Demonstrate that by applying 5S principles it is possible to reduce search time by several times. In this case numbers.

Formulation of the problem

On a sheet of white A4 paper there will be numbers from 1 to 80 of different sizes.

You need to find and cross each number in ascending order from 1 to 50. That is. found the number 1 - crossed it out, found the number 2 - crossed it out, etc. up to number 50.

The game consists of 4 rounds.

Each round is given 30 seconds to complete.

Before each round, each participant is given an A4 sheet with numbers depicted. See below. The participant must NOT see the drawing before the start of the round.

After each round, the results of the round are summed up (the number of crossed out numbers in 30 seconds) and after that the next improvement is made according to the 5S system.

1S - Sorting,
2S - Maintaining order,
3S – Cleanliness (not modeled),
4 S – Standardization,
5S – Improvement (not modeled).

Description of rounds

Round #1. Search before application 5S.
On the A4 sheet, numbers from 1 to 80 are arranged in a chaotic order. There is no sorting or marking.

Round #2. 1S - Sorting.
Numbers from 51 to 80 have been removed. The remaining numbers from 1 to 50 are arranged in a chaotic order.

Round #3. 2S - Tidying up
The sheet is divided into 9 equal squares. Numbers from 1 to 50 are arranged sequentially from left to right, from top to bottom. Those. number 1 - in the upper left square, 2 - in the upper middle, 3 - in the upper right, 4 - in the middle left, etc.

Round #4. 4S - Standardization
A table of 10 x 5 lines is drawn on the sheet.
Each number from 1 to 50 is located in its own square.

After the end of each round, the presenter collects data on the results and approximately determines the minimum, average and maximum number of numbers that the participants managed to mark. The results after each round are recorded in the graph.

The game was created based on materials from the Massachusetts Institute of Technology (MIT, Massachusetts Institute of Technology)

In our company you can go through.

The 5s system is a comprehensive methodology for improving the production process by optimizing five interconnected stages, assembled as a complete system in Japan at the end of the 20th century. The name of each stage in Japanese begins with the letter “s”.

But in the Russian language, analogues corresponding to these names are selected for the letter “s”, so the literature often uses the adapted “Russian” name of the lean production method - System 5C, where:

• 1C – Sort – Seiri (Seiri).
• 2C – Keep order – Seiton (Seiton).
• 3C – Keep it clean – Seisō (Seiso).
• 4C – Standardize – Seiketsu (Seiketsu).
• 5C – Improve (or Self-discipline) – Shitsuke.

There is also an adaptation for the English language, where the name of each stage begins with the English letter “s”: Sorting, Set in Order, Sweeping, Standardizing, Sustaining the discipline.

Emergence and system principles

The number one task of implementing such a system is to ensure the stability of production processes. To do this, all activities in each phase:

• must be well optimized at the level of primary operations,
• the format must be unified and equally understandable to every employee at his site, so that when the contractor changes, the system does not have to be rebuilt,
• the procedure should be not only formal, but also ideological and substantive in nature, changing the attitude of employees to their activities.

The first to combine simple but important principles together was Taishi Ono, the founder of the production processes of the auto giant Toyota. The 5s system turned out to be very “Japanese” in spirit, becoming the embodiment of samurai values ​​and traditional Japanese minimalism: discipline, order, cleanliness, almost ritual rules and the pursuit of ideals on the path to constant improvement. Thus, the 5cs of lean manufacturing are part of a general culture, the rules of which are transferred to the production culture.

These rules seem, at first glance, obvious, and the system that unites them seems speculative. It would seem, why introduce something that is expected by default in any production? Everyone already understands that:

• the workplace must be clean,
• tools must be in their places,
• components and materials – to be “at hand”, but not to interfere.

Often these rules are perceived as a kind of abstraction - ideal ideas about an ideal process that are desirable, but not necessary, to be implemented. It is not surprising, therefore, that for the practical implementation of 5s, paid manuals are issued, and specialized trainings and consultations are conducted for management personnel. The established order of things actively resists innovation, no matter how obviously correct it may be.

But, despite the resistance and the “psychological factor”, it is necessary to apply the rules, since in practice this allows you to beat competitors, reduce production costs of materials and time, improve working conditions and the professional interest of workers. The economic effect of introducing 5s is noticeable in itself, but, in addition, the introduction of lean manufacturing can be considered as a necessary preparatory stage for the subsequent implementation of the 6 Sigma methodology in production.

Five stages of lean manufacturing

The five components of the methodology themselves, in turn, consist of several practical “steps”. In the list of actions, the first item is always “Staff training”, and the last item is “Fixing the result obtained using a test, photography or control check.” Monitoring the implementation is as necessary as launching the system.

S No. 1 – sorting. Task C1 is the separation of mandatory tools, materials and documents in order to get rid of unnecessary ones:

• Step 1. Dividing what is present on the table (workplace) into 3 parts:

• always necessary
• sometimes necessary - unclaimed at the moment, but regularly used in a broader localization of the process,
• completely unnecessary - waste, containers, extra tools, foreign objects.

• Step 2. Marking unnecessary items with a red tag.
• Step 3. Removing red-tagged items from the work area.

At this stage, you need to make marking tags (tags) that everyone can understand (among other things, they contain the information that management plans to track in the future). This is especially important when a clear understanding of the division between sufficient and necessary elements has not yet been formed. To clarify this issue, at the first stage, sorting criteria are first identified (with subsequent adjustments to them, if necessary). In addition, things that have already been put into the “sump” should not linger there - they also need to find a permanent place.

S No. 2 – maintaining order (rational arrangement). Organizing the remaining items and putting them in their places in accordance with the conditions. In addition to complying with safety requirements, things must be located to ensure:

• accessibility so that it is easy to take and return,
• clarity, so that it is easy to find - to see if an object is in its intended place,
• security.

The decision to determine “convenience” and ergonomics is made by the one who directly works at this place, and not by a person (supervisor) from the outside. If the work process is carried out in two or three shifts, then newly arrived workers must be informed of the changes.

If verbal information is not enough, marking is done using chalk, tape, or a marker. For clarity, a check sheet is used against which the new layout is checked. If new shelving is required to ensure ergonomics, sketches of such equipment are made during this stage.

Place in the equipment should also be provided for items that will ensure the implementation of the third stage - cleaning.

S No. 3 – ensuring cleanliness. Cleaning is carried out according to a schedule and according to the scheme. That is, a “place map” is created on which areas of responsibility are assigned to employees. The transition point is the handover of the shift (the area is put in order before the replacement arrives). If there are no shifts, 10 minutes before work and 10 minutes during lunch are allotted for cleaning.

Before the start of the stage, workers are provided with everything necessary for cleaning (brushes, cleaning chemicals, rags), since none of this is available at the right time. In the future, all these accessories should be stored in an accessible place and replenished according to a schedule that is calculated empirically based on data from a practical experiment or average monthly consumption.

Cleaning the room and work area is greatly facilitated by good lighting and accessibility to areas of contamination. Eliminating unnecessary causes of pollution also contributes to cleanliness. For example, in the office, in these cases, a ban on “coffee” at the desk is introduced.

S No. 4 – standardization. There is a joke in life: “If you have created a mess that you can easily navigate, then it is no longer a mess, but an individual (personal) order.” In private life, this may be true, but the Lean 5s system does not allow such interpretations. Written rules apply to everyone. It is important to issue them in the form of “job descriptions” or other documents, which then make it possible to “ask” the performer and, if necessary, apply a system of punishments.

If the work process involves a multi-stage combination, universal symbols, signs, color coding, diagrams, templates are often used, which are introduced to all performers. Visualization in these cases becomes an important tool for bringing to a single standard.

S No. 5 – improvement and development. The goal of this stage is for the previous four to become a habit and become the basis for improving the lean production system. For this:

• change the motivation system, supporting the initiative financially and emotionally,
• explain and promote, showing improvement charts, giving positive examples,
• carry out multi-stage control using checklists,
• monitor all changes and current problems to correct processes,
• calculate the economic effect and demonstrate it as visual evidence of the benefits of innovation.

Since a significant part of optimization processes can provoke resistance from the team, in enterprises with a developed hierarchy and divisions in the implementation of processes, one can rely on personal connections and professional techniques of managers of small structural units - heads of workshops, departments, foremen. They know better “in what language” to explain the new rules to their subordinates so that this does not cause negativity or manifestations of formalism.

Each system stage, with an overly formal or, conversely, careless attitude, can produce a negative effect instead of a positive optimizing effect. Among the most common practical mistakes are the following:

An example of system implementation in practice

As an example, we can consider the actual practice of switching to the 5s system in the MIR research and production association in 2004. The company was engaged in the creation of automated accounting systems for energy resources, management of energy facilities and production of measuring instruments.

Before the start of implementation, department heads attended an educational seminar, and the information received at it was transmitted “up the chain” to subordinates. At the same time, a control and monitoring commission was created from among managers to check the implementation of 5s twice a month.

To smooth out the rough edges during adaptation, the company’s employees were allowed not to change or present their places of personal use for inspection. Otherwise, all 5 stages were completed in accordance with the recommendations. During the events the following was done:

• the so-called “Golden Rule” was introduced, establishing the employee’s responsibility in two areas: for his work and for the collective result,
• a common computerized structure with a single folder tree has been created,
• Gradually, effective solutions and suggestions from employees began to be collected.

However, despite the preliminary preparation, the implementation of the system lasted for six months, the reason for which was the human factor - employee resistance to change. Many deliberately refused systemic changes, citing the fact that their workplace was already ergonomically designed. It took six months to overcome the inertia of thinking: clarification, counseling, testing.

Since 2006, productivity and product quality have improved by 16% due to the promotion of 5s alone. Consequently:

• there was a reduction in time for document flow (documents were no longer “lost” and were instantly available both in electronic and physical form),
• discipline has increased and the percentage of defective products has decreased,
• emergency downtime was reduced (their elimination took less time),
• the overall emotional climate in the team has improved (employees have stopped trying to figure out who is to blame for problems and for what reason).

Understanding the importance of the psychological mood of the staff and to consolidate the results, we began to award the best employees and departments on a quarterly basis for meeting the requirements of the 5s system.

Optimization of scheduled preventive maintenance of rolling stock

according to the 5C system

1. General Provisions

1.1 The 5C system is a system of establishing order, cleanliness,

strengthening discipline and creating safe working conditions with the participation of all

personnel.

1.2 This system allows, practically without capital investments, not only

bring order to production - increase productivity, reduce losses,

reduce the level of defects and injuries, but also create the necessary starting conditions for

implementation of complex and expensive production and organizational innovations,

ensure their high efficiency - primarily due to radical

changes in the consciousness of workers, their attitude towards their work.

1.3 The 5C system can be applied when assessing and optimizing the current

repair and maintenance of rolling stock.

2 Stages of implementation of the 5C system

2.1 Sorting

2.1.1 Workplaces are cleared of all unnecessary things. Tools and Parts

sorted, leaving only the necessary items, sorted by frequency

use. Sorting makes the workplace less polluted, safer

and creates the preconditions for increased labor productivity.

2.1.2 Places and objects requiring special attention in repair rooms

divisions:

1. Shelves, cabinets, bedside tables.

2. Corridors, driveways, passages, corners.

3. Poorly lit / “no man’s” places (under stairs, behind columns).

4. Products – finished (but not transferred), old reserves of components and

materials, defects, unidentified products.

5. Tools, equipment, devices, gauges, measuring equipment.

6. Equipment, stands, racks, stands, carts.

7. Hard-to-reach places - recesses, places behind and under equipment, behind

partitions, communication elements.

8. Storerooms, sheds, shelves.

9. Walls, notice boards, stands.

10. Places along walls (inside and outside buildings), fences, on adjacent

territories.

2.2 Rational placement

2.2.1 The workplace must be organized in a rational manner,

reducing movements and movements - places for each item are determined,

and every item is in its place, ready for use. Items

are located in accordance with their functional purpose.

2.2.2 Place items in such a way that the required items can be

obtain and use them at the right time, in the required quantity, safely and without

damaging them so that their location can be easily determined from the first

glance (Figure 1).

Figure 1 – Example of placement of small parts at the workplace

2.2.3 Identify the place and the objects themselves. After you have determined

the best location for the required number of items, make sure that

everyone around could know:

– where, what and in what quantity should be located;

– where, what and in what quantity is located.

To do this, use tags, inscriptions, markings and other means (Figure 2).

Be sure to include the name of the item. If objects of some kind should

be several (for example, working stock of parts), then be sure to indicate

quantity.

Figure 2 – Site identification

2.2.4 Use color coding (Figure 3) when creating zones and ensuring

finding certain items exactly where they should be:

– green color – zone of acceptable products;

– yellow color – zone for products subject to repair or inspection;

– red color – zone for unusable products.

Figure 3 – Example of using color codes

To implement the second principle of 5C, contour boards are widely used.

Contour boards are a way of placing tools at work places,

ensuring its most visual placement and instant detection

absence.

The contour board consists of a base (plywood sheet, perforated sheet, etc.),

hooks for placing on the instrument board and contours painted on the base

tool that is meant to be placed on it (Figure 4).

Figure 4 - contour boards made of perforated sheets

Advantages of contour boards:

– the exact place for the tool is determined, the placement is strictly defined, its

easy to find by the drawn outline of the tool;

– the tools are not scattered around the workshop;

– finding the necessary tool is easy and quick;

– a frequently used tool is located in front of your eyes at the workplace;

– ease of tracking the availability of a particular tool.

2.2.5 On the other hand, rational placement is associated with alignment

loading during repairs and maintenance. Tasks and Operations

grouped by areas and workers in such a way that the workload of all personnel

was the same, and repair work was carried out as efficiently as possible.

2.3 Cleaning

2.3.1 The work area should always be as clean as possible

Maybe. Any item out of place should be conspicuous. Garbage and

Non-repairable parts should be removed quickly. The equipment must

kept clean to ensure that leaks or other defects are quickly

were discovered.

2.3.2 Clean work areas daily. Combine cleaning with

identifying and troubleshooting (Figure 5). Do:

– inspection of work areas before starting work;

– observation during work;

– cleaning after finishing work.

Figure 5 – Example of troubleshooting: 1 – dirt, 2 – leak,

3 - violation of the protection of electrical connections

2.3.3 Carefully monitor the operation of the equipment: are there any small

malfunctions or sources of contamination (oil leakage, scattering of chips,

deformation, loosening of elements, wear, etc.).

2.4 Standardization

2.4.1 The standard is the basis for conformity assessment and further

improvements. If there is no standard, then there is nothing to compare with - it is impossible to assess how

is the work environment effective and is it getting better step by step.

2.4.2 Standards are documented and observed at each workplace

organization of the workplace and distribution of responsibility for maintaining order:

– Develop a standard for sorting.

– Develop standards for item placement.

– Develop standards for cleaning and equipment cleaning.

– Develop a standard for testing/assessing the condition of the work environment.

2.4.3 Place visual controls on the items to which they are

relate, make them so that everyone can determine what is right and what

wrong.

2.4.4 Technological documentation for each task must contain clear

definition, sequence of operations, required safety warnings,

required tools and spare parts. It is also necessary to create feedback for

for maintenance personnel to put forward proposals for organizing repairs,

ensuring continuous improvements.

2.5 Improvement

2.5.1 The goal of improvement is that with each step the work environment should

become more and more effective and safe, and the standards describing it should

change. The implementation and development of the 5C system is not a one-time event, but part of

daily work aimed at improving working conditions.

2.5.2 Carry out preventive maintenance of the premises of repair departments.

Use standardized and unified symbols, layouts and colors.

Clean your workplace and equipment according to

established rules.

2.5.3 Improve your production environment:

– take the initiative, identify new ways to apply the 5C system in

your workplace every day;

– inform your management that you need certain resources or

support;

– actively participate in all activities to implement the 5C system;

– actively participate in promoting further implementation activities

5S – a system for rational organization of the workplace, which was developed in Japan in the aftermath of World War II.

5S logically and meaningfully intersects with lean manufacturing(Lean Production or Lean Manufacturing). Experts often include 5S as part of its methodology.

5S is an initially simple, logical and effective tool for organizing the workplace, which does not imply any global theory, but is universal and fits into five principles. In terms of cost/effect ratio, 5S is a very good tool that allows you to reduce production losses using the simplest and cheapest measures.

5S principles

The first principle of the 5S system- “seiri”. The Russian equivalent of this word is sorting. The rule requires the division of things, concepts, tools and affairs into necessary and unnecessary. Then you should get rid of unnecessary items. This step, like all others, must be repeated regularly.

Second principle– “seiton”, translated means “maintaining order.” The principle requires accuracy in the workplace, allowing you to quickly and easily use the necessary things and tools.

Third principle– “seiso”, which means “keeping clean.” The rule means that the workplace must be kept clean and tidy.

Fourth principle– “seiketsu”, “standardization”. It requires maintaining uniform established rules in the organization.

Fifth principle– “shitsuke”, “education”. Means that the above rules should become a habit for employees.

Where did the 5S system come from?

There is nothing exclusive, complex or super innovative about the system itself. Everything that is proposed is within the framework of common sense and ordinary logic. Indeed, it is stupid to put a tool that you use often in the next room, or a screwdriver under your left hand.

Such rules were described in Soviet textbooks for mechanics of the 20s of the 20th century. If you find and open a textbook for any working specialty, then, as a rule, at the very beginning of the book there will be a drawing of an “ideal workbench” with a diagram of the layout of tools. There is an assumption that the Japanese system was simply borrowed from existing practices, perhaps even Soviet ones. However, these five rules were formulated and called a system in Japan and it is known precisely as the Japanese method.

Goals of the 5S system

The implementation of the 5S system should lead to the achievement of the following goals:

- to reduce the number of accidents and injuries in the workplace

— to improve the quality of goods and services, to reduce the number of defects

— creating a comfortable psychological climate for employees in the team, increasing motivation for high-quality and productive work

- to an increase in labor productivity (which should lead to an increase in enterprise income and an increase in the level of remuneration of employees).

The 5S system and its main idea

The main idea of ​​the 5S system the fact that any work can be organized rationally, eliminating the loss of time, effort and money. Despite the fact that initially we were talking about the organization of physical labor, the principles apply to the organization of any work.

Let's give a simple example

To print a document, an employee needs to go to a network printer located in the office corridor; it takes him 2 minutes to get there, pick up the printout and return. If he uses the seal 1-2 times a day, then there is no problem. But if he prints documents every 20 minutes, then in a working day, unproductive costs can amount to 48 minutes just for walking. Let’s assume that with all expenses (rent, taxes, salary, social package), an employee costs the organization 5,000 rubles per day. This means that his running to the printer costs about 500 rubles a day, or 10,000 rubles a month. Maybe you should think about moving the printer?

Another example of 5S application

In one of the companies in the USA, the problem was that employees were late for the start of the working day. The reason turned out to be very simple - employees on the way to work stopped at a cafe to drink coffee, since it was impossible to do this in the company’s office. After installing a coffee machine that made good coffee, the company's losses due to delays were sharply reduced. Yes, it was possible to simply harshly punish employees for being late, but common sense principles require dealing with the cause, not the manifestation of the problem, and creating a comfortable working atmosphere.

Example from Toyota

Workers who were constantly working on the same assembly line operation began to complain of health problems over time. For example, the operation required bending low, turning to the left and screwing something. Naturally, the constant asymmetrical load on the same muscles led to problems with the musculoskeletal system, and workers began to complain about health problems. In fact, the work environment was unsafe, causing illness and injury. A solution was found in regular rotation of workers between various operations, which made it possible to diversify the work and change the type of load on the worker’s body.

Summarize

The 5S system is a set of principles that allows you to rationally organize work, increase the safety and comfort of employees, and increase the profitability of the company. Basic rules instilled in each employee can significantly increase the personal effectiveness of all employees - from ordinary to management. The 5S system, like any other, is not a magic solution that solves all the company’s problems and requires taking into account a number of features during implementation.

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Issues discussed in the material:

• What problems does the 5S lean manufacturing system solve?
• How to implement the 5S lean manufacturing system
• What mistakes hinder the successful implementation of the 5S methodology?
• What books will help you better understand the 5S system?

The main task of the head of any company is to make every effort to increase the profitability of the enterprise, but at the same time prevent an increase in production costs. The use of the 5S lean manufacturing system will help achieve the desired result. This concept is based on the principle of rational management - elimination of all types of losses, economically sound use of internal reserves, optimization of business processes.

What is the 5S lean manufacturing system?

The 5S lean manufacturing system was not formed out of nowhere. A similar concept for managing production processes was proposed by the American engineer Frederick Taylor at the end of the 19th century. In Russia, the development of methods for the scientific organization of labor was carried out by the scientist, philosopher, revolutionary and ideologist A.A. Bogdanov. In 1911, his book was published, which described the principles of scientific management. It was on the basis of the provisions set forth by A. A. Bogdanov that NOT, the scientific organization of labor, was introduced in the USSR. But the most ideal tool for rational management at an enterprise is the 5S lean manufacturing system. An improved comprehensive methodology for organizing a workspace was proposed and implemented at the Toyota Motor plant by Japanese engineer Taiichi Ono.

A wise engineer noticed that due to lack of consistency in production, a lot of waste occurs. If the required parts are not delivered to the conveyor in a timely manner, the result is a shutdown of the entire production line. Conversely, if parts are supplied in excess, workers have to take them back to the warehouse. This leads to lost working time and irrational use of labor resources. Based on his observations, Taiichi Ohno developed a concept called just-in-time. It is necessary to supply only the required number of parts to the conveyor, without allowing any excess. Thanks to the introduction of his methods at the enterprise, Taiichi Ono rose to the rank of CEO of Toyota.

The 5S lean manufacturing system included kanban technology, which means “advertising sign” in Japanese. Taiichi Ono proposed attaching a “kanban” tag to each part or tool - a control card on which all the necessary information for a given part or tool was stated. Kanban tags can be used not only in production; they can be attached to finished products, office folders, medicines, etc. The next principle of 5S lean manufacturing was the concept of the Japanese philosophy of “kaizen”, which means continuous improvement of processes.

The popularity of the Japanese system is explained by the simplicity of its principles and the absence of significant costs. Each employee of the enterprise, from the cleaner to the general director, is given one task - to maximally optimize their part of the activity, which is a component of the overall labor process. The result of this approach is an increase in the overall profit of the company and, consequently, an increase in the income of all personnel. Therefore, enterprises in all countries are actively implementing the lean production system of the 5S methodology.

The 5S system is one of the most effective lean manufacturing technologies, aimed at optimizing all production processes, reducing losses, and increasing labor productivity through the rational organization of the work area. Special visual cues help improve performance. All working tools are placed so that it is convenient to use them. Continuous improvement of production processes is part of a lean culture and greatly facilitates the implementation of other lean practices.

Five components of the 5S system:

1. Sort ( Seiri)– preparing the workplace, sorting tools, removing unnecessary items.
2. Maintaining order (Seiton) – organizing the work area, determining the location of tools and other items for ease of use.
3. Keeping it clean ( Seiso) – maintaining cleanliness and order in the work area.
4. Standardization ( Seiketsu) – drawing up regulations for actions in the workplace, documenting technological operations.
5. Improvement ( Shitsuke) – continuous improvement of work processes, control of technological operations, implementation of the 5S system in the corporate culture.

The successful implementation of the 5S system is evidenced by a significant reduction in the amount of consumables and the area of ​​the working area. All working tools and consumables are marked with color tags and stored in specially designated areas (baskets, drawers).

The use of the 5S system leads to an increase in production indicators:

• transparent technological route;
• clean work area and comfortable workplace;
• reduction of time spent on setting up equipment;
• reducing the duration of the technological cycle;
• expansion of the workspace;
• reducing injuries at the enterprise;
• reduction of lost working time;
• increasing equipment reliability.

What tasks need to be solved before implementing the 5S lean manufacturing system

Each enterprise can organize economical and lean production. To do this, it is necessary to analyze and evaluate the results of the activities of all links in the technological process chain, from the supply of raw materials to the output of finished products. Such a comprehensive assessment will help determine how high the level of frugality is. For example, uncoordinated work of suppliers or subcontractors leads to failure of the entire production process. Unsuccessful interaction between an enterprise's support services in a timely manner carries the threat of emergency situations, plan failure, and the release of defective products.

Fundamentals of Lean 5S Manufacturing:

• All actions are considered from the perspective of creating benefits for the consumer; it is necessary to exclude actions that are not aimed at creating value.
• The time from placing an order to delivering the product to the consumer is reduced.
• Hidden production losses are eliminated.
• All efforts are aimed at continuous improvement of the production process, creating a self-learning organization.

Particular attention should be paid to eliminating production losses at all levels of the technological cycle.

The fundamental idea of ​​the 5S system is simple and clear - any action, technological operation or process that consumes resources, but does not increase the consumer value of the finished product, is considered a waste factor.

Classification of losses causing losses to the enterprise:

1. Overproduction. Excessive production of products unclaimed by the customer is the most insidious type of loss, giving a false sense of security and provoking other losses. Hidden problems and unclear information hinder production optimization.
2. Excess inventory. Storing excess raw materials, materials, blanks, parts, finished goods, spare parts, and tools in a warehouse does not contribute to increasing the consumer value of the product.

Many Russian enterprises create reserves as protection against the crisis and uncertainty in the supply cycle or demand for products. Sometimes these reserves are quite significant. The main task of management is to determine the required and optimal amount of inventory stored in the warehouse. The use of the 5S lean manufacturing system helps to change production processes, achieve high consistency between the work of departments, and reduce the amount of inventory.

3. Marriage. Real losses that lead to material losses and inefficient use of labor resources.
4. Unnecessary operations and movements in the workplace. Irrational organization of the workplace leads to wasted time. If an employee has to look for a necessary document or go to another work area to get a tool, then the consumer value of the product also decreases.
5. Overprocessing. Losses arise when trying to set a more stringent standard that has no value for the customer - the manufacturer fulfills what the customer did not order. This approach increases the risk of manufacturing defects, leads to the cost of purchasing more expensive equipment or tools, requires a high level of personnel qualifications and unnecessary production operations. At the same time, the quality of the finished product remains at the same level.
6. Downtime. A stop in the production process occurs due to the untimely arrival of products from the previous stage. The reasons for downtime are uncoordinated operation of production areas and equipment breakdowns. Often, in order to minimize negative consequences, inventories of unfinished products are increased. The implementation of the 5S lean manufacturing system will ensure the coordinated operation of all workshops and eliminate unexpected equipment stops.
7. Extra movements. Transportation and movement are an integral part of the production process. But no matter how far the product is moved, its consumer value will not increase. It makes no difference to the customer how the goods were transported. In some factories, the production flow is several kilometers long. This leads to an increase in the financial costs of the enterprise.
8. Loss of creativity among employees. Loss of creative potential is reflected in the general position of the enterprise. An employee who is disinterested in the results of his work does not strive for improvement and does not take responsibility for the quality of the operations performed.

Phased implementation of the 5S lean manufacturing system

Each component of the lean production system of the 5S methodology consists of a set of practical actions. In the list of sequence of actions, “Staff training” is in first place, and “Fixing the result obtained using a test, photography or control check” is in last place. The process of implementing and launching the 5S system must be monitored and controlled.

S1 – sorting. It is required to sort tools, materials, documents. Of all the items present in the workplace, only the necessary ones are left, and unnecessary ones should be disposed of.

Step 1. Divide all items in the work area into 3 parts:

• always needed
• sometimes necessary - those that are not required at the moment, but are regularly used when the work process is widely localized,
• completely unnecessary - foreign objects, defects, containers, extra tools.

Step 2. Mark unnecessary items with a red tag.

Step 3. Remove all items marked with a red mark from the work area.

The first step is to define clear sorting criteria and produce labels that are clear to all employees and contain clearly stated information. This is necessary to carry out control when a clear understanding of the principle of separation of elements has not yet been formed. Subsequent adjustments to the information on the tags are allowed if necessary. Completely unnecessary or rarely used items need to find a permanent place.

S2 – maintaining order (rational arrangement of objects). The remaining items should be organized and placed in their places, observing sorting criteria and safety requirements. A rational arrangement of items will ensure:

• accessibility - the item can be easily taken and returned to its place;
• clarity – you can quickly find an item in its designated place;
• safety.

The decision on the convenience of placing items is made only by the employee who works at this workplace, and not by the controller. If the production process is carried out in several shifts, then workers returning to the shift must be warned about the changes.

In addition to verbal information, you can apply markings using available means: marker, chalk, colored tape. For clarity, it is recommended to use a checklist so that workers can check the new layout. To ensure the ergonomics of the workplace, you can make sketches and order new shelving.

On a multi-tiered rack, it is necessary to allocate space for items that will help ensure cleanliness.

S3 – ensuring cleanliness. It is recommended to create a cleaning schedule and ensure cleanliness according to it. For this purpose, a special “place map” is created, on which each employee is assigned an area of ​​responsibility. Before handing over the shift, the employee cleans up the workplace. With a single-shift work schedule, 10 minutes before the start of the working day and 10 minutes during lunch time are allotted for cleaning.

Before implementing the 5S lean manufacturing system, it is necessary to provide all personnel with cleaning supplies. In the future, all these accessories should be stored in an accessible place. The cleaning frequency is calculated through a practical experiment.

Good lighting of production areas makes it easier to clean hard-to-reach contaminated areas. It is recommended to eliminate all unnecessary contamination factors. For example, prohibit drinking tea and coffee in the work area.

S4 – standardization. The 5S lean manufacturing system presupposes strict adherence to standard rules for maintaining order and cleanliness, which must be documented in the form of “job descriptions.” For failure to comply with the rules, a system of penalties may be used.

Visualization is an important tool for creating a unified standard. If the work process involves a set of actions, then it is better to come up with universal conventions and familiarize all personnel with them. These can be signs, color codes, diagrams, templates.

S5 – improvement and development. The main task of the last stage is to perfect the previous four components. In order for all employees to learn to perform actions at an automatic level, it is necessary:

• change the motivation system, emotionally and financially encourage initiative;
• explain and promote the principles of lean 5S manufacturing, demonstrate positive transformations and improvement schedules;
• carry out multi-stage control using checklists;
• monitor all changes, identify current problems and adjust the process;
• calculate and analyze the economic effect, demonstrate it as a positive result of implementing the 5S lean manufacturing system.

Many changes may cause staff resistance. In large companies with a developed hierarchy and the presence of divisions, it is recommended to rely on the personal authority and methods of professional interaction of heads of departments, workshops or other structural units to carry out optimization processes. They know well how to convey the essence of the new rules to their subordinates so as not to cause negative reactions and eliminate a formal attitude towards the implementation of the 5S lean production system.

An example of successful implementation of the 5S lean manufacturing program in a Russian company

As an example of the successful implementation of the 5S lean production system at a domestic enterprise, let us consider the experience of the MIR research and production association in 2004. The Russian company specialized in the production of measuring instruments, automated accounting systems for energy resources and management of energy facilities.

Even before the implementation of the 5S system, all heads of structural divisions attended a training seminar and conveyed the information received to their subordinates. In parallel, a control and monitoring commission was formed from among the shop managers, which was supposed to monitor the implementation processes at least twice a month.

In order to ensure a smooth transition to new working conditions, staff were allowed not to present their personal use areas for inspection. Apart from this exception, all other transformations were carried out in stages, in accordance with the algorithm for implementing the 5S lean manufacturing system:

• the “Golden Rule” was formulated and introduced, establishing the responsibility of each employee in two areas: for their work and for the collective result;
• a common computerized structure with a single folder tree has been created;
• Gradually, effective proposals from the company's employees began to be collected.

Despite all the preliminary preparations, due to employee resistance, the implementation period for the 5S system was six months. Many members of the work team argued that their workplace was organized rationally and deliberately shied away from systemic changes. Inert thinking was overcome through trial and explanation.

Based on the results of monitoring and evaluation of systemic transformations, already in 2006, an increase in productivity was identified, and the quality of products increased by 16%. The introduction of the 5S lean manufacturing system has led to the following positive changes:

• reduction of time for document flow (loss of documents was eliminated, their availability increased);
• an increase in the level of labor discipline led to a decrease in the percentage of defects;
• reducing the number of emergency downtimes and the time to eliminate them;
• the emotional climate in the team became more favorable, as employees stopped conflicting over production problems.

Management understood the importance of a positive psychological attitude of all members of the workforce. Therefore, on a quarterly basis, based on the interim results of monitoring the implementation of the 5S system, the best employees and departments were awarded.

9 common mistakes that prevent you from implementing 5S lean manufacturing methods

The most common management mistakes when implementing a 5S lean manufacturing system:

1. Negative leadership example. If the tasks of ensuring order are assigned only to ordinary employees, then difficulties may arise when implementing the 5S system. The manager must be directly involved in all optimization processes, follow all system rules and serve as an example for subordinates. His workplace should also be in order.
2. Penalties. Fines and penalties have a negative impact on employee initiative. Successful implementation of the 5S system is possible only with positive reinforcement - rewarding or bonusing employees who comply well with all the new rules.
3. Inappropriate handling of objections. The introduction of the 5S system may cause objections from employees: “I’m so uncomfortable,” “I already know my way around my workplace well,” “I’m a supporter of creative disorder.” In this case, it is recommended to competently and clearly explain to each employee all the advantages of lean production. The main problem is to change stereotypes.

At each of the five stages of implementing the 5S lean manufacturing system, a manager may encounter formalism or a careless attitude of individual employees to system principles and rules. The most common practical mistakes when ensuring a clean workspace:

4. When organizing the work area, it is necessary to take into account all items and tools that are not currently available, but may become necessary in the production process. A permanent place should also be determined for them.
5. When sorting the list of necessary things, sometimes a “desired” group appears. It includes items that, in the employee’s opinion, may someday be useful or needed in the production process. This group also includes items of emotional stimulus: family photos, anti-stress toys, various motivators. We should not forget that it is the third group that needs to be carefully reviewed and reduced to a minimum so as not to clutter the desktop.
6. When all the excess and unnecessary items move into the sump, it will begin to overflow. The formulation “Let it lie here for now” is absolutely unacceptable, as it leads to the emergence of a new problem. It is necessary to clearly determine the length of time such items remain in the sump and promptly empty it of unnecessary items.
7. Formally clearing the work area of ​​unnecessary items leads to functional inconvenience. Such a workplace is informally called “dead.” This situation usually arises due to conflicting relationships between the employee and the controller, who is responsible for ensuring that work areas comply with the 5S lean manufacturing system.
8. When sorting, keep in mind that items that are not needed in one work area may be needed in another work area. Therefore, you should not immediately get rid of unnecessary things; it is better to first find out who might need them and move them to the zone of demand.
9. You cannot shift the responsibility for maintaining cleanliness and order only to cleaners, who are unlikely to be able to effectively organize the workspace. Each employee is assigned a workplace and responsibility for the cleanliness of the work area. Effective functionality can only be provided by the person who works in this place.

5 books that will allow you to better understand the 5S lean manufacturing system

1. Lean Manufacturing: How to Eliminate Waste and Make Your Company Prosper




The book clearly and clearly describes the theory of 5S lean manufacturing. The authors reveal all the secrets of effective management and successful quality management using the example of the Japanese company Toyota, which became a pioneer of lean manufacturing and achieved excellent results. After reading this book, you will learn how you can ensure the long-term competitiveness of your business without high costs. This international bestseller has been reprinted many times.

The book describes in detail not only the 5S methodology, but also analyzes the experience of leading enterprises in Japan, the USA, and Germany.

2. The Toyota Way: 14 management principles for the world's leading company




The book outlines the history of the creation and development of the Japanese company Toyota. The success and prosperity of the world's leading enterprise is based on 14 principles. The author believes that any company has the opportunity to implement the 5S lean manufacturing system and achieve outstanding results.

Author Jeffrey Liker, after 20 years of studying Toyota's philosophy, based on his observations, derived a universal and effective formula for success. After reading this book, you will be convinced that the use of foreign experience is possible at Russian enterprises.

3. Selling goods and services using the lean manufacturing method




The main goal of lean manufacturing is to overcome the contradictions between time and money. The authors of the book talk about how you can organize the production process with minimal costs and losses, while saving time and producing high-quality products.

The book is intended for a wide range of readers: senior and middle managers, businessmen and entrepreneurs, specialists from consulting companies, teachers and students of economic universities.

4. 5S for the office. How to organize an effective workplace




A book for the Russian reader. It talks about how to implement the 5S system in an enterprise and rationally organize the work area in the office. According to the authors, the 5S lean manufacturing system is the most effective tool for optimizing production processes. The 5S methodology allows you to prepare for certification according to ISO 9000 and 9001 standards without extra effort and cost.

The information presented in the book will be useful for bank managers, heads of insurance and consulting companies, directors of social and educational institutions. The interested reader will find in the book a step-by-step plan for implementing the 5S lean manufacturing system, form templates, sample checklists and other necessary materials.

5. 5S for workers: how to improve your workplace




The information presented in the book will help organize a work area at any enterprise - in the office, in the office of the manager and accountant, in the production workshop. The book analyzes valuable experience and advantages of implementing the 5S lean manufacturing system.

Author Hirano Hiroyuki introduces the reader to the principles of a revolutionary workplace management system. And although this book is more focused on managers of manufacturing enterprises, it will be no less interesting to anyone who wants to increase their productivity.

How to effectively organize your workplace, how to maintain cleanliness and order in the work area, how to get rid of unnecessary items and avoid their accumulation in the future, you will learn all this by reading the book “5S for Workers” by Hirano Hiroyuki.