Total quality management Group 3

By:
Ernie Jay Cupal
Kenji Earl Jabilles
Rachel P Baricuatro
John Mhar Mahingque
Joshua Ferolino
Merazell Delatina
Beverly Idalo
Laisa Labarete
Michelle Tusan
Chapter 5: Good housekeeping
THE 5S- 5S which is a Japanese system to reduce costs, control inventory and reduce breakdowns
and accidents drastically resulting in increased profits. 5S is a procedure that organizes individual
workstations or departments and consequently enhances efficiency at the micro-level by keeping the
workplace neat, orderly and accessible and it is for this reason that it is considered as the foundation
of quality initiative in any organization.
The 55 is a systematic approach and the key to total quality environment, a philosophy most
Japanese factories endorse and practice. It leads to foolproof systems, standard policies, rules and
regulations to give rise to a healthy work culture at the organization. Japanese factories are well
known for their cleanliness and orderliness.
Kaizen focuses on continuous small improvements and thus gives immediate results. The name
stands for five Japanese words, seiri (sort), seiton (set in order), seiso (shine), seiketsu
(systematize) and shitsuke (standardize).
5S adoption is different in every facility, depending on the needs, processes, and culture of any given
workforce.
1. Improved profitability - Companies can save labor hours, money, and other resources
2. More efficient workforce - With standard procedures in place, personnel can center on what's
important.
3. Better service with a more organized, cleaner, streamlined workplace, employees can use more
time providing exceptional service
4. Safer workplace - Employees are at less hazard and can feel protected in clean, organized
workspaces.
 5S process can increase morale, create positive
impressions on customers, and increase efficiency and
organization.
Not only will employees feel better about where they work,
the effect on continuous improvement can lead to less
waste, better quality and faster lead times.
SORT (Seiri) - In the first stage, sort, all tools and materials
used in the work process are taken care of.

Figure 13 The 5 Steps in 5S Since sort focuses on eliminating unnecessary items from
the workplace, employees should sort out and organize things well. Label the items as "Necessary"
"Critical", "Most Important", "Not needed now", "Useless and so on.
Throw what all is useless. Keep aside what all is not needed at the moment. Items which are critical
and most important should be kept at a safe place.

Consequences of not practicing Sorting:

1. The unnecessary messes the place and the necessary are hard to find.
2. Every place can only contain so much.
3. Mess sometimes causes misidentification.
This stage has the following steps:
1. Separate needed items from unneeded items. Do a Red Tagging activity. It a means of
implementing organization by labeling all unneeded items with conspicuous red tags.
2. Store the needed items in the following storage sites:
a. Ready-access storage (needed in 1-6 months)
b. Remote storage (needed in more than 6 months)
In this step, it is important to determine the storage periods in advance and should also have labels
and description on all storage sites/containers.
3. Discard/dispose the red-tagged (unneeded items)
4. Discard remote storage items by the box load at the end of the storage period.

SET IN ORDER (Seiton) - Set in order refers to straightening and orderliness. It is the process of
taking the required items that are remaining after the removal of clutter and arranging them in an
efficient manner through the use of ergonomic principles.
In this phase, all the materials and tools selected for the production process are organized. The focus
is on efficient and effective storage methods and the requirement for a tidy workplace. In addition, the
process should be arranged in an order that makes best use of efficiency.

Research says that employees waste half of their precious time looking for items and vital
documents. There should be a place for everything, and everything should be in its proper place.

Items should be arranged in a manner that support systematic workflow, with equipment used most
often being the most easily accessible. For instance, tools, equipment and parts should be reserved
where they will be used in order to Straighten the flow path. Workers should not have to bend
repetitively to access materials using ergonomics.
In this stage, the company may want to employ signboards and painting as forms of visual methods
of orderliness.
1.The Signboard Strategy - The signboard strategy is a method for clearly indicating where, what,
and how many necessary items go where, to make the facility more orderly. The signboards should
include the following information:
A. Specific places – "where things go" via location indicators
B. Specific Items – “what things” via item indicators
C. Specific amounts - "how many things" via amount indicators

2. The Painting Strategy - This strategy involves marking off the factory's walking areas
("walkways") from its working areas ("operation areas") using any of the following:
A. divider lines
B. door range lines
C. markers for inventory, carts, worktables, and
D. tiger marks (yellow & black striped lines)
Consequences of not practicing Setting in Order:
• Things are rarely obtainable when needed.
• Items are misplaced in stores.
• Items that are defectives and good ones get mixed up.
• Accidents or near-accidents take place due to mess.
• Visual control of the shop floor is not feasible.
• At times, production is lost because an item necessary is available but cannot be seen.
• In some offices, important records may not be traceable. This can lead to loss and
embarrassment.
SHINE (Seiso)
• Shine, stands for sweeping and cleanliness. It means to clean all items used at work or all
materials used during a manufacturing process. The workplace, for example, has to be clean
and tidy all the time. At the end of each shift, a work area is cleaned up and everything is
restored to its place. This makes it easy to know what goes where and to have confidence that
everything is where it should be.
• The key point is that maintaining cleanliness should be component of daily work. It must not be
a activity that is initiated only when things get too cluttered.
Shine should be integrated into daily maintenance tasks to combine cleaning checkpoints with
maintenance checkpoints.
It involves the following phases:
1.Daily cleanliness
A. Determine cleanliness targets.
B. Determine cleanliness assignments.
C. Determine cleanliness methods and tools.
D. Implement cleanliness.
2. Cleanliness inspection
3. Maintenance

STANDARDIZE (Seiketsu)
Seiketsu, translates as "standards." A standard refers to making all the cleaning control, and
improvement processes a customary activity in the workplace, allowing for control and consistency.
Fundamental housekeeping standards apply everywhere in the facility. Everybody knows precisely
what his responsibilities are Housekeeping duties are ingredient of normal work routines.
Standardize means keeping one's person clean, like wearing proper working clothes, safety glasses,
gloves, and shoes, as well as maintaining a clean, healthy working environment. In addition,
standardize can be interpreted as continuing to work on the first three 5S continually and every day.
SUSTAIN(SHITSUKE)
• Means maintaining the process to retain long-term program kaizen goals and to retaining and
reviewing standard.
• This is to ensure that the firm common standard and waste of working. As soon as the
previous four phases have been established, they become the latest way of operating.

Given this critical role, the manager/owner of the business may employ the following measure:
1.The CEO must take the ultimate responsibility in 5s adaptation and implementation.
2. Emphasize that 5s is the company's road to survival due to its practical approach in minimizing
wastes and generating savings.
3. Promote company-wide participation such as but not limited to the following:
A. 5s poster making contest
B. 5s badge making contest
C. 5s slogan making contest
D. 5s ideas contest
E. 5s day
F. plant tour of a 5s practicing company
G. 5s Snapshots
Chapter 6: PHASES IN TQM IMPLEMENTATION
Objectives
• Recognize the different phases in TQM implementation.
• Identify some of the methods in generating ideas for the planning phase.
• Name the barriers in TQM implementation.
Jablonski offers a five-phase instruction for implementing total quality management namely
preparation, planning, assessment, implementation, and diversification. Each phase is intended to be
implemented as component of a long- term goal of continually increasing quality and productivity.
Jablonski's approach is one of many that have been applied to reach TQM, but contains the key
elements commonly connected with other accepted total quality systems.
PREPARATION
It is during preparation when management decides whether or not to pursue a TQM program. They
undergo initial training, identify needs for outside consultants, develop a specific vision and goals,
draft a corporate policy, commit the necessary resources, and communicate the goals throughout the
organization.
PLANNING
In the planning stage, a detailed plan of implementation is drafted (including budget and schedule),
the infrastructure that will support the program is established, and the resources necessary to begin
the plan are earmarked and secured.
The following are some of the methods in generating ideas for the planning phase, which are:
The 5 Whys' - asking Why? at least five times to unearth the core cause of a problem.
2. Benchmarking is a technique that measures a company's performance against the best in
industry. This technique can help in determining how the best companies achieve high performance
and quality levels.
The following are types of benchmarking:
A. internal benchmarking is a comparison between operations or parts of operations which are
within the same total organization.
B. External benchmarking is a comparison between an operation and other operations which are
part of a different organization.
C. Non-competitive benchmarking is benchmarking against external organizations which do not
compete directly in the same markets.
D. Competitive benchmarking is a comparison directly between competitors in the same, or similar,
markets.
E. Performance benchmarking is a comparison between the levels of achieved performance in
different operations.
F. Practice benchmarking is a comparison between an organizations operations practices, or way
of doing things, and those adopted by another operation.
ASSESSMENT
This process requires a thorough self-assessment both from management and costumers or clients.
The assessment will be on the qualities and characteristics of members of the company as well as
the company itself.
There are three Methods that can be used in making assessment. which are:
Discussion group methods, survey methods and award type.

Advantages And Disadvantages

Discussion group method - Can yield some useful insights and facilitate effective improvement
activities. However, the scoring process is open to greater subjectivity and care should be exercised
when analyzing scores.
Survey Method - is excellent for measuring employee perceptions of TQM in an organization.
However, perceptions may or may not coincide with reality. Improvement activities should be based
on facts, not opinion.
Award type - is the most effective form. The organization gathers information, generates a list of
strengths and improvement opportunities and scores it. This process can be facilitated by external
experts who will generally speed up the process and help eliminate scoring bias.
Implementation - at this point, the organization can already begin to determine its return on its
investment in TQM. It is during this phase that during this phase that support personnel are chosen
and trained, and managers and the workplace are trained. Training entails raising workers awareness
of exactly what TQM involves and how it can help them and the company.

The Barriers to TQM Implementation

1. Lack of management commitment- In order for any organizational effort to succeed, there must
be a substantial management commitment of management time and organizational resources.
2. Inability to change organizational culture - Changing organization's culture is difficult and will
require as much as five years. Management must understand and utilize the basic concepts of
change.
3. Lack of continuous training and education - Training and education is an ongoing process for
everyone in the organization. Needs must be determined and a plan developed to achieve those
needs.
4. Incompatible organizational structure and isolated individuals and departments Differences
between departments and individuals can create implementation problems.
5. Ineffective measurement techniques and lack of access to data and results - Key
characteristics of the organization should be measured so that effective decisions can be made.
6. Paying inadequate attention to internal and external customer Organizations - need to
understand the changing needs and expectations of their customers.
7. Inadequate use of empowerment and teamwork - Teams need to have the proper training and,
at least in the beginning, a facilitator, whenever possible, the team's recommendation should be
followed.
8. Failure to continually improve - It is tempting to sit back and rest on laurels. However, a lack of
continuous improvement of the processes, product, and/ or service will even leave the leader of the
pack in the dust.
What is Diversification?
Diversification - activities include training, rewarding, supporting, and partnering with groups that are
embraced by the organization's TQM initiatives. These are all things that will help in being successful
with total quality management.