5S Implementation In Ceramic Dolls Manufacturing Factory

V. Shridhar | shridhar262004@yahoo.co.in

Unique No.: 2015-8

Keywords: 5S, Seiri, Seiton, Seiso, Seiketsu, Shitsuke

5S is a systematic structured program implemented in industries to enhance productivity and turnover, creating a clean safe work
space. This is Japanese technique simple inexpensive and easy to follow method.

Ceramic dolls making industry is situated at Vridhachalam in South India. They make ceramic dolls, idols of God, animals, birds for
decorating the rooms in lavish bungalows and for traditional festivals. It is a family business. The owners of these industries are not
rich, the infrastructure of these industries is poor with thatched roof and lot of space constraint. The ‘returns’ of their hard labour is
meagre. The businessmen from big cities come and buy at a low price (with 10% profit) and sell at high price.

Government of India took up a project to implement 5S in these industries.

Objectives : The main objectives of 5S implementation were:

 Enhance productivity
 Enhance turnover
 Improve quality
 Enhance space utilization
 Improve working conditions : Clean and Safe
Introduction

5S was invented in Japan after the 2nd World War. It consists of 5 words starting with ‘S’:

 1S- Sort
 2S- Set-in-Order
 3S-Shine
 4S- Standardize
 5S-Sustain
5S Implementation was done in the following manner:

First Step: Diagnostic Study of the Industry was conducted

The factory was visited and the present state was observed after the preliminary discussion. The preliminary information was
collected such as: name of the industry, the proprietor, year of establishment, products manufactured, turnover.

The process of manufacturing was studied and a flowchart was prepared, placement of raw material, moulds, paints etc. was
observed. The place for working was checked.

Observations:

1. Raw material was kept in a haphazard way. All types of raw material were dumped at a place.
2. Paints, glaze, moulds and other tools were kept everywhere in the shop floor.
3. Employees worked wherever they found place.
4. Rejected items, empty gunny bags, wooden platform used for transporting dolls for next operation were dumped
everywhere.
5. There was no place for walking in the shop floor.
6. Equipment, machinery were dusty and dirty.
7. Systematic cleaning or maintenance of equipment was not present.
8. Processes & flow chart did not exist.
Problems faced:
 1. Searching for raw material, moulds, and paints was high.
2. Shortage of space.
3. Transportation & movement was difficult and a lot of time was wasted.
4. No place for keeping finished goods.
5. Working environment was dusty and dirty.

Second Step:

One Day Training on Awareness of 5S was conducted for all the employees. What is 5S? Their roles and responsibilities, benefits of
implementing 5S were explained fully.

Third Step : Hand holding & implementation: This was done in 5 Stages.

1S: Sort

Activities Done:

In this all employees were asked to separate the ‘wanted’ & ‘unwanted’ items in their respective areas.

The ‘unwanted’ items were ‘Red Tagged’ and kept in a particular place.

The ‘Red Tag’ is a card giving details as: name of the item, why unwanted –broken, rejected, waste etc., what should be done:
Rework/Rejected/ Reuse/Scrap

The ‘wanted’ items were segregated and kept in another place.

2S- Set-in-Order:

The ‘wanted’ items were classified as ‘raw material’, ‘tools’, ‘paints’ ‘glaze’ etc.

Activities in 2S;

 Designating a place for ‘Raw material’, ’Paints’, ‘Glaze’, ‘Packing & Dispatch’ etc.
 Labeling of the’ Designated’ place
 Displaying Name of the Process in the place allotted: ‘Molding’ ‘Spray Painting’ ‘Cleaning & Washing’ etc.
 Displaying Name of the sections for processes.
 Labeling of Machine & Equipment, Electrical Switches etc.
 “A Place for Everything in its Place” was ensured.

3S- Shine

Activities Done: Developing & Following of:

 ‘Cleaning Schedule’ presenting the frequency of Cleaning : Daily, Weekly, Monthly etc. that will be followed for Machines &
Equipment, Floor, Windows, Lights & Fans
 Machine & Equipment Cleaning Chart : Ensuring cleaning done regularly & certified by Supervisor/Manager
 Cleaning Chart for Utilities etc.
4S – Standardization

Activities Done:

 Developing of ‘Standardization’ Chart

 Monitoring of the different activities and maintaining the ‘Standardization’ Chart regularly.
 Ensuring the activities in ‘Standardization’ chart followed and Action taken wherever needed
5S- Sustain
Activities Done:

 Developing a methodology to ensure 5S implemented is maintained.

 Methodology developed to monitor employees to follow 5S
 Regular 5S Training to all employees
 Nomination of 5S Champions
 Motivation to ‘Active’ 5S followers.
 Conducting Audit regularly & action taken to mitigate the same.
Benefits of 5S Implementation:

The industries were highly benefitted by implementation of 5S. The benefits were:

1. Extra Space Generated: 10% – Removal of ‘Unwanted’ items created space for utilization.
2. Enhancement of Productivity by 15 %
 Reduction of ‘Search’ time: “A Place for Everything and everything in its Place “, reduced the time of searching for items
(Raw material/Paint/Tools etc.)
 Reduction in travel time of employees within the shop floor; Gangways marked created easy access to the items and for
movement of material.
1. Reduction in ‘Downtime’ of Machines and Equipment by 15% – Regular cleaning of machines helped in detecting
defects at early stage & repaired in short time.
2. Increase in Morale of the employees
3. Enhancement of Turnover by 10%

Forms, Charts & Checklists

Cleaning Schedule

A Machine Cleaning Daily

B Floor Cleaning Daily

C Yellow Line Marking Monthly

Machine Cleaning Chart

Month: ____________________

Machine/Equipment 1st Wk 2nd Wk 3rd Wk 4th Wk 5th Wk

Manager/In-Charge

Standardisation

S.No Description /Task YES NO Action to be taken Signature & date

1 Cleaning Chart followed & Updated

2 M\c Cleaning chart followed & Updated

3 Checking of Items placed in designated area

4 Visual Management : Labels/Sign boards are maintained

5 Training of personnel about 5S being done

6 5S Audit done monthly & Record kept

7 Involvement of people is there

5S AUDIT CHECK LIST

5- S Maturity Assessment Checklist Scoring System

Area Assessed/ Audited Scale / # Problems Rating / Score

Date of Assessment High – 5 or more 1

Time of Assessment/ Audit 03-Apr 2

Name of Assessor/ Auditor 2 3

Name of Assesse/ Auditee 1 4

Low – None 5

Category Criteria Score Opportunity for Improvemen

Sort/ Seiri Distinguish between what is needed and not needed

Procedures are established to identify unnecessary items

Methods of waste disposal are established (Whether adopting segregation at source)

Unneeded equip., storage, furniture, etc. exist

Sort Through &
Discard Unused
Unneeded items on walls / bulletin boards, etc. exist
Items
Aisles, stairways, corners etc. are free of items

Unneeded inventory, papers, or materials exist (drawers / cabinets / tables / storage

areas)

Category Criteria Score Opportunity for Improvemen

Set in Order/ Seiton A place for everything and everything in its place

All items have a specific location

Equipment /machines , cabinets, work surfaces, and storage areas are clearly labelled
and well organized

Personal belongings and documents are placed in a dedicated place and based on their
necessity/( items on desk/ cupboard)

All items are placed in the proper location. Documents and Files be retrieved easily in a
Use Labels, Lines, minute.
Signs & Colours to
identify Normal vs. Fire Extinguisher are placed properly
Abnormal Conditions
Lights are adequate

Electrical fitting, switches etc. are in proper order & Indicated

Exits and fire extinguishers are obstacle free

All items are labelled uniquely

Aisle ways, workstations, equipment locations are identified and labelled

Category Criteria Score Opportunity for Improvemen

Shine/ Seiso Routine discipline maintaining a clean and organized workplace

Cleaning is a Method Equipment, computers, work surfaces, and storage areas are clean
of Inspection, Look
for Hidden Defects Cleanliness of name plates, doors, windows, glasses, fans, lights, walls
 Garbage and recyclables are collected and disposed correctly

Stationery are stored in designated Cupboards

Odour, cleanliness, ventilation in toilets.

Shared areas are cleaned and maintained regularly. Frequency is proper.

Cleaning Charts are update regularly & Checked by 5S Champions

Category Criteria Score Opportunity for Improvemen

Standardize/ Seiketsu Method for maintaining Cleanliness Everywhere

Specific cleaning and organizing tasks/ guidelines have been developed and assigned
for the work Stations

Standardize the Rules Staff is trained and fully understands 5S procedures

to Make 5S a Habit
5S standards are clearly displayed

Visual Management tools used

Category Criteria Score Opportunity for Improvemen

Sustain / Shitsuke Stick to the rules (self-discipline)

Everyone is involved in the improvement activities

Sustaining plans are Standardized cleaning and work procedures are followed
developed to ensure
accountability 5S documentation and instructions are current

5S audits occur regularly

Total score achieved 0

Overall Comments (If
Total score 150
Any)
5 S score in % 0
5S For Success
5S is widely used as a starting place for continuous improvement efforts.

Not a day passes that we don’t see the impact of the worldwide economic downturn on the manufacturing industry, including
the glass and ceramic sectors. As such, manufacturing leadership is challenged not only with producing superior products, but
also with cost control and process efficiencies. These days, the elimination of waste in all aspects of the organization is
imperative. Common thinking within process manufacturing is that there are three types of waste: defects, over-processing and
waiting (lost time).

Lean manufacturing, or the use of lean tools, has long been a hallmark for continuous improvement strategy. According to the
2003 Industry Week/Manufacturing Institute Census of manufacturers, about one-third (36%) of U.S. manufacturers identified
lean as their primary improvement strategy. Practitioners, including those who have studied the Toyota (the originator of lean)
manufacturing system, frequently highlight benefits such as repetitive order characteristics; just-in-time materials/pull
scheduling; short cycle times; quick changeovers; continuous flow; collocated machines, equipment, tools and people; efficient
space utilization; a multi-skilled, flexible workforce; waste reduction (in time, materials and other process variables); and high
first-pass yields/reductions in defects.

These results can be achieved by the effective use of such lean tools as value stream mapping, error proofing (Poka Yoke),
Kaizen (continuous improvement), self-directed work teams, quality system certification, total productive maintenance (TPM)
and 5S. Many others are available, but these key tools can help resolve many manufacturing issues, whether in process or
discrete manufacturing industries. Though the benefits can be significant, the current reality is that some companies feel cost
constrained in making the investment in a full-blown lean strategy.

As a result, the question often is, “Where can we begin to lay a foundation for lean manufacturing in the future?” One good
starting point is the use of the 5S concept, which originated in Japan and is widely used in the U.S. as a starting place for
continuous improvement efforts. The concept has gained popularity because “5S creates a work environment that is clean,
well-organized and efficient. It provides your organization with a rapid, visible achievement while preparing your workforce for
other advanced improvement efforts.”1

Figure 1. The philosophy of 5S is built around these five terms.

What is 5S?
A process industry is commonly referred to as a manufacturing process where a chemical change has taken place, and it includes
segments such as glass and ceramics, as well as industries associated with the manufacture of chemicals, minerals, coal, metal,
and consumables, to name just a few.

The philosophy of 5S is built around the following five terms (see Figure 1):

 Sort (Japanese translation, Seiri)

 Set in Order (Seiton)
 Shine (Seiso)
 Standardize (Seiketsu)
 Sustain (Shitsuke)

Sort (Seiri)
Sorting is the first step of 5S. The importance of this concept lies in looking at items (i.e., tools, lubricants, items used for job
changes) in the work setting and deciding what is really needed to get the job done efficiently and effectively. If it is essential for
the job, it is tagged; if it is not necessary, it should be discarded.
Set in Order (Seiton)
Think of this concept as determining where everything that is needed to do the job should be placed for easy access. Every item
needed for the job-every tool, every SOP, even the MSDS manual-must have a home where it can always be found when it is
needed. In most process industry job changeovers, the time can be long and changeovers can be frequent. Line downtime
(waste) is increased if equipment needed for the job must be found because it is not in its place.

The benefit of Set in Order is that everything needed for the job is clearly visible in a designated location. A good example of this
concept is a maintenance shop that has a board on the wall with an outline of every tool that belongs there. Every tool is visible;
if it is not in the appropriate spot, the user can recognize the need to take corrective action ahead of time. Therefore, knowing
where to look is the first step in the beginning of a standardized process, as pointed out in the Journal of the Institute for Quality
Assurance.2

Shine (Seiso)
This third concept is based on the fact that the process has now eliminated what is not needed and organized the required tools
and equipment for efficient use. As a result, the next step is to keep the work area and process equipment-everything else used
to make the product-clean. A dirty production process increases the potential for process variability.

For example, consider dirt getting into a batch or coating process and causing rejects down the line due to “foreign material.” A
dirty process often requires more time for changeovers due to cleanup-related issues, with the ultimate result being a loss of
production or equipment failure. Again, this lost time is considered waste and non-value-added time. Another issue worth
considering is that an unclean area is more susceptible to safety issues that could potentially cause worker injury.

Standardize (Seiketsu)
The focus of this term is to have a standardized process for maintaining the system. One lean industry group maintains that this
fourth concept “consists of defining the standards by which personnel must measure and maintain ‘cleanliness.’ [For the work
environment], visual management is an important ingredient of SEIKETSU. Color-coding and standardized coloration of
surroundings are used for easier visual identification of anomalies in the surroundings. Personnel are trained to detect
abnormalities using their five senses and to correct such abnormalities immediately.” 3

Sustain (Shitsuke)
Most users and research on the implementation of 5S often say this is the most challenging step. It involves making the 5S
philosophy a way of life so that the organization can maintain the gains that have been achieved. The concept revolves around
practicing the new habits that are being learned. It entails that everyone who is involved feels empowered to maintain order,
cleanliness and the standard operating procedures as a normal way of life-as opposed to as a response from an audit finding. As
user experience points out, this step “focuses on defining a new status quo and standard of work place.”4

Lessons Learned
Numerous process industry companies have begun the process of implementing lean manufacturing. Some have even made it
an integral part of their business strategy, and many began their journey using 5S. For those contemplating methods for the
elimination of waste, as well as positioning their organization for long-term improvement, many lessons can be shared from
those who successfully use 5S.

A maker of glass X-ray tubes implemented several lean initiatives, including 5S and Design for Six Sigma. The company applied 5S
throughout its facility as a first step in going lean, but they also used the gains from 5S to put emphasis on elimination of
wait-time and non-value-added activity.5

In another example, one pharmaceutical manufacturer set up Kaizen (continuous improvement) teams to improve safety,
documentation, equipment startup and implementation of a 5S program. When the teams met their goals, the company also
found that operators “readily take ownership of problems and offer opinions on how processes can be improved.”6

A state government ecology agency and a paint manufacturer conducted a joint study that focused on the linkages of lean and
environmental control.7 The research study included implementation of 5S to develop and organize a visual and centralized
workstation approach. In addition, the study focused on improving the layout of equipment, materials and product flow. The
combined efforts resulted not only in waste reduction from 5S efforts, but also a reduction in hazardous waste disposal costs
and a decrease in the amount of wasted paint solvent.
Since they have a similar chemical process orientation to the paint industry, the glass and ceramic industry can clearly benefit
from a similar reduction in environmental risk. Glass manufacturing produces large amounts of raw materials to produce
batches within specialized facilities. In various stages of manufacture, handling finished products, chemicals, equipment and
processes poses significant hazards.

A crystal manufacturer based in Scotland set out to improve its glass melting and forming operation in order to reduce fuel
consumption and improve manufacturing efficiency. Though not necessarily termed as lean, the company also implemented a
small work team structure. In addition, a best-practice program based on the 5S system was also implemented. The changes and
new systems were welcomed by the department’s staff, and the result has not only involved teams taking ownership for their
working environment, its cleanliness and operations, but also the implementation of improved planned preventative
maintenance programming.8

Continuous Improvement
The process industry offers numerous success stories based on the implementation of 5S, and the current state of
manufacturing demands continuous improvement and waste reduction, even in the midst of change. 5S is a good starting point.
The utilization of 5S methodologies provides appropriate tools for adapting to change and preparing for a successful future.

For additional information, contact the author at (607) 974-8179 or howellvw@corning.com.

Links

 Vincent Howell's e-mail