EASTERN INTERNATIONAL

UNIVERSITY
School of Engineering

ENGINEERING ECONOMY

Lecturer: Thach Dung Chinh

Email: [email protected]
MB: 0978104193
Chapter 5. 5S
Chapter 5. 5S
Outline:
1. Types of waste
2. Definition of 5S
3. Benefits of 5S
4. 5S Implementation
Chapter 5. 5S
Types of waste:
What is your Customer Willing to Pay For?
Profit = (Selling price – Cost) x Quantity

 Reducing costs is a more

effective method of
increasing profits
 The need to cut costs and
eliminate waste
What is your Customer Willing to Pay For?
 Value Add work

 Non Value Add work

– Necessary
– Unnecessary
What is your Customer Willing to Pay For?
 NVA (red) and VA (green)
activities always alternate in
a production process

Objective: reduce NVA

to the maximum level
Overproduction
Producing unnecessarily
more or too early than
required

The worst type of

wastage among the 7 types
Overproduction
Overproduction
Overproduction
Overproduction
Overproduction
Overproduction
Overproduction
Overproduction
Overproduction
Inventory

Excess reserves of
raw materials,
intermediate
goods, and
finished products
Inventory

Financial costs, storage

expenses, and defect
rates increase
Inventory
Waiting
Downtime is the period when
workers/machinery are idle due to
congestion, the idle time between
processing cycles..., and times that do not
generate any product.
Increased labor and energy
consumption costs for machinery

Waiting time results from failure

to synchronise activities
Operating

 Unreasonable workplace arrangement

 The operating instructions are poorly designed
Transport
 The movement of materials
does not create additional
value.
 For example: Transportation
between production stages

Prolonging the
production cycle, using labor
and space inefficiently,
causing stagnation
Transport

 The output of
one stage
should be
immediately
utilized by the
next stage
Defects
Including physical defects that increase production costs, errors in
paperwork and product information, late delivery, incorrect production
specifications, waste of raw materials and waste products
Defects
With the same amount of
time, labor/machinery
costs, defective
production will result in
waste, leading to
unrecovered processing
costs and dissatisfied
customers unwilling to
pay for the product
Over-Processing
 Over processing is putting more into
the product than is valued by the
customer,
 Painting of unseen areas
 Unnecessarily tight tolerances
 Cleaning and polishing beyond the
level required
 The goal is to do only the level of
processing to match that which is useful
and necessary
Clear, standardised instructions
avoid over-processing
People
 Not tapping into, and
following up on the ideas
and thoughts of the
employees
 Underutilisation of human
potential
 What is 5s?
 5S is a philosophy and a way of organizing and managing the
workspace and work flow with the intent to improve efficiency by
eliminating waste, improving flow and reducing process
unreasonableness.

It is for improvement of
working environment
 What is 5s?
 5S activities are to create good working environment through
reduction of “Muri”, “Mura”, and “Muda”
 It help to have a basis of strong management of workplace
 What is “Muri”, “Mura”, and “Muda”?
 Muri : overburden, unreasonableness or absurdity
 Mura : unevenness or inconsistency, primarily with physical matter
and the human spiritual condition
 Muda : activity which is wasteful or doesn’t add value
5S in Japanese/English/Swahili
5S is literally five abbreviations of Japanese terms with 5 initials of S.
Japanese English Ki-Swahili
S-1 Seiri Sort Sasambua

S-2 Seiton Set Seti

S-3 Seiso Shine Safisha

S-4 Seiketsu Standardize Sanifisha

S-5 Sitsuke Sustain Shikilia

 Benefits of 5S
 Saves time wasted searching for tools, etc.
 Reduces amount of time walking around
 Increases safety by eliminating tripping hazards
 Frees up floor space
 Makes your workplace more pleasant
 Less stress
 Increases morale!
5S

What 5S can do?

5S

Team work improvement through

everyone’s participation
5S

Identify Abnormalities
5S: Sort-Set-Shine-Standardize-Sustain

S1:
Sort

S5: S2:
Sustain Set

S4: S3:
Standardize Shine
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 S1: Sort
 Focuses on eliminating
unnecessary items from the S1:
workplace
 Categorize equipment, furniture, Sort
tool in your working place into the S5: S2:

following 3 categories Sustain Set

1. Necessary
2. Unnecessary
3. May not necessary S4: S3:
Standardize Shine
 This step will also help with the
“just in case” attitude
 S1: Sorting activities
Equipment, material, tools files, furniture etc. can
be categorized based on the frequency of use!

Equipment,
materials
tools etc. in
your work May need it
place

Items only used occasionally

are in this category

Not need it

Need it
Items not used in current work
process are in this category
Items often use are in this category
 Examples of “Sorting”

 Place “Red tag” for categorization of items to identify

unnecessary items
 Move unnecessary items( broken tools, obsolete jigs and
fixtures, scrap and excess raw material etc.) to central stored
area
 Free up valuable floor space (Space utilization)
 Finding abnormality of equipment and tools (Out of order,
missing parts etc.)
 S2: Set

 “Set” is based on finding S1:

efficient and effective storage Sort

of necessary items S5:

 Apply “Can see, Can take out, Sustain S2:Set

and Can return” philosophy
 This will save time and energy
S4: S3:
to look for something Standardize Shine
 S2: Setting activities
Think not only “beatification.
Need to consider workflow and
arrange items

• Needed items
• Items often
use
(with current
work process)

Have consensus among Use 5S tools for proper Arrange them properly based on
co-workers on where and Organization of items “Can see, Can take-out, Can
how to organize necessary such as return” Philosophy
items • Labeling
• Color coding
• Numbering
• Zoning etc.
 Example of “Setting” activities

 Labeling , numbering, zoning for clear identification of

storage areas to keep necessary items
 Set necessary items matching with workflow to
minimize unnecessary movement and transportation
time
 BASELINE ADMINISTRATION
PHOTOGRAPHS
AUGUST SEPTEMBER
2008 PROCESS 2008

Before MID. After

5S YEAR 5S
45
Take pictures BEFORE and AFTER cleaning and organizing
Take pictures BEFORE and AFTER cleaning and organizing
How does the marking technique help you?
How does the marking technique help you?
Drawing Floor Lines for Rearranging
 S3: Shine

 Cleaning up one’s workplace S1:

daily so that there is no dust on Sort

floors, machines or equipment.

S5: S2:

 It will create ownership and Sustain Set

build pride in the workers

S4:
S3:
Standardize
Shine
S3: Shining activities

• Clean floor, windows and walls.

• Clean and Maintain office automation
machines, medical equipment and tools,
office furniture
• Develop and follow regular cleaning
and Maintenance schedule
 Example of “Shining” activities

 Daily sweeping and mopping of floor, bathroom, corridor

etc.
 Regular cleaning and maintenance of equipment and tools
 Periodical check for changes in equipment and the service
area such as: leaks, vibration, misalignment, breakage etc.
 IPC activities such as hand hygiene, waste segregation are
also part of shine
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57
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 S4: Standardize

 Maintain an environment where S1:

S1 to S3 are implemented in the Sort

same manner throughout the

S5: S2:
organization Sustain Set

 Give opportunities to employees

to take active part in the
development of these standards. S4: S3:
Shine
Standardize
 S4: Standardizing activities

S1

S2

S3

Develop mechanism to standardize Standardization will leads equalization of activities

S1-S3 implementation for continuation = “Production leveling and smoothing”

Standardization is useful for;

• Easy implementation of S1 to S3
activities
• Equalization process output
• Everyone’s participation
 Example of “Standardize” activities

 Work instructions, Standard Operating Procedures (SOPs)

 Checklist development and regular usage for SOPs
 Mechanism and format development for ordering supplies,
reporting etc
 Color coding for waste segregation
 Standardized common symbols
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 S5 : Sustain

 Maintain S1-S4 through

discipline, commitment and S1:
Sort
empowerment
 It focuses on defining a new S5: S2:

mindset and a standard in Set

workplace Sustain

S4: S3:
Standardize Shine
 S5: Sustainability activities

People get bored if no changes.

Need to develop a mechanism to
make staff exited and motivated

Further Improvement

Prevent fallback

Improvement

Measure improvement with proper

periodical monitoring
 Example of “Sustain” activities

 Regular progress reporting

 Refresher training
 Periodical evaluation of 5S activities with proper advices
for continuation and further improvements
 Appreciation, recognition and awarding on good 5S
activities
 Reminder using 5S corner, new letters, good practice sheet
etc.
Visual Control System (VCS)
5S images
5S images
5S images
5S images
5S images
5S images
5S images
5S images
5S images
Thank
you!