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Chapter: Mechanical : Total Quality Management (TQM) : Principles

5-S: Housekeeping

Ø There can be no TQM without 5-S. Ø A dirty factory cannot produce quality products. Ø Clutter hides problems. A neat workplace promotes easy discovery of abnormalities.


5-S: HOUSEKEEPING



 

Ø  There can be no TQM without 5-S.

Ø  A dirty factory cannot produce quality products.

Ø  Clutter hides problems. A neat workplace promotes easy discovery of abnormalities.

 

The First S : SEIRI : CLEARING

 

Factory Floor

 

• Machines to be scrapped

• Rejected material

• Expired goods

• Broken tools, pallets, bins, trolleys.

• Old notices

 

Office

 

• Used / Broken pens

• Useless paper

• Old diaries

• Broken furniture’s

 

Home

 

• Broken toys

• Old clothes

• Broken suitcases

 

 

Flow Chart :                

Separating the wanted and unwanted

 


 

Consequences of not practicing SEIRI

 

Ø  The unwanted clutters up the place and the wanted are hard to find.

Ø  Every place can only hold so much.

Ø  Clutter sometimes causes misidentification.

 

The Second S : SEITON : ARRANGING

 

Arrange everything in proper order so  that it can be easily picked up for use.

 

 

Factory Floor

• Unlabelled tool crib

• Cluttered shelves lockers etc.

• Stores – no clear location system.

• Things on the floor

 

Office

• Unlabelled file cabinet

• Cluttered drawer, shelves, book cases, Tables

• Records & documents Not arranged well

• File heaps and papers

 

Home

• Clutter

• No orderly arrangement in the rooms

 

 

Consequences of not practicing SEITON

 

Ø  Things are seldom available when needed.

Ø  Items are “lost’ in stores.

 

Ø  Items defectives and good ones get mixed up.

Ø  Accidents or near-accidents occur due to clutter.

Ø  Visual control of the shop floor is not possible.

Ø  Sometimes, production is lost because an item required is available but cannot be found.

 

Ø  In some offices, Critical Excise records or tax records may not be traceable. This can lead to finance loss, prosecution or embarrassment.

 

The Third S : SEISO : SWEEPING

 

Sweep your workplace thoroughly so that there is no dust anywhere.

 

Factory Floor

• Dirty machines

• Dust on product parts, R.Mtls.

• Dirty jigs, fixtures

• Dirty walls, roofs

• Littered floor

 

Office

• Dirty table & furniture

• Dirty office equipments

• Littered floor

• Dirty windows

 

Home

• Dirty furniture, floor, window, grills, bookshelves.

 

Consequences of not practicing SEISO

 

Ø  Most machines are affected by dust & dirt and hence their performance may go down.

 

Ø  Dust and dirt on products, materials, packing boxes etc. will affect either their performance quality or their aesthetic look.

 

Unpleasant to work in.

The Fourth S : SEIKETSU : CLEANLINESS

Washing with a strong overtone of keeping things disinfected as well as free of hazardous chemicals.

 

 

Factory Floor

• Handling hazardous Chemicals

•   Control of fumes, hazardous dust.

•   Disinfecting, Personal hygiene

 

Office

• Free of pests

• Personal hygiene

 

Home

• Pest control

• Personal hygiene

 

Consequences of not practicing SEIKETSU

 

Ø  Good health and safety require the practice of Seiketsu.

Ø  Hazardous chemicals, dusty chemicals, fumes etc. can make it a dangerous place to work in.

Ø  Washing thoroughly and cleaning a place makes the workplace pleasant.

Ø  Personal hygiene is essential for healthy workforce.

 

The Fifth S : SHITSUKI : DISCIPLINE

 

Discipline especially with regard to safety rules and punctuality.

Consequences of not practicing SEIKETSU

 

Ø  If discipline is not practiced, then the first 4-S would backslide.

 

Ø  Lack of Shitsuki means not following the standards. Then, all activities related to safety and quality will be affected.

 


IMPLEMENTING 5-S

 

1.        Top Management resolve and training.

 

2.        Formation of a top level team.

3.        Understanding current circumstances.

4.        Establishing priorities and targets.

 

5.        Forming sub-teams and training.

6.        Major cleaning.

7.        Establishing improvement plans in each priority area.

8.        Implementing the plan.

9.        Verifying results.

10.   Standardizing.

11.   Establishing full control.

12.   Looking for further improvements.

 


KAIZEN

 

Kaizen is a Japanese word for the philosophy that defines management’s roles in continuously encouraging and implementing small improvements involving everyone.

It focuses on simplification by breaking down complex progress into their sub processes and then improving them.


 

KAIZEN WHEEL

 

The Kaizen improvement focuses on the use of :

 

Ø    Value added and non value work activities.

 

Ø    Muda, which refers to the seven classes of waste over-production, delay, transportation, processing, inventory, wasted motion, and defective parts.

Ø    Principles of motion study and the use of cell technology.

Ø    Principles of materials handling and use of one piece flow.

 

Ø    Documentation of standard operating procedures.

Ø    The five S’s for workplace organization.

 

Ø    Visual management.

Ø    Just in time principles.

 

Ø    Poka Yoke.

Ø    Team dynamics.

 


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Mechanical : Total Quality Management (TQM) : Principles : 5-S: Housekeeping |


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