JOURNEY TOWARDS EXCELLENCE

WINSOME GROUP
EXCELLENCE

▪ Every morning in Africa, a Dear wakes up; it knows it must run faster
than the fastest lion or it will be killed
▪ Every morning in Africa, a Lion wakes up; it knows it must outrun the
slowest Deer or it will starve to death
▪ It doesn't matter whether you are a Lion or a Deer when the sun
comes up, you had better be running
APPROACH
• Sweet Fruits: Innovation
or Design change

• Bulk of Fruits: Process

Improvement Projects

• Low Hanging fruit: Basic

Improvement Projects

• Ground Fruits: Logic and

Intuition or Just Do It
APPROACH

WESTERN MODELS EASTERN MODELS

• W Edwards •5S
Deming • 7 QC Tools
• Joseph M Juran • New 7 Tools
• Phil Crosby • Quality Circles
• Walter Shewhart • Kaizen
• Value Engineering • Poka Yoke
• 6σ • TPM
• Just-In Time
W EDWARDS DEMING – THE DEMING WHEEL

Act Plan

Check Do
5S

Is a systematic approach to workplace organization and

housekeeping. Encouraging ownership and self discipline to
sustain and further develop working practices.

Objective:
▪ Remove waste from work place
▪ Increase quality
▪ Provide an environment where continuous improvement is embraced
▪ Improve safety
▪ Makes abnormalities immediately visible

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BENEFITS OF 5S IMPLEMENTATION

▪ Workplace becomes cleaner and better organized

▪ Shop-floor and office operation becomes safer
▪ Visible results enhance the generation of more and better ideas
▪ Lead-time reduced
▪ Changeover time reduced by streamlining operations
▪ Breakdowns and minor stops eliminated on production lines
▪ Defects reduced by mistake proofing
▪ Clear methods and standards are established
▪ In-process inventory is reduced
▪ Space usage is improved
▪ Customer complaints are reduced

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5 'S': WORK PLACE ORGANIZING

Seiri Seiton Seiso Seiketsu Shitsuke

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SORT
Description: The first ‘S’ focuses on eliminating unnecessary items in the workplace.

▪ What is needed
▪ Amount needed and
▪ When it is needed

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SORT: IMPLEMENTATION STEPS

Step 1: Launch the Red-Tag Project

Step 2: Identify the Red-Tag

Step 3: Set Red-Tag Criteria

▪ Is it useful ?

▪ How often is it needed ?

▪ How much is needed ?

Step 4 : Attach the Tag.

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SORT: IMPLEMENTATION STEPS

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SORT: IMPLEMENTATION STEPS
Step 5 : Evaluate Red-Tagged Items.

Unnecessary Items Required Action

Items having no value Throw away

and easy to dispose immediately

Items having Look for buyer who

some sale value offers the best price

Items having no value Work out the least costly

and their disposal is costly and safest way for disposal

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SORT: IMPLEMENTATION STEPS

Step 6 : Document the Results of Red-Tagging.

Results must be logged for accounting purposes so that the organization

can measure the improvements and savings realized through the process.

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SET IN ORDER

“A place for everything and everything in it’s place”

Label & Sign, Paint & Tape, Tool Outline

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SET IN ORDER: IMPLEMENTATION STEPS

“A place for everything and everything in it’s place”

Necessary Items Required Action

Must be placed near

Items frequently used
the point of use

Can be placed
Items sometime used
further away

Items not used at all Must be stored separately

but must be kept with clear identification

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SET IN ORDER: IMPLEMENTATION STEPS
▪ Mark reference materials with an oblique line to detect disorder from a
distance.

▪ Put names and numbers on all jigs & tools and materials.

▪ Store tools beside the machine with which they will be used according
to sequence of work operations.

▪ Organize files and store using color code to make it easy to identify
materials at a glance.

▪ Store similar items together.

▪ Store different items in separate rows.

▪ Do not stack items together, use rack or shelf.

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SET IN ORDER: IMPLEMENTATION STEPS

▪ Use small bins to organize small items.

▪ Use color for quick identification of items.

▪ Label clearly each item and its storage area (Visual Control)

▪ Use see-through cover for better visibility.

▪ Use specially designed carts to organize tools, jigs and measuring

devices that are needed for each particular machine.

▪ Create tool boards.

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SET IN ORDER: EXAMPLE

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SET IN ORDER: EXAMPLE

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SET IN ORDER: POTENTIAL IMPACTS

▪ Items easily returned to its designated location after

use.

▪ Required items easily located, stored and retrieved.

▪ First-In First-Out (FIFO) is practiced.

▪ Retrieval time is reduced.

▪ Right Item, Right Place, Right Quantity and Right

Method (4R) are in place.

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SHINE

The third S stresses on cleanliness because it ensures a more

comfortable and safer workplace, as well as better visibility, which
reduces retrieval time and ensures higher quality work, product or
service

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SHINE: IMPLEMENTATION STEPS

Step 1: Delegate Cleaning Assignments.

▪ 5S Zones

▪ 5S Schedules

Step 2: Determine What is to be Cleaned.

▪ Develop targets and categories them for ease of use.

Step 3: Determine the Methods to be Used

▪ Decide on the tools and materials required and what is to be cleaned in

each area.

Step 4: Prepare the Cleaning Tools and Materials

▪ Set up cleaning tools and the required materials in such a manner so that they are easily
retrieved for use.

Step 5: Implement Cleanliness

▪ All equipment malfunction or defects must be fixed or reconditioned.

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STANDARDIZE

The continued employment of the 3S will ensure a high standard

of workplace organization

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STANDARDIZE: IMPLEMENTATION STEPS

Standardize creates a system of tasks and procedures that will ensure that
the principles of 5S are performed on a daily basis.

– Determine standard procedures and make them visible

– Designate standard colors, shapes, and symbols to be

associated with standard procedures

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 STANDARDIZE: IMPLEMENTATION STEPS

Implement the rules by which the first 3S's are performed and maintained.
– Standardize Red tag procedures and Red tag holding
Sort
area rules

Set in – Standardize location, number and position of all items

Order (standardize colors, shapes, symbols, etc.)
● Make temporary lines, signs, and labels permanent
– Standardize cleaning schedules and procedures
Shine
– Standardize work procedures and make visible

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STANDARDIZE: POTENTIAL IMPACTS

▪ Better workplace standards.

▪ Better Visual Control Systems.

▪ Establishment of Rules and Standard Operation Procedure (SOP)

▪ Information sharing on required standards.

▪ Improvement in operation and work-flow.

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SUSTAIN

The fifth S is to make it a habit of maintaining the momentum of the previous

four S to ensure sustainability of the system and to make further improvement by
encouraging effective use of P-D-C-A Cycle.

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SUSTAIN: IMPLEMENTATION

▪ Build awareness of the importance of 5S through retraining.

▪ Use techniques / approaches / strategies to sustain activities.

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SUSTAIN: POTENTIAL IMPACTS

▪ Compliance to workplace rules.

▪ Team spirit and discipline are developed.

▪ The ‘Kaizen’ mentality is inculcated in the employees.

▪ Adoption of best practices.

▪ Enhance operation effectiveness in a better working environment

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 Thanks

Improvement Cell

Winsome Group

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