5S METHODOLOGY

With the ever changing economic climate, many organizations are periodically
adjusting their resources to align with business strategy. This often results in the need to
achieve more workwith fewer resources. In order to remain successful, businesses must
become more efficient, reduce waste and thereby reduce cost. We must find ways to do
what we are currently doing in less time and at a lower cost. One way we can
accomplish this is through the use of 5S Principles. The 5S Principles are very effective
at identifying and eliminating waste and increasing efficiency. There is a lot of
information about 5S and how it came to be. The popular belief is that the Japanese
invented the 5S Methodology because the letter “S” stands for five Japanese words, that
when translated to roman script, start with the letter “S”. In actuality, the principles
within 5S were being utilized decades before by Mr. Henry Ford. Ithas been reported
that prior to 1920, Mr. Ford was using CANDO in his manufacturingprocesses. The
acronym CANDO stands for Cleaning up, Arranging, Neatness, Discipline and
Ongoing improvement. In the 1950s, representatives from Toyota visited the Ford
facilities to be trained in automotive mass production methods. The Japanese later
adapted the CANDO methods and applied them in their production facilities. Some
commonly used words describing the steps in 5S are Sort, Set, Shine, Standardize and
Sustain. Throughout different companies, various words are used that have similar
meanings. No matter what specific words are used to identify the steps in 5S, the
purpose remains the same: create a clean, organized and efficient work environment.
One of the methods of determining an organizations approach to its business is to
evaluate its workplace organization capability & visual management standards. 55
engages people through the use of 'Standards' and 'Discipline. It is not just about
housekeeping, but concentrating on maintaining the standards & discipline to manage
the organization - all achieved by upholding & showing respect for the workplace every
day.
5S Technique

5S is a technique that results in a well-organized workplace complete with visual

controls and order. It's an environment that has "a place for everything and everything
in its place, when you need if 55 produces a workplace that's clean, uncluttered, safe
and organized. People become empowered, engaged and spirited. As the workplace
begins to "speak", by linking people and processes, product begins to flow at the
drumbeat of the Customer.

The 5S's stand for5 Japanese words that constitute good housekeeping. They are:

1. SORT (SEIRI)
2. SET IN ORDER (SEITON)
3. SHINE (SEISO)
4. STANDARDIZE (SEIKETSU)
5. SUSTAIN (SHITSUKE)
SORT
Remove from the workplace all items that are not needed for current production (or
office) operation. Sorting means leaving only the bare necessities. When in doubt,
throw it away.

● Make work easier by eliminating obstacles.

● Reduce chances of being disturbed with unnecessary faces.
● Prevent accumulation of unnecessary items.
● Evaluate necessary items with regard to cost or other factors.
● Remove all parts or tools that are not in use
● Segregate unwanted material from the workplace.
● Define Red-Tag area to place unnecessary items that cannot immediately be
disposed of. Dispose of these items when possible.
● Need fully skilled supervisor for checking on a regular basis
● Waste removal.
● Make clear all working floor except using material.
SET IN ORDER
Arranging needed items so that they are readily accessible and labeled so that anyone
can find them or put them away.

● Arrange all necessary items so that they can be easily selected for use.
● Prevent loss and waste of time by arranging work station in such a way that all
tooling/equipment is in close proximity.
● Make it easy to find and pick up necessary items.
● Make workflow smooth and easy.
● All of the above work should be done on a regular basis.
● Maintain safety.
● Place components according to their uses, with the frequently used components
being nearest to the work place.
SHINE
Sweep and clean the work area. The key purpose is to keep everything in top condition
so that when someone needs to use something, it is ready to be used. Cleaning a work
area produces and opportunity to visually inspect equipment, tooling, materials and
work conditions.

● Clean your workplace on daily basis completely or set cleaning frequency

● Use cleaning as inspection.
● Prevent machinery and equipment deterioration.
● Keep workplace safe and easy to work.
● Keep workplace clean and pleasing to work in.
● When in place, anyone not familiar to the environment must be able to detect
any problems within 50 feet in 5 sees
STANDARDIZE
Standardize whatever has been achieved so far using the first three pillars. Making it a
part of the daily routine and setting aside time to sort, set in order, and shine repeatedly.

● Standardize the best practices in the work area.

● Maintain high standards in workplace organization at all times.
● Maintain orderliness. Maintain everything in order and according to its
standard.
● Everything in its right place.
● Every process has a standard.
SUSTAIN
Sustaining is maintaining the clean and organized work environment over a long period
of time to enhance productivity.

● Not harmful to anyone.

● Also translates as "do without being told".
● Perform regular audits.
● Training and discipline.
● Training is goal-oriented process. Its resulting feedback is necessary monthly.
● Self-discipline
● To maintain proper order
 IMPLICATIONS FOR ENVIRONMENTAL
PERFORMANCE

POTENTIAL BENEFITS:

Painting the machines and the equipment light colors and cleaning the windows, often
done under the Shine pillar, decreases energy needs associated with lighting.

Painting and cleaning makes it easier for workers to notice spills or leaks quickly,
thereby decreasing spill response. This can significantly reduce waste generation from
spills and clean-up.

The removal of obstacles and the marking of main thoroughfares decreases the
potential of accidents that could lead to spills and associated hazardous waste
generation (e.g., spilled material, absorbent pads and clean up materials).

Regular cleaning, as part of the Shine pillar, decreases the accumulation of cuttings,
shavings, dirt, and other substances that can contaminate production processes and
result in defects. Reduction in defects has significant environmental benefits (e.g.,
avoided materials, wastes, and energy needed to produce the defective output; avoided
need to dispose of defective output).

5S implementation can significantly reduce the square footage needed for operations by
organizing and disposing of unused equipment and supplies. Less storage space
decreases energy needed to heat and light the space.

Organizing equipment, parts, and materials so they are easy to find can significantly
reduce unneeded consumption. Employees are more likely to finish one batch of
chemicals or materials before opening or ordering more, resulting in less chemicals or
materials expiring and needing disposal.
5S visual cues (e.g., signs, placards, scoreboards, laminated procedures in workstations)
can be used to raise employee understanding of proper waste handling and management
procedures, as well as workplace hazards and appropriate emergency response
procedures. 5S techniques can be used to improve labeling of hazardous materials and
wastes. In addition, environmental procedures often are separate from operating
procedures, and they are not easily accessible to the workstation. 5S implementation
often result is easy to read, laminated procedures located in workstations. Integration
with 5S visual cues and operating procedures can improve employee environmental
management.

POTENTIAL SHORTCOMINGS:

Regularly painting and cleaning machines and equipment could lead to increased use of
paints and cleaning supplies. Paints and cleaning supplies may contain solvents and/or
chemicals that can result in air emissions or increased waste generation.

Disposing of unneeded equipment and supplies creates a short-term surge in waste

generation. In some cases, there may be unlabeled wastes that could be hazardous.
Failure to involve environmental personnel in waste handling could result in some
wastes being disposed improperly or in lost opportunities for reclamation or recycling.

The output of engineering and design in a lean enterprise is information, the theory
behind using 5S here is "Dirty, cluttered, or damaged surfaces attract the eye, which
spends a fraction of a second trying to pull useful information from them every time we
glance past. Old equipment hides the new equipment from the eye and forces people to
ask which to use".
 CONCLUSION
This strategy is new in the civil industry. This system is effective than the existing
methods that are by and by use in development part. Work examining result are
demonstrating impressive figure as a contrast with standard day by day efficiency. This
sort of circumstance can help perform proficient working. Chiefs can without much of
a stretch distinguish helpfully and squandered beneficial time alongside the primary
driver. Time-motion study to remove any kind of waste, and creation of overall better
work environment for everyone through 5S.

The 5S methodology application in University organizations provides a basis to create

an organization culture and start working with continuous improvement criteria. This
applies both in the processes related to the students learning, and in the teaching and
non-teaching activities. The new culture has resulted in an improvement of the working
environment and an increase in the motivation of the staff involved.

Laboratories have become industrial laboratories, adapting to the conditions of security

and organization that are routinely used in the metalworking industry. Learning, control
and maintenance of the involved resource activities are performed in less time and with
a considerable decrease in the cost, with an increase in available space dedicated to the
equipment. This results in an increase in the degree of com- pliance with established
practice programmes and a decrease in the practices preparation time, maintenance
costs, the anomalies identification time and the accident rate.

Because of the 5S methodology implementation success in the pilot laboratories, its

implementation in other laboratories and other university services is justified. On the
other hand, a natural consequence of the introduction of the 5S methodology is the
systematic risks reduction. The concept 'zero accidents and injuries' becomes viable
when the accident pre- vention, risk identification and elimination is an integral part of
the 5S programme.
To ensure that all personnel involved in the 5S implementation are sensitive to safety in
the workplace, there is the possibility to extend the scope of the 5S methodology to one
more S-safety.

A clean workplace, well-organized and with visual indications of risks, is a safe

workplace. The boards and labels installation allows workers to know at all times what
the potential risks are. Future work will discuss the methodology implementation pro-
cess in other environments, as well as the adaptation of the 5S methodology with safety
as the 6th S.