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A Practical Approach To The Successful Practice Of 5S
By Tony Jacowski

In real terms, 5S can be described as a complete quality improvement system that aims at making continuous improvements in the immediate work environment as well as in the work conditions. To understand how it actually works, let us study each one of the given methodologies in detail:

Seiri

The Japanese word Seiri basically means ‘to sort’ and as such the given methodology deals with sorting out the equipment associated with a workplace. The sorting is done to identify and remove all the unnecessary items from the workplace so as to achieve a higher level of efficiency.

The sorting is based on the simple logic that items that are used every hour and every day should be kept within arms reach; items used once or twice a week or month should be kept within the work area; and items used even more infrequently should be kept in a more distant location. Apart from these, items that are tagged as unnecessary should be completely removed from the workplace.

Seiton

Systematize, or Seiton in Japanese, this methodology basically aims at putting the required items at appropriate places. This is done by using a workflow analysis chart that indicates all the items that will be required for a given process in a systematic order. Sometimes, inputs and suggestions sourced from the employees are also used for placing the required items in appropriate places.

Seiso

Sweep, or Seiso in Japanese, aims at keeping the workplace clean and fully functional year round. Equipment and other mechanical items are cleaned and inspected regularly to ensure that production is not affected by small problems. For most items, the cleaning and inspection is to be done on a daily basis, but if the organization feels otherwise, it can create a cleaning and inspection schedule based on the cleaning requirements of individual pieces of equipment.

Seiketsu

Standardize, or Seiketsu in Japanese, this methodology aims at developing visual controls and guidelines in order to keep the workplace organized and clean. The purpose is to achieve a level of standardization that can then be implemented on a daily basis. The standardization process is heavily dependent on the 3S explained above and as such it is necessary to ensure that the 3S have been properly taken care of before implementing Seiketsu.

Shitsuke

Self-Discipline, or Shitsuke in Japanese, this methodology aims at making the employees aware of the 5S by providing them training at regular intervals. It is based on the logic that the 5S will deliver results only when employees extend their full cooperation and support, something that can only be achieved through regular training and guidance.

When 5S is implemented, it helps in increasing the morale of employees, a prerequisite for achieving higher levels of efficiencies. Once this is done, the organization can then easily hope to reduce wastage, improve quality and facilitate faster lead times, all of which are necessary for the success of any business organization.

Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solutions - Six Sigma Online, http://www.sixsigmaonline.org, offers online six sigma training and certification classes for lean six sigma, black belts, green belts, and yellow belts.

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5’s - Lean Manufacturing Foundation
By Carl Wright

The 5S system is widely used today in a very large percentage of manufacturing businesses. Many non-manufacturing companies also employ the discipline.

The 5S system is one of the most common lean manufacturing principles, and generally the first one applied during implementation.

The 5S system is a workplace organization and housekeeping system. When applied correctly, the benefits are enormous in terms of productivity, quality, and morale.

The 5S’s are:

Sort

Set In Place

Shine

Standardize

Sustain

There are variations to some of the 5S’s as they were derived from 5 Japanese words beginning with “s”.

Most organizations apply the 5S system in one area at a time rather than across and entire facility at once.

The first “S” is Sort. It is the process of removing all unnecessary items from the workplace area. This first step is crucial to gaining efficiency through workplace design. A common method called the “red tag method” is often utilized, where all items are tagged which aren’t necessary for the specific area. These unnecessary items tagged are then moved to a “hold” area for review and disposition.

The second “S” is Set in Place. This is the process of moving the necessary items into the correct position for use. It is the process of organizing the work area to be perfectly laid out for maximum efficiency through minimizing movement. All materials and items that will be used at the job site are to be positioned and kept closes to the point of use. For example, if a tool is only to be used at the end of a machine, it should be kept there.

A common method used is called “shadow boards”, where the exact dimension of the tool is painted onto the board depicting the spot in which to hang the tool. It becomes obvious where the tool belongs.

The third “S” is Shine. This is the method of deep cleaning a machine or area to put it back into the condition it was when it was purchased. The idea is that quality and efficiency will not suffer if the machine is not allowed to deteriorate over time. Machines that are kept in new condition have less downtime and produce the same quality level as a new machine.

The fourth “S” is Standardize. This is the process of standardizing the entire system, which is often the most difficult. Most companies have conducted the first three S’s many times, only to watch the condition deteriorate over time. This cycle of cleaning up followed by gradual deterioration has been repeated over and over for years. The “Standardize” portion of the system corrects this problem.

The best way to standardize the system is to determine exactly what needs done to maintain the system. It is the “who, what, when, where” of 5S. For example, if a specific portion of a machine needs cleaned daily, there should be a checklist and written instructions detailing who will do it, when it will be done, and methods and materials necessary.

The last “S” is Sustain. Sustaining the system is thought to be one of the most difficult, primarily because experience proved years of cleaning and organization were not maintained. However, if the system is standardized in the fourth S, then sustaining it is much easier.

The best method of sustaining the system is to conduct audits. Care must be exercised so the audit system is not punitive. The 5S system relies on employee involvement and commitment at all levels, and a punitive audit system can destroy the system.

One good way of auditing the system is with a rotating audit crew of peers. This might be the plant workers auditing the system of their co-workers. The results are provided to the employees in the audited area and time given to correct deficiencies.

A good 5S implementation has many benefits. The assets of the company are kept in top condition which keeps the value high. Quality is kept at the level when the asset or machine was first installed. Maintenance costs are reduced as deterioration is immediately apparent. Setup times go down from better organization and reduced movement.

The best benefit is the morale improvement from an improved environment and culture.

Some managers think employees will not sustain a perfectly clean manufacturing environment. Like most systems, management is the reason the system succeeds or fails. Given the chance, employees will implement and sustain the 5S system. Most employees will choose an organized and clean workplace with a continuous improvement culture over a dirty disorganized facility.

Carl Wright is an industrial engineer, ASQ Six Sigma Black Belt, and Master Black Belt. Carl is involved with the lean manufacturing implementation organization http://www.1stcourses.com

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The Kaizen Philosophy
By Tony Jacowski

Kaizen aims at small improvements that involve the ongoing efforts of everyone. These small improvements over a period of time produce bigger effects than the big project approach.

Six Sigma and Kaizen

Kaizen is not about changing the basic system; it is aimed at optimizing the existing system. The approach promotes learning, building capabilities and improving processes through constant study to exploit improvement opportunities. The controls are maintained by following the standard operating procedures (SOPs). When the improvements are done, the SOPs are changed accordingly. All levels of management are involved in Kaizen.

However, Kaizen does not cover drastic changes or innovations - and that is where Six Sigma comes into picture. It is a common notion that Lean and Six Sigma are not alternative options to each other. However, Lean combined with Kaizen can be the most effective in initial streamlining and improvement of the business process.

In this case, Six Sigma will be required to address variations and quality issues, just as Lean helps eliminate waste. Kaizen events are undertaken as a part of the Lean manufacturing process. They both start off with a mission statement, a well-defined objective and start and end points for the achievement of results.

Kaizen projects are not a long and drawn-out; they are often limited to a short period of time. They are a perfect part of the Lean manufacturing process, as the model followed is that of PDCA (Plan-Do-Check-Act). Kaizen events can be carried out to continuously eliminate waste and improve the value of the process. Thus, if properly planned Kaizen events are undertaken in a Six Sigma project, they can help achieve great results.

The problem with Kaizen events is that they bring about changes, but they are made quickly to accommodate the time span of the event. Root causes of such problems may not have been analyzed thoroughly so as to optimize results. This is where the combination of Six Sigma and Kaizen can prove to be useful.

By integrating the Kaizen event into Six Sigma projects, certain changes can be brought about quickly, with a sound and supported Six Sigma approach towards the problem area. Improvements can be made with Kaizen in events, such as team efforts addressing root causes based on data collected in the Six Sigma project flow.

For example, let us take a Six Sigma project that a bank undertakes to improve sales volume from walk-in customers. Using Six Sigma tools, various marketing methods and their results can be analyzed to determine the effect they are having on the various customer demographics. The Kaizen event may be undertaken for a short period of time to find which method is the best in the given situation. The one that shows results may be taken up for further implementation.

Combining Six Sigma, Lean and Kaizen help in bringing about great improvements. For continual improvement, the utility of Kaizen in Lean Six Sigma projects can be profitable. It would be a complete approach to problem solving, rather than the use of a single tool like Kaizen.

Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solutions - Six Sigma Online (http://www.sixsigmaonline.org) offers online six sigma training and certification classes for six sigma professionals including, lean six sigma, black belts, green belts, and yellow belts.

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