Management Fund, Specifications Purchasing of R.M Raw Material PCM

Quality Inspectors/Incomming
Quality Deparment Raw Materail Ok/Ng Raw materail Store
inspection

Production
Store Ok R.M with Requisition form Issuence of R.M Ok R.M
Department

Moulding section, Injection Final inpestion/

Moulding , Triming , Cover Rear Frame
Production Dpt moulding machine , Cutting , Quality gate/
packing Body
labour etc Online inspection

Final inspection Inspection methods , time Inspection of CRF Ok CRF Store

Store Storing of CRF in store Materail handling Invetory of CRF Honda

Material transportation to
Store Material Transportation DC (with AHL stamp) Honda
AHL
Types of wastes
Basically there are eight types of wastes

 Transportation

 Inventory

 Motion

 Waiting time (Bottle neck)

 Over Production

 Over Process

 Defects (Scrap & rework)

 Under-utilized staff
 Transportation
Common Causes:
 Poor Layout (Large distance b/w operations)

 Lengthy or complex material handling

 Multiple storage locations

Examples:
 Transportation of products from one functional area to another

 Moving of employs for printing documents

Inventory
Any supply in excess quantity

Common causes:
 Over production
 Dormant items
 Poor layout

Examples:
 Raw material in excessive quantity
Motion
Any moment of peoples and machine that does not add value to the
product

Common causes:
 Poor Workstation layout
 Poor housekeeping
 Shared tools
 Workstation Congestion

Examples:
 Walking of helper to get the tools from other department (shared tools)
 Motion of helper to get sub-assembly parts for assembly operation
Waiting Time
Operator waiting for machine

Machine waiting for operator

Waiting of parts, material, cutters, maintenance ETC

Common causes:
 Poor man-machine condition

 Machine breakdown

 Insufficient staff

 Mismatched Production rates

Waiting Time
Examples:
 Waiting for breakdown to be resolved

 Bottle Neck

 Operator waiting or working slowly

Over Production
Producing more then requirement

Common causes:
 Large batch size

 Wrong Production planning

Examples:
 Extra production then customer need
Over Process
Doing more then customer need
Extra process which are not required

Common causes:
 Unclear quality standards
 Equipment over designed
 Lack of standard work

Examples:
 Overheating
 Over polishing
 Too tight tolerance
 Defects
Defective or scrap materials

Rework

Common causes:
 Use of incompetent manpower

 Lack of standard work procedure

 Lack of skills

 No proper inspection of raw material

 Damage during material handling

Defects
Examples:
 Parts damaged due to excessive heat

 Damaged due to storage

 Missing bush and grommets due to lack of control

 Parts assembled with incorrect orientation

Under Utilized People
Selecting right person for right job

Common causes:

 Inappropriate policies

 Management does not involve employees in problem solving

 Losing good operators & having bad supervisor

Examples:

 Lack of job knowledge

 Problem solving just by management

 Wrong person placed by management

Target
Target
Target
Target
THANKS 