5 S The first step for TQM

Journey
Training
 TQM

• Philosophy
– Achieving customer satisfaction through
continuous improvement of products and
processes with employee involvement.
– 5S is relevant to TQM initiatives as it impacts
on
– a) continuous improvement
– b) Employee Involvement
 5S

• Philosophy
– Focuses on effectiveness of our actions.
– Builds self dependency among people.
– Takes a fresh look at life.
• Technique
– Cleans up the work place.
– Simplifies the work.
– Reduces clutter.
– Reduces the time spent in “looking for”
 Common statements showing
resistance to 5S

• We have done it and it was of no use.

• We do not have time for it.
• In our company it is not possible as we
require everything at a moment’s notice.
 What is the cost of NOT following
5S?

• Time we search for things… Time we

move around the needless things to get to
the thing we need.
• Time to replace after use of an item.
• Apart from this,
– Storage space
– Storage and handling equipment
– Power to lift the articles
 Absence of 5S results in

• Work place is disorganised.

• People have poor motivation.
• Crisis happens routinely.
• Frequently things are “lost”
• “Mound” principle of operation.
In TQM there are 7 types of wastes

• Wastes due to avoidable

– Motion
– Waiting
– Transportation
– Overproduction
– Over Processing
– Inventory
– Correction and rework
 In 5s we address two of them

• Waste due to avoidable Motion-

Unnecessary movements and energy to
perform a given task
– Walking up to get a pad/answer phone .
• Waste due to avoidable Waiting-Idle time
because some document is not ready or
available
– Customer waiting till I trace a bill,
5 S does not mean just cleaning up
the place

• 5 S is mistaken with cleaning up the area

(like during Diwali).
• There is no truth in this. 5 S does not
mean you once in a way clean up things.
– It means that you adopt a way of working that
helps your area to stay clean and safe.
– It means the company is going to follow a
system to help cleanliness and orderliness.
5S is not a stand alone technique it
is part of TQM Initiative.

• Many companies including Toyota have

implemented 5S as a part of their TQM
initiatives.
• TVS Motors in India was the pioneer to
take 5S to office areas also. (the company
won the Deming prize)
 What are the steps of 5S?
SHITSUKE sustain

SEIKETSU
Standardise

SEISO Spick and span

SEITON Systematise (arrange)

SEIRI Sort out

Another view of 5S
Sort

standardise Sustain Systematise

Spick and span

 1 S –Sort out

• Draw a sketch of your work area.

• Visualise all the things that are there.
• How many of them you really need and how many
of the articles you do not need?
• Make a list category wise
– I need it daily
Do it for your
– I need abut once a week purse
– I need once a month or wallet!!!
– I need once a year
– When did I use it last? (or what is this?)
Exercise -5 minutes
I need Always

I need Sometimes

I need Occasionally

I need Rarely

My area
Take a photo if
possible
 Make a tabular form -20 min
Item Daily Weekly Monthly Yearly
a) Materials Y
Pad, Stapler, Y
Envelope,
b) Documents Y
BE Certificate Y
Customer addresses Y
c) accessories Y
Back up CD Y
Extension cord Y

Speaker & phone Y

 Run a Red Tag campaign
• Those things which are absolutely not
required/rarely required/materially will not
affect even if you lose them are to be put a
red tag and removed from the work place.
• Copies of procedures, office copies of
papers sent ,rough drafts working sheets,
need to be scrutinised ruthlessly.
• Ask WHY do I need? Often.
 Challenge of introducing 5 S in Offices

• None of us can get past the 1st S without some

pangs of guilt because we are habituated to be
“hoarders”
• We have all along been hoarding and it is not
easy to give up. However, try the following:
– Try minaturising the information.
– Transfer the information assets to Library
– Share and Use assets commonly.
– Declare a date beyond which it is obsolete data.
– Do it in stages (but do it.)
 Challenge exists in factories also

• Invalid instruments
• Obsolete drawings
• Old Dies
• Damaged parts
• Old machine sub assemblies for salvaging
• Electrical items, just in case
• Drums and cans (for storing the above)
• Ply wood boxes and cartons (for tea meetings)
 2 S –Systematically arrange
nd

• Arrange the things from the easy access

pint of view.
• Daily used things the nearest.
• Rarely used things the farthest.
• Minimise movements and reduce waste of
time.
Use photography to design every
workplace
Before
Score 1-10

Now
Score 1-10
 Redesign the workplace

• Use the following principles and redesign

your workplace.

• Do all 5S in weekends to avoid disturbing

others.
 Principles of redesigning the
Workplace

• Work area to be outlined setting it apart

from storage area.
• For things used often use shadow boards
and use the wall (if you have one).
• Use modular shelves (so that you can be
flexible)
• Use the vertical dimension.
• Cables to be routed unobtrusively.
• Heavier things to be kept at a lower height.
 A weekend diary of 5 S team
• Copy-Fax-Mail area
Improved locations of equipment and bulletin boards for easier access
Got nicer mailboxes and mounted above table (easier to see and reach)
Got equipment wires off floor (looks nicer and easier to clean floors)
Mounted wall holders and signage for outgoing mail and fax cover sheets
Removed bulleting boards by copy machine
Created specific location for small tools
Old Plant Record Storage Area
After team discussions and with input from other departments came up with
the following plan.
Relocate office record storage area to another room. QA engineer will move to
old office record storage area. Machining supervisor will move to QA engineer
old room.
Moved a lot of old furniture to 5S red tage area (JPE area)
Moved old records (boxes) to new office record storage area
Tooling Engineer Office
Rearranged furniture for better work flow
Moved in blueprint printer
Sorted out stuff in cabinets
 Group Exercise- 20 min

• Please redesign your work place based on

the frequency based categorisation of
needed articles,
 Stationery room

Before Now
Record Storage area
Before
Now!! Free for other uses
 Copy mail area
Before Now
 3 S Spick and span
rd

• It is not only cleaning the place.

– Lighting- Is it right?
– Ventilation-Is it adequate?
– Dust –why to inhale the dust?
– Dirty printers and xerox machines who is
responsible?
• Work out a schedule for spick and span.
• Make person owner of an area and let him
look after the spick and span aspect
 3 S Checklist
rd

Item no 3rd S checked for Sign

Lights Illumination
Lifts Smooth operation
Xerox Scrap paper
A/C Water leakage, noise
Electrical Loose wiring
Computer Virus
Passage Cartons, unknown objects
 Walk through

• Walk through is a must to identify the

weak points of spick and span.
• Perform walk through with different team
members every week and ask them to
identify areas for improvement.
 Cautionary Note!!

• You need to try hard because, we live with

notions like
– Superior person means he can dirty the place
and the inferior person has to clean up.
– I tidy up my place by throwing the dirt in your
area (and vice versa).
– Start all activities without planning for
disposal of the waste of that activity eg eating
Panipuri on the roadside stall.
 4 S Standardise
th

• Set some standard ways of working that 5

s becomes the way of living.
– Put up signages.
– Put up common utilities and mark them.
– Keep a board “what is where?”
– Keep a board “how much ?”
– Make spaces transparent
 Kanban helps 5S

• Kanban is a system by which we control

the inventory by visual tags.
– When tea bags are exhausted a slip is placed
in the passage for the care taker to take and
bring the tea bags.
– When stationery is exhausted, a slip is placed
in Admin for refill.
– This technique helps 5S.
 This is not enough

• All systems need to run lean and this

needs working at all levels. Eg Why do all
of us need 500 visiting cards?

• 4 th S requires management commitment

and action.
 Group Exercise-20 minutes

• Identify the initiatives you can suggest for

implementing 4th s in our company.
 5 S Self Discipline
th

• Institute an audit process

• Install a recognition process
• Introduce an experience sharing
mechanism.
• Implement best practices.
• Take feedback from all the stakeholders
especially outsiders/
• Show commitment –posters etc
 A specimen audit sheet
5S A udit C hecklist
A rea D ate of audit N am e of auditor

No C heckpoint 1st S 2nd S 3rd S 4th S 5th S

1 P assage and stair case
2 A ccounts group
3 m arketing dept
4 C onference area
5 C om m on facilities
6 U P S and B attery
7 S erv er R oom
8 T raining area
9 V isitor room
10 S tores
C olour code
R ed P oor
A m ber som e gaps
G reen E x cellent
In case of red, nex t higher lev el S is not seen
 Make a plan to introduce 5S

• A schedule
• Team leader and members
• Review mechanism
• Facilitation and handholding
• Budget
• Champion from management team
• KEEP THE VISIBILITY HIGH !!
 A specimen schedule

• Date 0 Training the resource persons and

allocation of areas.
• Weekend 1-Sort out
• Week 2- Planning for 2nd S
• Week end 2-Implement 2nd S
• Week 3- Commence 3rd S
• Week 6- Commence 4th S
• Week 8-Commence 5th S
 Quiz

• Please refer to the handout

 Quiz
• How will you overcome the resistance of the
manager who says “I think 5S is too stupid a
concept for me to believe in”
• Prepare a schedule of implementing 5 S for a
godown storing different parts and equipment.
• How do you implement a spick and span in
office area?
• What could be 2nd S for a training dept?
• What could be the 4th S for a canteen?
• How can we recognise a person who follows 3 S
regularly ?
• What are the TQM concepts we touched on
while we dealt with 5s?
Thank you