5 s - What is 5s? - Quality 5s Lean manufacturing
5s are called the working method developed in Japan that has for objective do the workplace be a friendly place, clean, organized, efficient, safe and stimulating.
The methodology of the 5s was developed in the 60's, due to the success achieved during successive years the methodology of the 5s has expanded and implemented in many organizations and businesses of all types, hospitals, banks, workshops, schools and even restaurants have successfully implemented the methodology of the 5s.
5s is named by the Japanese initials that describe each of the five stages that made up this methodology:
1s – Sort (Seiri) - remove unnecessary materials
2s – Set in order (Seiton) - Locate necessary materials
3s – Shine (Seiso) - Remove dirt
4s - Standarize (Seiketsu)
5s – Sustain (Shitsuke) - Supporting, continuous improvement
1S – Sort, remove unnecessary materials
The first S (Seiri) consist to identify, separate and remove all the things that are unnecessary in our daily work, during this first phase we examine carefully all materials, tools and equipment surrounding the job and will define if it´s necessary or not.
On numerous occasions we have duplicate or obsolete catalogs, documents and magazines, irreparable tools and machines, broken furniture, etc ... Who has not identified any storage room in the office? All the materials that we can identify that we will not use in the foreseeable future has to separate and identified, once grouped all these materials can sell, give away, throw...
Once we removed the unnecessary materials we will be able to generate an inventory of all materials, tools and equipment necessary for the job that is when we get the first S.
After successfully completing the first S we can observe that we have gained useful space in our workplace.
2S - Set in order, Locate necessary materials
The second S (Seiton) consist to identify the necessary and place / locate, the maximum of the second s is "a place for everything and everything in its place", we have to place the materials, tools and equipment indicating by visual way that the space is located is only intended for such material, once we use the material has to return to the location that we have previously defined, so that you can see easily its availability.
During the process of defining the location of the material we have to take into account concepts such as frequency of use, shape and weight, accessibility and ergonomics. The primary objective of the second s is the rapid visualization and identification of necessary materials, avoiding downtime and displacements in unnecessary searches.
Once successfully completed the second S we can observe that we have reduced the feeling of disorganization, getting a friendly job with all materials, tools and equipment always on hand.
3s – Shine, remove dirt
The third S (Seiso) consist to identify centers where it produce dirt and proceed to eliminate or minimize them as much as possible, centers of dirts as broken bulbs, spills, leaks, corners with buildup of dirt, etc ... Once identified it we analyze the ways and the means needs to remove it, for example the use spill trays allows us to collect all the products as paints, oils ... that spilled during handling, allowing not dirty the job and facilitate the collection and management of such waste.
Consider a dirty workplace decreases motivation, produce environmental and occupational hazards, gets a tremendously negative image to the outside and negatively affects the quality of our product and / or service. Therefore we must be participants of the daily cleaning of our workplace, all of this will identify in the document known as cleaning ranges.
After successfully completing the third S we can observe that we are working in a clean and friendly environment, finding better and more motivated, on the other hand remember that Is not cleaner than most clean, but that less dirty.
4s - Standarize
The fourth S (Seiketsu) consist to standardize and mark the location, stock levels and / or operating ranges of previously identified materials in order to be able detect easily any anomalies that may affect our job.
The marks and signals can be done by visual elements such color coding (green, yellow, red), reminder cards, electronic indicators, etc ... You can also use acoustic and digital signals which are automatically interpreted by computers.
Using these signals will allow early detection of possible anomalies that may affect our work, reducing downtime for non-stock materials, search tools, documents used by other people, quality defects caused by improper working of the machines, etc ...
Once successfully completed the fourth S we can observe a glance as we control the entire process taking place in our workplace.
5s – Sustain, continuous improvement
The fifth and final S (Shitsuke) consist to do a series of planned audits in time which aims to maintain the benefits made with the previously 4s, building a habit and discipline on this methodology, as well as continuous improvement in our job.
Once successfully reach and maintain over time the 5's we can observe that we have gained useful working space, have reduced stocks of materials and tools, we have eliminated downtime in search, machine failures, etc ... we have reduced risks of accidents, we have increased the quality of our work, in short we can say that in the end we created a nice job with which we are committed.
As you have seen the theoretical basis of the methodology of the 5s is simple, the success of a good implementation and maintenance of this methodology lies in the involvement of all staff of the organization, from top management to the people who run work directly, through the chain of command established in the organization.
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