Saturday, October 22, 2011

"5S" - Basic Tools of Japanese Management



SEMINAR CUM WORKSHOP
ON
TOTAL QUALITY MANAGEMENT (TQM)










FIVE – S
KUMAR P KHANAL
 VICE PRESIDENT NAAS
JASMAN TRAINING COORDINATOR
NOVEMBER-2004






Jointly Organized by :-
NEPAL AOTS ALUMNI SOCIETY
&
ASSOCIATION FOR PHARMACEUTICAL PRODUCERS OF NEPAL
at
JASMAN Training Centre
Yamamoto Talim Ghar, Koteshwor
P. O. Box: 20994, Kathmandu
Tel: 4478467, email: naasytg@mail.com.np
FIVE  -  S

ª To day’s  SLOGAN      Þ   GLOBLIZATION
¨ Nations Facing Challenge to meet both   

         1. Domestic  and              2. Global  needs

§ Economic Liberalization has Created

              FREE MARKET ECONOMY

            A reality in many countries including OURS
©   Strong Competition is the Principle of

FREE MARKET


In which only QUALITY can compete


THEREFORE


   ©   TOTAL QUALITY MANAGEMENT (TQM)


WILL PROVIDE COMPETITIVE ADVANTAGE

AND

THEREFORE BECOMING POPULAR





AFTER  WORLD WAR -II
JAPAN’S SITUATION:    
      
  QUANTITY ONLY
  GLOBAL COMPETITION
  QUALITY   íQC / CONSUMER’S SATISFACTION

   TOTAL QUALITY
   BASIC TOOLS : 5 - S

                          
Text Box: SEIRI: DON’T PLACE UNNECESSARY THINGS IN THE WORKPLACE  





§              DISPOSE OF WHAT IS NOT BEING USED FOR THE PERIOD OF ONE YEAR OR MORE

§                STEPS  OF SEIRI

SET A CLEAR STANDARD TO JUDGE WHAT IS NECESSARY AND WHAT IS NOT NECESSARY.

ACCORDING TO THE STANDARD DO SEIRI OR DISTINGUISH WHAT IS NECESSARY FROM WHAT IS UNNECESSARY.

2.1         THE WHOLE COMPANY SIMULTANEOUSLY CONDUCTS SEIRI.

PROMOTION COMMITTEE MEMBERS GO AROUND THE SECTIONS TO CHECK.

3.1         PROMOTION COMMITTEE MEMBERS ARE RESPONSIBLE FOR WHAT IS NOT  DECIDABLE ON A SECTION LAVEL.

ª           SECTION WITH ZERO UNNECESSARY THING.
     ª           SECTION WITH 5 OR LESS UNNECESSARY THINGS.
     ª           SECTION WITH 5 OR MORE UNNECESSARY THINGS.

TAKE MEASURES TO PREVENT UNNECESSARY THINGS FROM ENTERING THE   WORKPLACE.

     4.1         MAKE NO SPACE FOR UNNECESSARY THINGS.

Text Box: SEIRI 








Text Box: UNNECESSARY ITEMS Text Box: NECESSARY ITEMS                                                                                                                                                                                                                                                                                                                                                                                                                                    



                                                                               
 

Text Box: HOW OFTEN DO YOU NEED THAT ?                          
Text Box: DISPOSABLE COST Text Box: RESALE VALUEText Box: IMMEDIATE THROW AWAY Text Box: STORAGE LOCATION Text Box: ACTIONText Box: LITTLE FARText Box: SELDM BUT CAN’T THROW AWAYText Box: ALWAYSText Box: SOME TIMES                                                                                               






Text Box: THROW AWAY WITHOUT HESITATION Text Box: FIND THE WAY OF RECEIVING THE REVENUEText Box: MINIMISE COST Text Box: SEPARATE PLACE Text Box: VERY CLOSE
 







Text Box: SEITON : KEEP NECESSARY THINGS IN ORDER SO THAT ANYONE CAN TAKE THEM OUT ANYTIME  


§           DON’T INCLUDE WHAT IS UNNECESSARY WHEN YOU DO  SEITON

§                STEPS OF SEITON

1.       CARRY OUT SEIRI THOROUGHLY.

     DICIDE WHERE TO LOCATE NECESSARY THINGS.

2.1     PLACE WHAT IS FREQUENTLY USED AT THE POINT OF USE.
         
DECIDE HOW TO ARRANGE THEM.

    3.1 DON’T HESITATE TO THROW AWAY UNNECESSARY THINGS.
3.2            DON’T WASTE TIME ON LOOKING FOR    SOMETHING.

TAKE MEASURES TO INDICATE WHERE TO PLACE THEM.

PUT INDICATORS ON THREE PLACES.

 ON A PLACE,
 ON A THING AND
 ON A SLIP.

Text Box: SEISO : KEEP THE WORKPLACE CLEAN AND TIDY 


§                STEPS OF SEISO

1.                 REMOVE DIRT FROM EVERY THING.

1.1            THE LEADER SHOULD START FIRST. THEN ONLY EVERYONE  BEGINS TO PARTICIPATE IN CLEANING FROM THE 10th DAY OR SO.

2.                 IDENTIFY AND ELIMINATE THE SOURCE OF DIRT.

2.1            THE SOURCE OF DIRT MUST BE ELIMINATED.

2.2            MEND DEFECT  WHICH IS REVEALED WHILE CLEANING.

3.                 WORK OUT A CLEANING STANDARD AND CARRY IT OUT COOPERATIVELY

5-S CLEANING STANDARD
 
  
 











A TEAM EFFORT MAKES THE WORKPLACE CLEAN


Text Box: SEIKETSU: MAINTAIN HIGH STANDARD IN YOUR ORGANIZATION BY FOLLOWING THE INSTRUCTIONS
 





♣ STEPS OF SEIKETSU

1.     CARRYOUT ‘3S’ THOROUGHLY.
1.1           DEVELOP A CLEAR SYSTEM TO MAINTAIN THE RESULTS ACHIEVED BY CONSTANT APPLICATION OF ‘3S’.
2.     DEVELOP MANNUALS AND CHECKING METHODS.
2.1            PREPARE MANNUAL WITH DETAIL INSTRUCTIONS AND STANDARD.
2.2           OBSERVATION CONTROL POINTS, LABELS, LIMIT INDICATORS, DANGEROUS SIGNS, etc. etc.
3.         MAINTAIN THE STANDARD AND RULES. 
3.1            PROVIDE A UNIFORM STANDARD FOR LABELLING & INDICATION OF OPERATING CONDITION.   
3.2            EASILY UNDERSTOOD WARNING LABEL
4.          GIVE CLEAR INSTRUCTIONS AT APPROPRIATE PLACES.
4.1            TO ATTRACT USE DIFFERENT COLOR.
4.2            NO SMOKING AREA
4.3            WEAR CAPS / MASKS
 








Text Box: SHITSUKE (DISCIPLINE): FORM THE HABIT OF DOING WHAT YOU ARE INSTRUCTED.
 





♣ STEPS OF SHITSUKE

1.     EVERY ONE MAKES A RULE.

1.1      THINK OUT  HOW TO CONDUCT A MEETING.

1.2  TAKE A LARGE SIZED PAPER, STICK CARDS CONTAINING YOUR                  SUGGESTIONS ABOUT THE MEETING TO CONDUCT.

2.     THE RULE MUST BE UNDERSTANDABLE TO ANYONE WITH A  SINGLE
GLANCE.

2.1   THE RULE MUST BE CLEARLY UNDERSTANDABLE WITHIN
      5 SECONDS

3.        GIVE AN INSTRUCTION WHEN YOU FIND THAT THE RULE
      IS NOT PROPERLY OBSERVED.
    
     3.1     THERE SHOULD BE NO HESITATION. THIS IS A TEAM         
           EFFORT.  

4.          DO WHAT IS INSTRUCTED IMMEDIATELY.
         
     4.1    GIVE NO EXCUSE SAYING THAT I AM AT WORK. ORDER
 SOMEONE ELSE.




Text Box: 8-POINTS FOR SUCCESSFUL IMPLEMENTATION OF “5S”            


1.                 PARTICIPATION BY ALL PEOPLE.


2.                 THE PROGRAM REQUIRES TOP MANAGEMENT’S COMMITMENT.


3.                 THE CEO SHOULD TAKE LEADERSHIP OF THE PROGRAM.


4.                 THE CEO SHOULD TAKE A PERIODIC FACTORY TOUR IN PERSON.


5.                 THE PROGRAM SHOULD BE SUPPORTED BY ALL.


6.                 “5 S” PROGRAM SHOULD BE SELF SUSTAINING.


7.                 THE PROGRAM SHOULD GENERATE SUFFICIENT IMPACT AT THE

INITIAL STAGE.


8.                 IMPLEMENTATION OF “5 S” SHOULD GO HAND-IN-HAND WITH

OTHER   KAIZEN  PROGRAM.





   Business    Performance    goes    down
                             means
                Bad   ‘5 S’  activities
 
 



 

Þ          Bad human relationships.

Þ          No greetings to each other.

Þ          Tired looking people.

Þ          High absenteeism rate.

Þ          Less number of suggestions.

Þ          Less QC activities.

Þ          Lots of defects and reworks.

Þ      Lots of dirts everywhere.
Text Box: The company that’s doing badly is doing the ‘5S’ badly
 


The  ‘5 S’ Promise


§          I will not get things dirty.

§          I will not spill.

§          I will not scatter things around.

§          I will clean things right away.

§          I will re-write things that have gotten erased.

§          I will tape of things that have come down.




1.                 Low Quality Products
2.                 Unusable Equipments
3.                 Materials more than necessary
4.                 Unusable materials
5.                 Materials that cannot be used
6.                 Unsold Products
7.                 Old Papers
8.                 3 Years Old Papers
9.                 6 Years Old Product Records
10.                  Rusted Utensils
11.                  Pen stand
12.                  Cover and Trays with hole
13.                  Old News Papers
14.                  Old Motor cycles
15.                  Daily Diary
16.                  Daily Product Records
17.                  Hammer/Line tester/Oil Can
18.                  Punches & Dies
19.                  Foils for S/P Machine
20.                  Monthly Production Record
21.                  Quarterly Production Record
22.                  Inventory Record of Packing Materials
23.                  Inventory Record of Raw Materials
24.                  Daily Store Entry Record
25.                  Monthly Store Entry Record
26.                  Dot Pens without Refill
27.                  Directory with Important Telephone No.

   
 
 


















Text Box: HOW OFTEN DO YOU NEED THAT ? Text Box: STORAGE LOCATION
5-S for TOTAL QUALITY MANAGEMENT (TQM)- NOV.2004-NAAS-APPON-KPK
 
 
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