Enhancement in Productivity

by Integration of 5S Methodology
and Time and Motion Study

Rushank Sangani and Vijaya Kumar N. Kottur

Abstract In the revolutionary age of technology and emergence of global markets,

where the customers demand for quality products at a cheaper price, manufacturing
sectors need to constantly accelerate their productivity processes by adopting various
industrial engineering techniques and lean manufacturing methods. 5S methodology
is the foundation step of lean manufacturing system. The domino effects of adopting
5S methodology are organized work areas, standardization, easy sorting of materials,
and higher efficiency by reducing waste. The other aspect, time and motion study,
helps us to escalate from actual work rate to optimal work rate by keeping in mind
the worker’s psychology. Time and motion study helps us to understand the prob-
lem of low productivity and rectify it. It results in cost minimization, elimination of
unessential processes, safe working conditions, and conducive work environment.
One of the main challenges, in adopting these methods, is application of these meth-
ods by the operational team on a daily basis. A systematic combination of the above
methods gives the manufacturer a high productivity in the longer run and an edge
over his competitors.

Keywords 5S methodology · Lean manufacturing · Time and motion study

Industrial engineering techniques

1 Introduction

Manufacturing sectors are fast-flowing industries which require constant improve-

ments in the fabrication processes, innovation in assembly line, modified supply chain
systems, lean processes that reduce waste, and specialized logistics department which
functions effectively. In the current scenario, the manufacturing industries are not
utilizing the fullest of their abilities as they are grasping to catch up with the demands

R. Sangani (B) · V. K. N. Kottur

Mechanical Engineering Department, D. J. Sanghvi College of Engineering,
Mumbai 400056, India
e-mail: rushanksangani@gmail.com

© Springer Nature Singapore Pte Ltd. 2019 541

H. Vasudevan et al. (eds.), Proceedings of International Conference on Intelligent
Manufacturing and Automation, Lecture Notes in Mechanical Engineering,
https://doi.org/10.1007/978-981-13-2490-1_50
542 R. Sangani and K. N. Vijayakumar

of the market. To provide a regularity in the processes for a longer term and to have
an increase in the output of the processes, we have integrated 5S methodology along
with time and motion study. 5S methodology first originated in Japan by Hiroyuki
Hirano. It is one of the methods of lean manufacturing, which focuses on organiz-
ing, keeping the area clean, standardizing. 5S methodology gets its name from the
five Japanese words: Seiri, Seiton, Seiso, Seiketsu, and Shitsuke. They mean sort,
set in order, shine, standardize, and sustain, respectively. The 5S technique is also
considered as “Kaizen” which means “change for the better.” Time and motion study
was developed and refined by Frederick W. Taylor and his followers which were to
determine the “correct time” it takes for a certain task.
The purpose of this paper is to do a small change in a big way by application
of 5S and time and motion simultaneously at a grassroots level and measure the
changes in the working environment after a certain period. With the integration of
the two processes on a daily basis increases, there is an increase in efficiency of the
manufacturing plant and workers’ safety is prioritized.

1.1 Problem Statement

After the research conducted by Lean Enterprise Research Centre (LERC), UK, it
was concluded that for any manufacturing company the ratio of activity is broken
down as value-added activity-5%, non-value added(waste)-60%, and necessary non-
value added 35% [1]. The results of this research help us to infer that about 60% of the
activity at a manufacturing plant can be eliminated [1]. Many businesses have been
trying to adopt value-added production system, i.e., adding maximum value while
minimizing waste in all production and support area processes. Global companies
like BMW have implemented value-added production and support area processes
in their companies to maintain flexibility throughout their production processes and
improving their productivity and efficiency [2]. The impact of value-added produc-
tion at BMW is that it has seen an increase of 25% improvement of the operating
cost structure, totaling more than 225 million [2]. Therefore to overcome industrial
barriers at a general manufacturing plant, we have adopted the 5S method and time
and motion study.

2 5S—The Method

2.1 5S—The Process

1. Sort (Seiri): Sorting is the first step of 5S technique, removing all the unneeded
items from the shop floor. A red tag is attached to junk items in the workplace.
Enhancement in Productivity by Integration of 5S … 543

These items are stored temporarily in an area until further action is taken over
them.
2. Set in Order (Seiton): Advantages of this process include clear visibility and
identification of missteps. To implement the set in order exercise “2-bin storage
system” can be implemented. Figure 1 shows “2-bin storage system” which has
been depicted for setting the washers in the order of their sizes at a large-scale
automobile industry.
3. Shine (Seizo): This stage of 5S exercise is termed as shine or sweep stage to
eliminate the root cause of waste, dirt, and damage as well as clean up the
workstation.
4. Standardize (Seiketsu): This stage maintains continuous activities in all areas
shift by shift and crew by crew. Therefore, we make use of Kaoru Ishikawa’s
fishbone diagram of 5M’s which allows operational teams to develop their own
standards. The 5M’s of Ishikawa’s fishbone are manpower, methods, materials,
machines, and measurements.
5. Sustain (Shitsuke): The benefits of the above four phases will be achieved and can
be measured. However, without the cooperation, self-discipline of the operational
team at the plant, this cannot be achieved. Continuous efforts should be taken
and with continuous dedication, the work should be maintained.

Fig. 1 2-bin storage system

544 R. Sangani and K. N. Vijayakumar

2.2 Implementation of 5S

1. Guidelines for practicing sort—The basic steps that are involved in creating a
successful red-tagging process begins with introducing the red-tag strategy for
creating, holding areas, and planning the disposal of unwanted items. Second,
the specific types of items needed for sorting in work areas are identified and
followed by determining the items necessary for the processes. Next, the red
tag is attached, and methods needed to discard unwanted items are enforced.
Lastly, the results of the process are documented which summarizes cost savings
and improvements achieved. Unnecessary items identified after applying red-
tag strategy are disposed in an eco-friendly way. Items after the process are
sold at the best selling price in the market. Potential impacts of the processes are
identification and segregation of items, elimination of unwanted items, improved
work environment, and maximum utilization of workspace.
2. Guidelines for practicing set in order—It emphasizes effective storage and safety
that gradually improves the appearance of the workplace. Set in order begins with
introducing names and number on all jigs and tools. The tools that are to be used
according to the work operations are stored next to the machine. Any important
step is to mark the materials with an oblique line to detect disorder from a distance.
Next, slots based on sizes of tools or materials are created and stored. The 2-bin
storage system is then implemented, and tool boards are appropriately managed.
Potential impacts of this process: Items return to their own address after use, use
of first-in–first-out (FIFO) is increased; retrieval time is reduced.
3. Guidelines for practicing shine—Shine ensures a safer, comfortable, and appeal-
ing workplace. Steps involved in implementing shine include allocation of clean-
ing assignments to the employees, setting targets on daily basis, determining what
needs to be cleaned in specific amount of time, and the methods to keep the area
clean. Faulty and defective machines (equipment) should be repaired. Poten-
tial impact of this process: quality products, safe workplace, clear visibility and
reduction in retrieval time, economy in cost, and positive impact on inspection
officers.
4. Guidelines for practicing standardize—The operation unit must finalize the pro-
cedures and maintain a checklist of daily routine practices. The checklist includes
the name of the person responsible for the job, what are the prerequisite to get
the desired results, actions to be implemented to maintain appropriate standards.
These procedures must be followed daily at the workplace. Potential impacts of
this process are clear visibility of signposts, determining procedure, and improved
operations.
5. Guidelines for practicing sustain—This process maintains the flow and momen-
tum of all the previous 4S’ and ensures sustainability. This includes planning,
performance, quality check, and actions needed to maintain the consistency in
quality procedures. Potential impacts: ideal work practices, effective work envi-
ronment, better interpersonal relationship, spirit of unity, and feeling of belong-
ingness.
Enhancement in Productivity by Integration of 5S … 545

3 Time and Motion

Motion and time study is considered to be the backbone of industrial engineering,

industrial technology, and industrial management programs because the information
that time studies generate affect many areas including the following:
(1) Cost estimating,
(2) Production and inventory control,
(3) Plant layout,
(4) Materials and processes,
(5) Quality,
(6) Safety.
In an organization which operates without time standards, 60% of performance is
typical. When time standards are set, performance improves to an average of 85%.
This is a 42% increase in performance.
85% − 60 %
 42% performance increase.
60%
Incentive systems can improve performance even further. It averages 120% that
is another 42% increase in performance [3].
120% − 85%
 42% performance increase
85%
The above results infer that a manufacturing plant with no time and motion stan-
dards averages 60% performance, with time and motion standards averages 85%
performance, with incentive systems averages 120% performance [3].

3.1 Implementation of Time and Motion Study

To move forward with implementation of this study, it is important to consider the

factory parameters like number of orders in a day, amount of operations involved
for manufacturing the product, time for fabrication–assembling–logistics in a day’s
time. Keeping these parameters in mind, the time and motion form sheet is made.
Table below shows the time and motion form sheet that has been designed for a
mass production plant of a company which manufactures four-wheeler vehicle.
Assembly Line Analysis using Time and Motion Study
After the chassis has been manufactured by the fabrication department, it is passed
forward to the assembly line where the major components of the vehicle are fitted.
The time taken by various processes in the assembly department has been noted,
and later they are compared with the average time taken by an average worker and
546 R. Sangani and K. N. Vijayakumar

results are inferred. This gives us an idea about how much time has been wasted in
the process and areas which need to be improved. Time and motion study for various
activities in the assembly line has been performed and for demonstration purpose
few of them have been explained below.

(1) LEAF SPRING FITTING

Short coming: (1) No tool, (2) No replacement tools, (3) Unavailability of lifting tool, (4) Minor parts at a
distance, (5) Unorganised desk, (6) Unusual breaks, (7) Raw material unavailable, (8) Less space,
(9) No supervision
FATIGUE FACTOR
TIME STUDY TOP SHEET
Operators
Factory: Date: Bhoir-P

Work Station: |Leaf Spring Fitting Time: Sunil-C

Product Name: Heavy Vehicles Product Studied by:
Model No: Rushank Narine-P
Supervisor:
Unit of measure: minutes Jayesh Patil
Time
Time st: Time fin: Elapsed:

Done Reading 1 2 3 4 5Short fall

ELEMENTS by >>
(1) Initially pick up the leaf
springs and place it on a hand
wheel and bring them near the
chassis. 2 1 1
Before attaching leaf
spring, shackle plate is
inserted on the chassis &
connected with leaf spring. 1 1 1
(2) Shackle bolts are picked
up and grease nipple is applied
over them 1 3 3
(3) On the rear side 2 shackle
bolts are inserted & leaf
springs are aligned properly
with the chassis. 1 1 1
(4) Over the rear side 2 No tools
shackle bolts, insert and available for
tighten 2nyloc nuts. 2 2 2 Bolts-5min
(5) For the front side
attachment of the leaf spring a
single shackle bolt is inserted
and Nyloc Nut is inserted and
tightened. 2 2 3
Work stopped
(4) Same process is carried out due to absence of
to fit other 3 leaf springs leaf springs for 1
6 5 5 week
(5) After all the above
activities, 12 Nyloc Nuts, 12
Shackle Bolts are tightened
properly with Nut Runner. 3 2 4

18 17 20
Enhancement in Productivity by Integration of 5S … 547

(2) GEARBOX ASSEMBLY

Short coming: (1) No tool, (2) No replacement tools, (3)Unavailability of lifting tool, (4) Minor parts at a
distance, (5) Unorganised desk, (6) Unusual breaks, (7) Raw material unavailable, (8) Space less,
(9) No supervision
FATIGUE FACTOR
TIME STUDY TOP SHEET
Operators:
Factory: Date: Shaam
Work Station: | Gear Box Assembly Time: Shaam
Product Name: Heavy Vehicles Studied by:
Product Model No: Rushank Shaam
Supervisor:
Unit of measure: minutes Jayesh Patil Shaam
Time st: Time fin: Time Elapsed: Shaam
Done Reading
1 2 3 4 5 Short fall
ELEMENTS by >>
Initially bring the gear box top
and bottom housing, gearbox 2 3 2 2 2
mounting bracket on the
working table.
Use a tapper roller bearing.
Remove only the cone and
press fit in both top and bottom
housing 3 3 3 3 4
Take the output shaft helical
gear key. Insert washer at plane
end of output shaft keep key in
the keyway and press. Insert
washer (FW3168415). Press
taper roller bearing on both the 6. Unusual Break-
ends of the output shaft. 8 6 7 8 8 Time lost: 10min
Press the bearing at both ends
of the helical shaft. 2 1 1 1 1
The top and
On bottom and rear housing
bottom housing
Re-Tapping is performed by
are not properly
the worker.
3 6 6 5 6 finished
Take bottom gear box housing
which is already cone pressed
and hold it in a bench vice. Put Filling is
pressed output shaft in the gear performed on rear
box bottom housing which is and top housing
pressed in the cone closed side for proper
after applying grease. 3 2 1 4 2 finishing- 6min
Insert the pressed helical pinion
shaft at open end of the gear
box bottom housing 1 1 1 1 2
Fit the dowel pins on both
the machined surface of the
gearbox top and bottom
housing 2 2 1 3 3
Apply shaloc on both the
machined surface of top and Unusual
bottom gear box housing 1 1 2 2 2 Break17min
Keep top housing on bottom
housing then hammer it and fit
with allen cap
screw(51108035-6nos) with
spring washer 5 6 4 7 5
548 R. Sangani and K. N. Vijayakumar

Apply shaloc on input end

cover and also on the surface 4 5 8 6 5
where the input cover will be
fitting on top housing. Fit it
with hex bolts and spring
washers.
Press the oil seal in output end
cover. Apply shaloc on output
end cover and on gear box top
housing where the output cover
will be fitting. Fit the hex bolts
and spring washers. 7 7 8 7 5
Fit the output flange on the free
end of output shaft with key
and grub screw and pour a drop
on lock tightener on grub
screw. 4 6 6 3 8
Release the gearbox from the
bench vice and hold it in
reverse direction. Press oil seal
on the machined surface and
apply shaloc. 3 2 3 2 2
Keep the gearbox motor
mounting bracket
(FW3168403) on the gearbox
bottom housing at the free end
of helical pinion shaft. Fit the
hex bolt (M10X25-3) and
spring washer. 8 7 8 8 7
Fit the love joy coupling on the
free end of helical pinion shaft
with key and allen grub screw.
Pour one drop of lock tighener
on the grub screw. 2 4 3 5 3
Release the gearbox from the
bench vice and keep it on the
working table. Fit the level
plug at side of middle on top
housing. 2 2 2 2 2
60 64 66 69 67
Enhancement in Productivity by Integration of 5S … 549

3.2 Results and Discussion About Time and Motion

OUTCOME OF TIME AND MOTION STUDY AT JOST’S ENGINEERING COM-

PANY LIMITED

Sr. Activity name (min) Ideal time (min) Average time (min) Unnecessary time
No. (min)
1 Leaf spring fitting 10 18 8
2 Shock absorber fitting 10 12.33 2.33
3 Front axle assembly 40 43.33 3.33
4 Front axle fitting 16 16 0
5 Differential fitting 15 18 3
6 Front and rear wheel 16 21.33 5.33
fitting
7 GearBox assembly 45 63.33 18.33
8 Motor and GearBox 15 16.67 1.67
fitting
9 Propeller shaft fitment 19 25.33 6.33
10 Steering GearBox 15 17.66 2.66
assembly
11 Brake shaft fitment 25 31.33 6.33
12 Brake piping 55 60.67 6.7
13 Platform fitting 40 44.66 4.67

4 Conclusion

Various results of 5S demonstrate that a small change adopted in the right direction,
increases productivity along with better working conditions and workers safety is
kept in mind. The outcome of time and motion study at a large-scale factory includes
the unavailability of nuts and bolts of the required sizes and unavailability of leaf
spring material which causes a delay in the assembly line. Analyzing the outcome
of time and motion study, we infer that the company should hire a supervisor who
will be the link between material handling department and assembly department; this
will ensure that product material does not run out of stock. Trolley system should be
adopted at various workstations, which will contain all the components and tools of
various sizes. This will increase the productivity and reduce the strain on workers.
550 R. Sangani and K. N. Vijayakumar

References

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of Scientific & technology Research Vol 4, Issue 4, pp. 180–187. April 2015.
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added-production-system.
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ISBN 0-13-140650-7. ©2007 Pearson Education, Inc., Upper Saddle River, NJ.