5S Implementation And People Involvement At Muehlbaeur Technologies Sdn.Bhd.
5S IMPLEMENTATION AND PEOPLE INVOLVEMENT
AT MUEHLBAUER TECHNOLOGIES SDN BHD.
ROZIANA BINTI ABU NASIR
UNIVERSITI TEKNIKAL MALAYSIA MELAKA
UNIVERSITI TEKNIKAL MALAYSIA MELAKA
5S IMPLEMENTATION AND PEOPLE INVOLVEMENT AT
MUEHLBAUER TECHNOLOGIES SDN BHD.
This report is submitted in accordance with the partial requirements of the
Universiti Teknikal Malaysia Melaka (UTeM) for the Degree of
Bachelor of Manufacturing Engineering
(Manufacturing Management)
By
ROZIANA BINTI ABU NASIR
Faculty of Manufacturing Engineering
April 2011
DECLARATION
I hereby, declare this thesis entitled “5S Implementation and People Involvement at
Muehlbaeur Technologies Sdn. Bhd.” is the results of my own research except as
cited in the reference.
Signature
Author’s Name
: ………………………………….
ROZIANA BINTI ABU NASIR
: ………………………………….
Date
17-04-2011
: ………………………………….
APPROVAL
This report is submitted to the Faculty of Manufacturing Engineering of UTeM as a
partial fulfilment of the requirements for the degree of Bachelor of Manufacturing
Engineering (Manufacturing Management) with Honours. The member of the
supervisory committee is as follow:
..........................................
(Official Stamp of Supervisor)
ABSTRAK
Lima tiang kepada tempat kerja visual, biasanya di rujuk sebagai 5S (Sisih, Susun,
Sapu, Seragam, Sentiasa Amal). 5S adalah pengorganisasian dan pengelolaan tempat
kerja yang dijalankan secara beransur-ansur dan terancang. Proses 5S adalah
program yang tersusun untuk melaksanakan pengorganisasian dan pengelolaan
tempat kerja. Tempat kerja yang diurus dengan baik boleh mendorong manusia.5S
meningkatkan keselamatan, kecekapan kerja, pengeluaran dan melahirkan rasa
tanggungjawab. Projek ini menceritakan tentang perlaksanaan 5S di kilang
pengeluaran, Muehlbaeur Technologies Sdn. Bhd. yang beroperasi memasang mesin
dan menghasilkan “carrier tape”. Projek ini memfokus kepada perlaksanaan 5S
dengan penglibatan dari pekerja-pekerja. Semasa perlaksanaan program, banyak
aktiviti di jalankan. Kesan dari perlaksanaan projek ini adalah mengurangkan senarai
barang, keberkesanan tempat kerja di gunakan, mengurangkan masa mencari barang,
mengurangkan tumpahan minyak/air, mengurangkan ketidakstabilan, meningkatkan
keadaan bekerja, mengurangkan kemalangan di tempat kerja, meningkatkan disiplin
dan membina hubungan yang baik antara pekerja-pekerja.
ii
ABSTRACT
The five pillars of the visual workplace, commonly referred to as the 5S (Sort,
Simplify, Sweep, Standardize, and Sustain).5S is a process of work place
organization and housekeeping which is carriedout gradually and systematically.The
5S method is a structured program to implement workplace organisation
andstandardisation. A well organised workplace motivates people, both on the shop
floor aswell as others. 5S improves safety, work efficiency, improves productivity
andestablishes a sense of ownership.This project illustrates about 5S implementation
in manufacturing company, Muehlbaeur Technologies Sdn. Bhd. which assemble
machines and produce carrier tape. The project is focused on implementing 5S with
contribution from the employees. During implementation, lot of activity has been
done. From this project, the impact of 5S implementation are reduce inventory,
efficient on workplace usage,reduce time for searching spare part, reduce oil / water /
air spilled, reduce unstabilization,preventive of machine function, cleaning and
checking machine condition,improve working condition, reduce work accident,
increase discipline, follow procedure,and better relationship among employee.
i
ACKNOWLEDGEMENT
In the name of Allah, The Most Gracious and The Most Merciful.
First and foremost, I want thank to Almighty God for reasons too numerous to
mention. Next, I would like to express my greatest appreciation to my supportive
supervisor, Ir. Dr. Puvanasvaran a/l Perumal for his supervision and encouragement
to pursue to this project and also for the invaluable guidance he has provided.
I also would like to convey my biggest thanks to all Muehlbaeur Technologies Sdn.
Bhd. for supporting me throughout this project. The knowledge and experience that I
have gained from all of you will not be forgotten. I am also obliged to everyone who
had directly and indirectly involve through the contributions of ideas and
professional opinions.
DEDICATION
For my beloved mum and father
Jamaliah Binti Puteh
Abu Nasir Bin Ahmad
And for my supervisor, lecturers, family and friends for their loves and supports
iii
TABLE OF CONTENT
Abstract
i
Abstrak
ii
Dedication
iii
Acknowledgement
iv
Table of Content
v
List of Table
viii
List of Figure
ix
List of Abbreviations
xi
1.0
INTRODUCTION
1
1.1
Introduction
1
1.2
Background of the Project
1
1.3
Problem Statement
3
1.4
Objective of the study
4
1.5
Scope of the Project
4
1.6
Outline of the Project
4
2.0
LITERATURE REVIEW
6
2.1
Introduction
6
2.2
Introduction of 5S
6
2.3
History of 5S
8
2.4
Relationship between factors and the success of implementation
9
2.4.1
Structural factors: firm size and membership of a multinational
group
10
2.4.2
Type of product and strategic priorities
10
2.4.3
Human resources: Involvement, training and unions
11
2.4.4
Advanced Manufacturing Technologies (AMT) and quality
2.4.5
systems
12
5S Use and manufacturing performance
13
v
2.5
Philosophy of 5S
13
2.5.1
1 S: Seiri (Sort)
14
2.5.2
2 S: Seiton (Simplify)
16
2.5.3
3 S: Seiso (Sweep)
16
2.5.4
4 S: Seiketsu (Standardize)
17
2.5.5
5 S: Shitsuke (Self-discipline)
18
2.6
Implementation of 5S practice
19
2.7
Links with other performance improvement initiatives
21
2.8
Benefits and Barriers in Implementing 5S
22
3.0
METHODOLOGY
25
3.1
Introduction
25
3.2
Project Methodology
25
3.2.1
Process flow diagram
26
3.2.2
Gantt chart
29
3.3
5-S Methodology
32
3.3.1
Presentation of the project
33
3.3.2
Activities prior to the implementation of the project and 5S
training program
33
3.3.3
Implemented 5S in selected departments
33
3.3.4
Diffusion and reflective process
33
3.3.5
Implementation conclusions
34
3.4
5S Introduction Steps
36
3.4.1
Step 1: Establish a 5S Promotion Organization
37
3.4.2
Step 2: Establish a 5S Promotion Plan
37
3.4.3
Step 3: Create 5S Campaign Materials
37
3.4.4
Step 4: In-House Education
37
3.4.5
Step 5: 5S Implementation
37
3.4.6
Step 6: Evaluation and Follow-up
38
3.5
Conclusion
40
4.0
RESULT AND ANALYSIS
41
4.1
Introduction
41
vi
4.2
Implementation of Seiri (Sort)
41
4.2.1
The Key of Sorting
41
4.2.2
Wastes Avoided by Implementing Seiri
42
4.2.3
Method of Implementation
42
4.2.4
Sorting Action
44
4.2.5
Steps to the Red Tag Strategy
45
4.3
Implementation of Seiton (Simplify)
47
4.3.1
Wastes Avoided by Implementing Seiton (Simplify)
47
4.3.2
Method of Implementation
48
4.3.3
Simplify Action
49
4.3.4
Steps to Promoting Seiton inside Cabinets
50
4.3.5
Steps to Promoting Seiton to toolboxes
51
4.3.6
Steps to Promoting Seiton to Screw Wagen
52
4.4
Implementation of Seiso (Sweep / Shine)
54
4.4.1
Method of Implementation
54
4.4.2
Seiso (Sweep/ Shine Action)
53
4.5
Implementation of Seiketsu (Standardize)
55
4.6
Implementation of Shitsuke (Sustain)
56
4.6.1
Method of Implementation
57
4.7
Implication of Implementing 5S
57
4.7.1
Implication of Implementing Seiri (Sort)
57
4.7.2
Implication of Implementing Seiton (Simplify)
58
4.8
Assessment Data
60
5.0
CONCLUSION AND RECOMMENDATION
64
5.1
Conclusion
64
5.2
Recommendation
65
66
REFERENCES
vii
LIST OF TABLE
3.1 (a) The Gantt Chart for FYP 1
30
3.1 (b) The Gantt Chart for FYP 2
31
3.3
5S’ Table to check the implementation level of 5S principle
35
3.4
5S promotion tools
39
4.2.3(a) Sorting Criteria
4.8(a)
42
Score of every pillar of 5S from July 2010 until March 2011
viii
60
LIST OF FIGURE
2.5.1 (a) An example of sorting criteria depends on the usage
of the thing
15
2.5.1 (b) The example of stocks card for inventory of office
Supplies
15
2.6 (a)
Example of 5S evaluation sheet
19
2.6 (b)
The philosophy of 5S
20
3.1 (a)
The process flow chart for FYP 1
27
3.1 (b)
The process flow chart for FYP 2
28
3.3
Implementation step of 5S
32
3.4
5S introduction steps
36
4.2.3(a) Sorting of documentation
43
4.2.4(a) Red Tag target
45
4.2.4(b) Red Tag card for Seiri
46
4.2.4(c)
Red Tag area for red tag stuff
46
4.3.1(a) Shadow board with assorted tools
47
4.3.3(a) Searching implication
49
4.3.4(a) All items are well placed in the cabinet
50
4.3.5(a) Designed a place in the tool kit
51
4.3.6(a) The Process Flow Chart Seiton for screw wagen
52
4.3.6(b) The old screw wagon (blue boxes) system
53
4.3.6(d) The old screw wagon (blue boxes) system
53
4.3.6(e)
The new screw wagon (blue boxes) system
ix
53
4.3.6(f)
The new screw wagon (blue boxes) system
4.4.2(a) Seiso’s tool area
53
56
4.8(a)
Graph of score versus month for Seiri (Sort)
60
4.8(b)
Graph of score versus month for Seiton (Simplify)
61
4.8(c)
Graph of score versus month for Seiso (Sweep)
61
4.8(d)
Graph of score versus month for Seiketsu (Standardize)
62
4.8(e)
Graph of score versus month for Shitsuke (Sustain)
62
4.8(f)
Bar chart of monthly average 5S score
63
4.8(g)
Radar chart of monthly average 5S score
63
x
LIST OF ABBREVIATIONS
AMT
-
Advanced Manufacturing Technologies
e.g.
-
Exempli gratia (for example)
et. al
-
Et alii (and others)
etc.
-
Et cetera (and other things)
FYP
-
Final Year Project
i.e.
-
Id est (it is)
ISO
-
International Organization for Standardization
JIT
-
Just-In-Time
Kg
-
Kilogram
PSM
-
Projek Sarjana Muda
SME
-
Small Medium Enterprise
TPS
-
Total Production System
TQM
-
Total Quality Management
UK
-
United Kingdom
USA
-
United State of America
xi
LIST OF ABBREVIATIONS
AMT
-
Advanced Manufacturing Technologies
e.g.
-
Exempli gratia (for example)
et. al
-
Et alii (and others)
etc.
-
Et cetera (and other things)
FYP
-
Final Year Project
i.e.
-
Id est (it is)
ISO
-
International Organization for Standardization
JIT
-
Just-In-Time
Kg
-
Kilogram
PSM
-
Projek Sarjana Muda
SME
-
Small Medium Enterprise
TPS
-
Total Production System
TQM
-
Total Quality Management
UK
-
United Kingdom
USA
-
United State of America
ix
CHAPTER 1
INTRODUCTION
1.1
Introduction
These chapter overall discuss the introduction of the 5-S implementation in the
Muehlbaeur Technologies Sdn. Bhd. In this part, the briefing of the background,
problem statement, objectives, scopes and the expected of the project are discussed.
1.2
Background of the Project
The 5-S framework was originally developed by just-in-time expert and international
consultant Hiroyuki Hirano. The 5S framework is an extension of Hirano's earlier
works on just-in-time production systems. The 5-Ss represent a simple "good
housekeeping" approach to improving the work environment.
In general, the 5S approach includes the controls the work floor conditions rather than
the worker's behavior. It is relatively inexpensive for the company to implement. It
makes the worker's job easier and safer. It promotes daily activity for continuous
improvement. It fosters efficiency and productivity while improving work flow. It
encourages a proactive approach that prevents problems and waste before they occur.
It provides a practical method for dealing with the real problems that workers face
every day. And it fits with a facility's other efforts, such as total preventive
maintenance, just-in-time manufacturing, pollution prevention, safety initiatives, and
lean manufacturing efforts.
1
The goal for this project is to let people realize about the importance of good
housekeeping, especially in manufacturing plan. Many people think that
housekeeping should be done by housewives at home, and cleaners at work. They do
not realize that they, too, play an important part in keeping their houses/workplaces
clean. More importantly, they do not know how much they can gain for themselves by
just practicing good housekeeping. Whether work in an office, the factory, the
warehouse, the laboratory or any other place, housekeeping is relevant to every
people.
Good housekeeping is important as it can create an environment in which even minor
abnormalities and mistakes will be obvious. Plus, it will produce an easily managed,
safer and more pleasant environment. In industry, a clean, well-ordered and attractive
work environment sets can help encourages tidy work habits in employees. It helps
reduce fatigue. It will promotes good worker-management relations. It also gives a lift
to morale, which is reflected in the quality of production and overall efficiency. It can
stimulates efforts to improve productivity through better use of people, space,
equipment, time and materials
Good housekeeping is also a good advertisement for every company. It is because
customers and clients will have more confidence in an organization when their works
is being carried out efficiently in clean, pleasant, well-ordered work surroundings.
Good housekeeping portray professionalism and efficiency to others. It can be
expected that the standards displayed in the environment will be reflected in the
product
The more important reason why good housekeeping matter is it makes the
undertaking a safer place to work in. Good housekeeping is a main factor in
preventing accidents. Majority of all work accidents are caused during the handling of
goods or materials, and by people falling, being hit by falling objects, or striking
against objects in the workplace. All these causes can be reduced by good
housekeeping practices. In fact, good housekeeping is the only cure for hundreds of
accidents that occur.
2
Typical examples of poor housekeeping that lead to these accidents are:
Excessive material, waste or chips in the working area.
Congested aisles.
Tools left on machines.
Waste containers overflowing.
Lockers and workrooms in disorder.
Acids in open containers.
Broken glass.
Electric leads or air lines across aisles.
Dirty light fittings, windows and skylights.
We can stop accidents through good housekeeping. Where housekeeping is bad, fire is
a constant hazard. It can be caused by many housekeeping problems, such as oilsoaked rags and clothing igniting from spontaneous combustion and many more. Poor
housekeeping can also lead to infestation by pests such as rodents and cockroaches
and create serious health risks.
1.3
Problem Statement
For a company to implement and practice good housekeeping, it cannot be
accomplished either casually or in a day or two. The whole company must take part in
order ensure the program is success.
According to Herbert (1943), in his opinion, good housekeeping comprises the
following elements (these are not necessarily in order of importance):
1. Men and machines should be so placed as to provide the easiest and most
efficient flow of production.
2. Operations should be so located that the health hazards, possibly associated
with one will not imperil workers on another task.
3. Structural and operational arrangements should be made to permit easy traffic
of men and materials within the plant.
3
4. Adequate space should be allotted for the storage of movable equipment and
tools not in current use.
5. A safe water supply and proper sewerage and sewage disposal facilities must
be provided.
6. Definite janitor service should be furnished for the regular cleaning of sanitary
facilities, locker and eating rooms, windows, lighting fixtures, and other parts
of the interior of the plant.
7. Proper maintenance of all equipment must be enforced; this will become a
relatively easy matter if the other items are carried out in a conscientious
manner.
1.4
Objective of the study
The objectives of this project are:
1. To study and identify problems at work area.
2. To implement 5-S practices among the employees.
3. To measure the improvement after implementing 5-S practices
1.5
Scope of the Project
This project will thoroughly focus on implementing 5-S in work area of Muehlbaeur
Technologies Sdn. Bhd. and indirectly improve the employees’ manners. This
condition will create win-win situation between employer and employees.
1.6
Outline of the Project
This report writing consists of three chapters for Final Year Project (FYP) 1. Chapter
1 is describes about introduction; which is includes the project background, problem
statement, objective of the project and scope for the project. Then in Chapter 2, it will
4
stress on the literature review of related issues and in Chapter 3, it will highlighted
more towards the methodology of the project.
For the next phase of Final Year Project, which is in FYP 2, it will cover three more
chapters. Chapter 4 is about the result and analysis of the implementations that have
been done, while in Chapter 5 content discussion by referring the whole
implementation processes and results. Lastly in Chapter 6, it will state the conclusion
and recommendation in order to improve the implementation process in next time.
5
CHAPTER 2
LITERATURE REVIEW
2.1
Introduction
This chapter will proceeds with referenced review from the relevant literature. It is
included the details related to the information and history which already done by other
people that involved in implementing 5S, previously. It also will explain about the
methodology and the philosophy for implementing 5S.
2.2
Introduction of 5S
5S initially based on the Japanese acronyms of seiri (organization), seiton (neatness),
seiso (cleaning), seiketsu (standardization) and shitsuke (discipline), is used as a
platform for developing an integrated management system by the parallel use of total
productive maintenance (TPM) (Bamber et al., 2000).
Osada (1991) refers to 5S as the five keys to a total quality environment. 5S is a
system to reduce waste and optimize productivity and quality through maintaining an
orderly workplace and using visual cues to achieve more consistent operational
results. The practice of 5S aims to embed the values of organization, neatness,
cleaning, standardization and discipline into the workplace basically in its existing
configuration, and it is typically the first lean method implemented by firms.
Kobayashi et al. (2008) make a distinction between 5S as a philosophy or way and 5S
as a technique or tool by comparing the frameworks provided by Osada (1991) and
Hirano (1995) respectively. From their study, they conclude that 5S tends to be
6
recognized as a philosophy in Japan, but in the other hand it is likely to be considered
as a technique or tool in the United Kingdom and United State of America. Osada
(1991) views 5S as a strategy for organizational development, learning and change,
whereas Hirano (1995) considers 5S to be an industrial formula that differentiates a
company from its competitors.
A common definition of 5S in the West is housekeeping (Becker, 2001; Chin and Pun,
2002; Ahmed and Hassan, 2003; Eckhardt, 2001). In the West both 5S and TPM are
sometimes disregarded or at least underutilized (Douglas, 2002). A framework of
applying 5S within a business (as appose to a personal philosophy of way of life) was
first formalized in the early 1980s by Takashi Osada (Ho et al., 1995).
The practice of 5S aims to embed the values of organization, neatness, cleaning,
standardization and discipline into the workplace (Osada, 1991). In Japan the 5S
practice was initiated in the manufacturing sector and then extended to other
industries and services sector. The Toyota Production System provides a well-known
example of 5S principles in practice, the early versions were based on 3-S this,
became 4-S (Ohno, 1988).
Boeing in the USA pursues 5S as a world-class strategy (Ansari and Modarress,
1997). Even with these prestigious and complex examples it appears that many
researchers and practitioners have difficulty going beyond the simplest 5S concept.
This is suggested by Hyland and others where they believe that Australian
manufacturing firms have only a basic perception of the importance and the
potentiality of 5S (Hyland et al., 2000). These authors found of ten continuous
improvement tools they investigated the usage and perceived importance of 5S was
lowly ranked.
Therefore, we can say that there is no consensus about the scope of 5S. Much of
Western literature still acknowledges 5S as housekeeping (Ahmed and Hassan, 2003;
Becker, 2001; Chin and Pun, 2002; Eckhardt, 2001). However, 5S is more frequently
framed in the “lean” philosophy (James-Moore and Gibbons, 1997; Hines et al., 2004;
Kumar et al., 2006), since it encourages workers to improve their working conditions
7
AT MUEHLBAUER TECHNOLOGIES SDN BHD.
ROZIANA BINTI ABU NASIR
UNIVERSITI TEKNIKAL MALAYSIA MELAKA
UNIVERSITI TEKNIKAL MALAYSIA MELAKA
5S IMPLEMENTATION AND PEOPLE INVOLVEMENT AT
MUEHLBAUER TECHNOLOGIES SDN BHD.
This report is submitted in accordance with the partial requirements of the
Universiti Teknikal Malaysia Melaka (UTeM) for the Degree of
Bachelor of Manufacturing Engineering
(Manufacturing Management)
By
ROZIANA BINTI ABU NASIR
Faculty of Manufacturing Engineering
April 2011
DECLARATION
I hereby, declare this thesis entitled “5S Implementation and People Involvement at
Muehlbaeur Technologies Sdn. Bhd.” is the results of my own research except as
cited in the reference.
Signature
Author’s Name
: ………………………………….
ROZIANA BINTI ABU NASIR
: ………………………………….
Date
17-04-2011
: ………………………………….
APPROVAL
This report is submitted to the Faculty of Manufacturing Engineering of UTeM as a
partial fulfilment of the requirements for the degree of Bachelor of Manufacturing
Engineering (Manufacturing Management) with Honours. The member of the
supervisory committee is as follow:
..........................................
(Official Stamp of Supervisor)
ABSTRAK
Lima tiang kepada tempat kerja visual, biasanya di rujuk sebagai 5S (Sisih, Susun,
Sapu, Seragam, Sentiasa Amal). 5S adalah pengorganisasian dan pengelolaan tempat
kerja yang dijalankan secara beransur-ansur dan terancang. Proses 5S adalah
program yang tersusun untuk melaksanakan pengorganisasian dan pengelolaan
tempat kerja. Tempat kerja yang diurus dengan baik boleh mendorong manusia.5S
meningkatkan keselamatan, kecekapan kerja, pengeluaran dan melahirkan rasa
tanggungjawab. Projek ini menceritakan tentang perlaksanaan 5S di kilang
pengeluaran, Muehlbaeur Technologies Sdn. Bhd. yang beroperasi memasang mesin
dan menghasilkan “carrier tape”. Projek ini memfokus kepada perlaksanaan 5S
dengan penglibatan dari pekerja-pekerja. Semasa perlaksanaan program, banyak
aktiviti di jalankan. Kesan dari perlaksanaan projek ini adalah mengurangkan senarai
barang, keberkesanan tempat kerja di gunakan, mengurangkan masa mencari barang,
mengurangkan tumpahan minyak/air, mengurangkan ketidakstabilan, meningkatkan
keadaan bekerja, mengurangkan kemalangan di tempat kerja, meningkatkan disiplin
dan membina hubungan yang baik antara pekerja-pekerja.
ii
ABSTRACT
The five pillars of the visual workplace, commonly referred to as the 5S (Sort,
Simplify, Sweep, Standardize, and Sustain).5S is a process of work place
organization and housekeeping which is carriedout gradually and systematically.The
5S method is a structured program to implement workplace organisation
andstandardisation. A well organised workplace motivates people, both on the shop
floor aswell as others. 5S improves safety, work efficiency, improves productivity
andestablishes a sense of ownership.This project illustrates about 5S implementation
in manufacturing company, Muehlbaeur Technologies Sdn. Bhd. which assemble
machines and produce carrier tape. The project is focused on implementing 5S with
contribution from the employees. During implementation, lot of activity has been
done. From this project, the impact of 5S implementation are reduce inventory,
efficient on workplace usage,reduce time for searching spare part, reduce oil / water /
air spilled, reduce unstabilization,preventive of machine function, cleaning and
checking machine condition,improve working condition, reduce work accident,
increase discipline, follow procedure,and better relationship among employee.
i
ACKNOWLEDGEMENT
In the name of Allah, The Most Gracious and The Most Merciful.
First and foremost, I want thank to Almighty God for reasons too numerous to
mention. Next, I would like to express my greatest appreciation to my supportive
supervisor, Ir. Dr. Puvanasvaran a/l Perumal for his supervision and encouragement
to pursue to this project and also for the invaluable guidance he has provided.
I also would like to convey my biggest thanks to all Muehlbaeur Technologies Sdn.
Bhd. for supporting me throughout this project. The knowledge and experience that I
have gained from all of you will not be forgotten. I am also obliged to everyone who
had directly and indirectly involve through the contributions of ideas and
professional opinions.
DEDICATION
For my beloved mum and father
Jamaliah Binti Puteh
Abu Nasir Bin Ahmad
And for my supervisor, lecturers, family and friends for their loves and supports
iii
TABLE OF CONTENT
Abstract
i
Abstrak
ii
Dedication
iii
Acknowledgement
iv
Table of Content
v
List of Table
viii
List of Figure
ix
List of Abbreviations
xi
1.0
INTRODUCTION
1
1.1
Introduction
1
1.2
Background of the Project
1
1.3
Problem Statement
3
1.4
Objective of the study
4
1.5
Scope of the Project
4
1.6
Outline of the Project
4
2.0
LITERATURE REVIEW
6
2.1
Introduction
6
2.2
Introduction of 5S
6
2.3
History of 5S
8
2.4
Relationship between factors and the success of implementation
9
2.4.1
Structural factors: firm size and membership of a multinational
group
10
2.4.2
Type of product and strategic priorities
10
2.4.3
Human resources: Involvement, training and unions
11
2.4.4
Advanced Manufacturing Technologies (AMT) and quality
2.4.5
systems
12
5S Use and manufacturing performance
13
v
2.5
Philosophy of 5S
13
2.5.1
1 S: Seiri (Sort)
14
2.5.2
2 S: Seiton (Simplify)
16
2.5.3
3 S: Seiso (Sweep)
16
2.5.4
4 S: Seiketsu (Standardize)
17
2.5.5
5 S: Shitsuke (Self-discipline)
18
2.6
Implementation of 5S practice
19
2.7
Links with other performance improvement initiatives
21
2.8
Benefits and Barriers in Implementing 5S
22
3.0
METHODOLOGY
25
3.1
Introduction
25
3.2
Project Methodology
25
3.2.1
Process flow diagram
26
3.2.2
Gantt chart
29
3.3
5-S Methodology
32
3.3.1
Presentation of the project
33
3.3.2
Activities prior to the implementation of the project and 5S
training program
33
3.3.3
Implemented 5S in selected departments
33
3.3.4
Diffusion and reflective process
33
3.3.5
Implementation conclusions
34
3.4
5S Introduction Steps
36
3.4.1
Step 1: Establish a 5S Promotion Organization
37
3.4.2
Step 2: Establish a 5S Promotion Plan
37
3.4.3
Step 3: Create 5S Campaign Materials
37
3.4.4
Step 4: In-House Education
37
3.4.5
Step 5: 5S Implementation
37
3.4.6
Step 6: Evaluation and Follow-up
38
3.5
Conclusion
40
4.0
RESULT AND ANALYSIS
41
4.1
Introduction
41
vi
4.2
Implementation of Seiri (Sort)
41
4.2.1
The Key of Sorting
41
4.2.2
Wastes Avoided by Implementing Seiri
42
4.2.3
Method of Implementation
42
4.2.4
Sorting Action
44
4.2.5
Steps to the Red Tag Strategy
45
4.3
Implementation of Seiton (Simplify)
47
4.3.1
Wastes Avoided by Implementing Seiton (Simplify)
47
4.3.2
Method of Implementation
48
4.3.3
Simplify Action
49
4.3.4
Steps to Promoting Seiton inside Cabinets
50
4.3.5
Steps to Promoting Seiton to toolboxes
51
4.3.6
Steps to Promoting Seiton to Screw Wagen
52
4.4
Implementation of Seiso (Sweep / Shine)
54
4.4.1
Method of Implementation
54
4.4.2
Seiso (Sweep/ Shine Action)
53
4.5
Implementation of Seiketsu (Standardize)
55
4.6
Implementation of Shitsuke (Sustain)
56
4.6.1
Method of Implementation
57
4.7
Implication of Implementing 5S
57
4.7.1
Implication of Implementing Seiri (Sort)
57
4.7.2
Implication of Implementing Seiton (Simplify)
58
4.8
Assessment Data
60
5.0
CONCLUSION AND RECOMMENDATION
64
5.1
Conclusion
64
5.2
Recommendation
65
66
REFERENCES
vii
LIST OF TABLE
3.1 (a) The Gantt Chart for FYP 1
30
3.1 (b) The Gantt Chart for FYP 2
31
3.3
5S’ Table to check the implementation level of 5S principle
35
3.4
5S promotion tools
39
4.2.3(a) Sorting Criteria
4.8(a)
42
Score of every pillar of 5S from July 2010 until March 2011
viii
60
LIST OF FIGURE
2.5.1 (a) An example of sorting criteria depends on the usage
of the thing
15
2.5.1 (b) The example of stocks card for inventory of office
Supplies
15
2.6 (a)
Example of 5S evaluation sheet
19
2.6 (b)
The philosophy of 5S
20
3.1 (a)
The process flow chart for FYP 1
27
3.1 (b)
The process flow chart for FYP 2
28
3.3
Implementation step of 5S
32
3.4
5S introduction steps
36
4.2.3(a) Sorting of documentation
43
4.2.4(a) Red Tag target
45
4.2.4(b) Red Tag card for Seiri
46
4.2.4(c)
Red Tag area for red tag stuff
46
4.3.1(a) Shadow board with assorted tools
47
4.3.3(a) Searching implication
49
4.3.4(a) All items are well placed in the cabinet
50
4.3.5(a) Designed a place in the tool kit
51
4.3.6(a) The Process Flow Chart Seiton for screw wagen
52
4.3.6(b) The old screw wagon (blue boxes) system
53
4.3.6(d) The old screw wagon (blue boxes) system
53
4.3.6(e)
The new screw wagon (blue boxes) system
ix
53
4.3.6(f)
The new screw wagon (blue boxes) system
4.4.2(a) Seiso’s tool area
53
56
4.8(a)
Graph of score versus month for Seiri (Sort)
60
4.8(b)
Graph of score versus month for Seiton (Simplify)
61
4.8(c)
Graph of score versus month for Seiso (Sweep)
61
4.8(d)
Graph of score versus month for Seiketsu (Standardize)
62
4.8(e)
Graph of score versus month for Shitsuke (Sustain)
62
4.8(f)
Bar chart of monthly average 5S score
63
4.8(g)
Radar chart of monthly average 5S score
63
x
LIST OF ABBREVIATIONS
AMT
-
Advanced Manufacturing Technologies
e.g.
-
Exempli gratia (for example)
et. al
-
Et alii (and others)
etc.
-
Et cetera (and other things)
FYP
-
Final Year Project
i.e.
-
Id est (it is)
ISO
-
International Organization for Standardization
JIT
-
Just-In-Time
Kg
-
Kilogram
PSM
-
Projek Sarjana Muda
SME
-
Small Medium Enterprise
TPS
-
Total Production System
TQM
-
Total Quality Management
UK
-
United Kingdom
USA
-
United State of America
xi
LIST OF ABBREVIATIONS
AMT
-
Advanced Manufacturing Technologies
e.g.
-
Exempli gratia (for example)
et. al
-
Et alii (and others)
etc.
-
Et cetera (and other things)
FYP
-
Final Year Project
i.e.
-
Id est (it is)
ISO
-
International Organization for Standardization
JIT
-
Just-In-Time
Kg
-
Kilogram
PSM
-
Projek Sarjana Muda
SME
-
Small Medium Enterprise
TPS
-
Total Production System
TQM
-
Total Quality Management
UK
-
United Kingdom
USA
-
United State of America
ix
CHAPTER 1
INTRODUCTION
1.1
Introduction
These chapter overall discuss the introduction of the 5-S implementation in the
Muehlbaeur Technologies Sdn. Bhd. In this part, the briefing of the background,
problem statement, objectives, scopes and the expected of the project are discussed.
1.2
Background of the Project
The 5-S framework was originally developed by just-in-time expert and international
consultant Hiroyuki Hirano. The 5S framework is an extension of Hirano's earlier
works on just-in-time production systems. The 5-Ss represent a simple "good
housekeeping" approach to improving the work environment.
In general, the 5S approach includes the controls the work floor conditions rather than
the worker's behavior. It is relatively inexpensive for the company to implement. It
makes the worker's job easier and safer. It promotes daily activity for continuous
improvement. It fosters efficiency and productivity while improving work flow. It
encourages a proactive approach that prevents problems and waste before they occur.
It provides a practical method for dealing with the real problems that workers face
every day. And it fits with a facility's other efforts, such as total preventive
maintenance, just-in-time manufacturing, pollution prevention, safety initiatives, and
lean manufacturing efforts.
1
The goal for this project is to let people realize about the importance of good
housekeeping, especially in manufacturing plan. Many people think that
housekeeping should be done by housewives at home, and cleaners at work. They do
not realize that they, too, play an important part in keeping their houses/workplaces
clean. More importantly, they do not know how much they can gain for themselves by
just practicing good housekeeping. Whether work in an office, the factory, the
warehouse, the laboratory or any other place, housekeeping is relevant to every
people.
Good housekeeping is important as it can create an environment in which even minor
abnormalities and mistakes will be obvious. Plus, it will produce an easily managed,
safer and more pleasant environment. In industry, a clean, well-ordered and attractive
work environment sets can help encourages tidy work habits in employees. It helps
reduce fatigue. It will promotes good worker-management relations. It also gives a lift
to morale, which is reflected in the quality of production and overall efficiency. It can
stimulates efforts to improve productivity through better use of people, space,
equipment, time and materials
Good housekeeping is also a good advertisement for every company. It is because
customers and clients will have more confidence in an organization when their works
is being carried out efficiently in clean, pleasant, well-ordered work surroundings.
Good housekeeping portray professionalism and efficiency to others. It can be
expected that the standards displayed in the environment will be reflected in the
product
The more important reason why good housekeeping matter is it makes the
undertaking a safer place to work in. Good housekeeping is a main factor in
preventing accidents. Majority of all work accidents are caused during the handling of
goods or materials, and by people falling, being hit by falling objects, or striking
against objects in the workplace. All these causes can be reduced by good
housekeeping practices. In fact, good housekeeping is the only cure for hundreds of
accidents that occur.
2
Typical examples of poor housekeeping that lead to these accidents are:
Excessive material, waste or chips in the working area.
Congested aisles.
Tools left on machines.
Waste containers overflowing.
Lockers and workrooms in disorder.
Acids in open containers.
Broken glass.
Electric leads or air lines across aisles.
Dirty light fittings, windows and skylights.
We can stop accidents through good housekeeping. Where housekeeping is bad, fire is
a constant hazard. It can be caused by many housekeeping problems, such as oilsoaked rags and clothing igniting from spontaneous combustion and many more. Poor
housekeeping can also lead to infestation by pests such as rodents and cockroaches
and create serious health risks.
1.3
Problem Statement
For a company to implement and practice good housekeeping, it cannot be
accomplished either casually or in a day or two. The whole company must take part in
order ensure the program is success.
According to Herbert (1943), in his opinion, good housekeeping comprises the
following elements (these are not necessarily in order of importance):
1. Men and machines should be so placed as to provide the easiest and most
efficient flow of production.
2. Operations should be so located that the health hazards, possibly associated
with one will not imperil workers on another task.
3. Structural and operational arrangements should be made to permit easy traffic
of men and materials within the plant.
3
4. Adequate space should be allotted for the storage of movable equipment and
tools not in current use.
5. A safe water supply and proper sewerage and sewage disposal facilities must
be provided.
6. Definite janitor service should be furnished for the regular cleaning of sanitary
facilities, locker and eating rooms, windows, lighting fixtures, and other parts
of the interior of the plant.
7. Proper maintenance of all equipment must be enforced; this will become a
relatively easy matter if the other items are carried out in a conscientious
manner.
1.4
Objective of the study
The objectives of this project are:
1. To study and identify problems at work area.
2. To implement 5-S practices among the employees.
3. To measure the improvement after implementing 5-S practices
1.5
Scope of the Project
This project will thoroughly focus on implementing 5-S in work area of Muehlbaeur
Technologies Sdn. Bhd. and indirectly improve the employees’ manners. This
condition will create win-win situation between employer and employees.
1.6
Outline of the Project
This report writing consists of three chapters for Final Year Project (FYP) 1. Chapter
1 is describes about introduction; which is includes the project background, problem
statement, objective of the project and scope for the project. Then in Chapter 2, it will
4
stress on the literature review of related issues and in Chapter 3, it will highlighted
more towards the methodology of the project.
For the next phase of Final Year Project, which is in FYP 2, it will cover three more
chapters. Chapter 4 is about the result and analysis of the implementations that have
been done, while in Chapter 5 content discussion by referring the whole
implementation processes and results. Lastly in Chapter 6, it will state the conclusion
and recommendation in order to improve the implementation process in next time.
5
CHAPTER 2
LITERATURE REVIEW
2.1
Introduction
This chapter will proceeds with referenced review from the relevant literature. It is
included the details related to the information and history which already done by other
people that involved in implementing 5S, previously. It also will explain about the
methodology and the philosophy for implementing 5S.
2.2
Introduction of 5S
5S initially based on the Japanese acronyms of seiri (organization), seiton (neatness),
seiso (cleaning), seiketsu (standardization) and shitsuke (discipline), is used as a
platform for developing an integrated management system by the parallel use of total
productive maintenance (TPM) (Bamber et al., 2000).
Osada (1991) refers to 5S as the five keys to a total quality environment. 5S is a
system to reduce waste and optimize productivity and quality through maintaining an
orderly workplace and using visual cues to achieve more consistent operational
results. The practice of 5S aims to embed the values of organization, neatness,
cleaning, standardization and discipline into the workplace basically in its existing
configuration, and it is typically the first lean method implemented by firms.
Kobayashi et al. (2008) make a distinction between 5S as a philosophy or way and 5S
as a technique or tool by comparing the frameworks provided by Osada (1991) and
Hirano (1995) respectively. From their study, they conclude that 5S tends to be
6
recognized as a philosophy in Japan, but in the other hand it is likely to be considered
as a technique or tool in the United Kingdom and United State of America. Osada
(1991) views 5S as a strategy for organizational development, learning and change,
whereas Hirano (1995) considers 5S to be an industrial formula that differentiates a
company from its competitors.
A common definition of 5S in the West is housekeeping (Becker, 2001; Chin and Pun,
2002; Ahmed and Hassan, 2003; Eckhardt, 2001). In the West both 5S and TPM are
sometimes disregarded or at least underutilized (Douglas, 2002). A framework of
applying 5S within a business (as appose to a personal philosophy of way of life) was
first formalized in the early 1980s by Takashi Osada (Ho et al., 1995).
The practice of 5S aims to embed the values of organization, neatness, cleaning,
standardization and discipline into the workplace (Osada, 1991). In Japan the 5S
practice was initiated in the manufacturing sector and then extended to other
industries and services sector. The Toyota Production System provides a well-known
example of 5S principles in practice, the early versions were based on 3-S this,
became 4-S (Ohno, 1988).
Boeing in the USA pursues 5S as a world-class strategy (Ansari and Modarress,
1997). Even with these prestigious and complex examples it appears that many
researchers and practitioners have difficulty going beyond the simplest 5S concept.
This is suggested by Hyland and others where they believe that Australian
manufacturing firms have only a basic perception of the importance and the
potentiality of 5S (Hyland et al., 2000). These authors found of ten continuous
improvement tools they investigated the usage and perceived importance of 5S was
lowly ranked.
Therefore, we can say that there is no consensus about the scope of 5S. Much of
Western literature still acknowledges 5S as housekeeping (Ahmed and Hassan, 2003;
Becker, 2001; Chin and Pun, 2002; Eckhardt, 2001). However, 5S is more frequently
framed in the “lean” philosophy (James-Moore and Gibbons, 1997; Hines et al., 2004;
Kumar et al., 2006), since it encourages workers to improve their working conditions
7