Kaizen and the 5S technique in the activity of Post-sale Services in the Knowledge-Based organization

1. Kaizen and the 5S technique in the
activity of Post-sale Services in the
Knowledge-Based organization
Presented by:
Arun Singh
Aakash Saxena
Arjit Parashar
Avneesh Pal
Prateek Kumar
Amar Shakti
Anurag Gautam
Pankaj Yadav

2. KAIZEN-AN INTRODUCTION
Kai + zen
(Change for the better)

3. KAIZEN DEFINED
Continuous, incremental improvement of an
activity to create more value with less waste. A
process of continually making incremental,
ongoing changes and not as a single, separate
event.

4. • Small-scale improvements are easier and
faster.
• The risks are lower because they generally
have limited effect.
• The accumulated effect is often greater than
a single large improvement

5. Benefits of Kaizen
• Kaizen Reduces Waste- like inventory waste, time
waste, workers motion
• Kaizen Improves space utilization, product quality
• Results in higher employee moral and job
satisfaction, and lower turn-over.
• Toyota is well-known as one of the leaders in using
Kaizen. In 1999 at one U.S. plant, 7,000 Toyota
employees submitted over 75,000 suggestions, of
which 99% were implemented.

6. KAIZEN TEAMS

8. KAIZEN SYSTEMS
• Total Quality Management
• Totally Productive Maintenance
• Suggestion system
• Just In Time : Production System
• Organisation Politics Management
• Small-Group Activities

9. KAIZEN CONCEPTS
• GEMBA
• GEMBUTSU
• MUDA
• PDCA
• SDCA

10. 5 Steps to Kaizen Problem Solving
• When a problem occurs, go to GEMBA
• Check Gembutsu
• Take temporary measure on-spot
• Find the main cause(5 WHY’s)
• Standardize to prevent reoccurence

11. Facing Problems?
Think inside the box and
Give up?
Work together and do
something?
Waiting “resources” from
somewhere.
Work with “ ?” for
improvement.
11

12. Commonly Encounter Problems @
Workplace
• High Absenteeism
• High Turnover
• Demotivated Employees
• Disordered/ Cluttered Environment
• Mistakes/Errors
12

13. Even if we are a positive thinker, we
still need “tools” to make our ideas
realistic
The tool is 5S 13

14. Conceptual framework
Highly Reliable Organization (HRO)
Total Quality Management
KAIZEN
5-S
Positive
attitude
Working
environm
ent
14

15. What is 5S ?
• 5S is a philosophy and a way of organizing and managing
the workspace and work flow with the intent to improve
efficiency by eliminating waste, improving flow and
reducing process unreasonableness
• Improvement of Working Environment
• Productivity and safety enhancement technique
• Housekeeping technique
15

16. Methodology of 5S
16

17. The Five Steps Of Good Maintenance– 5s
• In Japanese, 5S is the short form of five words which
present the concept of good maintenance.
– SEIRI
– SEITON
– SEISO
– SEIKETSU
– SHITSUKE
17

18. SEIRI - Sort out
• Decide what you need
• Remove unnecessary clutter
• All tools, gauges, materials, classified and then
stored
• Remove items which are broken, unusable or only
occasionally used
18

19. Red Tag Technique
Give staff red labels
Ask staff to go through every item in the work place
Ask if needed & those that are needed, in what
quantity
Not needed red tag it
Store in the red tag area
Red
Tag
19

20. Organizing
Priority Frequency of use How to use
Low • Once per year • Throw away
• Store away from the
workplace
Avg. • Once per month
• Once per week
• Store together but
offline
High • Once Per Day • Locate at the
workplace
20

21. Orderliness (SEITON)
Once you have eliminated all the unneeded items
Now turn to the left over items
Organise layout of tools and equipment
Designated locations
Use tapes and labels
Ensure everything is available as it is needed
and at the “point of use”
21

22. SEIRI - Sort out
22

23. SEITON
-Systemize /
Orderliness
23

24. SEISO (Clean/Shine)
Create a spotless workplace
Identify and eliminate causes of dirt and grime –
remove the need to clean
Sweep, dust, polish and paint
Divide areas into zones
Tools and equipment must be owned by an individual
24

25. SEIKETSU (Standardise)
Generate a maintenance system for the first three
Ss.
Develop procedures, schedules, practices
Regularly audit using checklists and measures of
housekeeping
Real challenge is to keep it clean
25

26. SHITSUKE (SUSTAIN / DISCIPLINE)
Means inoculate courtesy & good habits
Driving force behind all 5S
Deming’s point number 1: Constancy of
purpose
Make it a way of life
Part of health and safety
Involve the whole workforce*
26

27. Litmus Test For 5s
30 second rule
27

28. Advantages
• If tools and materials are conveniently located in
uncluttered work areas
– Operators spend less time looking for
items
– This leads to higher workstation efficiency,
28

29. Contd..
• A clean and tidy workplace leads to
– Greater well being
– Increased motivation
– Health and Safety is ensured
– Machine maintenance
– Company image improves
29

30. Contd..
• Results in a place easier to manage
– Smooth working
• No obstruction
• No deviation,
– Everyone knows where the things are supposed to
be
30

31. Contd..
• Visual Management System
– Visual control to see the abnormalities
– Simple signals / alarms that provide an
understanding of the condition
(normal/ abnormal)
31

32. Contd…
• Time Saving
• Accidents & Mistakes Minimized
• Increases Space
32

33. Targ
et
of 5S
• Zero Conversion
• Zero defects
• Zero waste
• Zero delays
• Zero injuries
• Zero breakdowns
33

34. II. CASE STUDY PROBLEMS

35. CONT...

37. KAIZEN – 5S – TIN SHOP

38. S1-SEIRI-SORT

39. BEFORE AFTER

40. S2-SEITON- SET IN ORDER
• Set in Order is the process of putting
everything in a place that is easy to get to and
easy to put away.
• Everything should be clearly marked so that
anyone could easily find its proper home.

41. 1) All objects which were placed inappropriately
have been taken inventory of

42. 2) The locations of all objects necessary in the
workshop have been defined and marked

43. 3) Colors have been used to mark the different
areas

44. 4) The access, storing and working areas have
been established and marked

45. 5) The arranging way has been set according to
destination and degree of usage

46. S3-SEISO-Cleaning and
disturbance detection
• The goal for Shine is to keep everything in
great working order to ensure that it doesn’t
break down and that it lasts for as long as
possible.
• You want to get it clean and keep it clean.

47. 1) All floors in the areas have been washed
2) All walls have been cleaned

48. 3) The electrical wiring on the control panel of
the elevator has been rewired
4) The supply wiring of the plug used for the
blowpipes has been rewired

49. 5) All storing shelves have been cleaned
6) All machines and tools have been washed and
cleaned

50. 7) Existing disturbances / nonconformities have
been detected

51. 5S-Sales office workshop
OBJECTIVE
• Increase the storing area.
• Reduce the document search
time.
• Redefine the access, work
and store areas.
• Rearranging the interior of
the location.

52. S1-SEIRI-Sort
• The working area has been marked.
• Red labels have been applied to all non
conform elements that were considered
unnecessary to the activity within the sales
department.
• All useless things have been sorted and
eliminated.
• Approximately 50 kg of scantlings have been
thrown Away.
• The causes that led to the scantling
accumulation have been analyzed.

53. S2-SEITON-Set in Order
• A place for every thing and everything in its
place.

61. S3-SEISO-Cleaning and disturbance
detection
• Cleaning and inspect or inspect through
cleaning
• Find minor defects while “Sweeping clean”
• Problems are more visible when everything is
clean

67. Suggestion

68. Implications of Implementation

69. Implications of Implementation
• Teams tend to go straight to action without
paying enough attention to the recording of
the present stage in the area where they
perform.
• The team members do not pay enough
attention to the recording and monitoring of
the performance level that they have
achieved;

70. • The lack of synchronization of the members.
• We noticed that it is easy to perform
according to the 5S spirit, but it is difficult to
keep and improve what was done during the
initial action

71. • When a problem occurs : Performance is
directly linked to individual achievements.
• It is enough to have a helping hand to rise.
• We should not be afraid of problems and
think of the situation as an opportunity to
improve.

72. • The Kaizen techniques help us focus on the
basic way that we can work.
• It must be permanently present within the
company.

73. • The implementation and application of the
Kaizen concepts need no investments or
major expenses, but only more attention paid
to details and practical means to work
intelligently.

75. CONCLUSIONS
• 5S turned out to be the most impressive "secret"
• KAIZEN- Continuous Improvement
Japanese management focus on active involvement all staff
1. The factories well organized and Low cost of improve
2. Equipment were so clean and well maintained
3. Understanding among employees of how they work.
4. How to organize a work space for efficiency and effectiveness.
5. Identifying and storing the item used, maintaining the area and
items, and sustaining the new order.

76. More attention to details and practical way of
5s Technique
• SORTING does not mean rearranging the items in your workplace
• It means separating the necessary from the unnecessary, and only
keeping the necessary
SORT - How do we do it?
• Identify the area we are SORTING
• Prepare a Red Tag Board in the 5S area:
– A red tag is placed on all items not required to complete your job
SET IN ORDER – What is it?
• Everything in its place and a place for everything
• Arrange the things you need to do your job so that they are easy to
find, easy to use
• Place items in the workplace according to their frequency of use

77. SHINE – What is it?
• We get everything clean and looking like new
• Keeping the work area clean and tidy is the responsibility of people
• Carry out regular cleanliness inspections
STANDARDISE – What is it?
• The state that exists when SORT, SET-IN-ORDER and SHINE are
properly maintained
• Decide who is responsible for keeping each element of the first 3S
• Instigate regular audits on the office’s 5S performance
SUSTAIN – What is it?
• Sustain is basically about enforcing and accepting the discipline of 5S
– make 5S a habit
• Inspect before and after working
• Keep encouraging and recognising those who participate

78. Before sort After sort

79. Benefits
Improvements in:-
1. Workforce morale
2. Company image
3. Health and Safety
4. Machine maintenance
5. Quality
6. Productivity
7. Leading to Increased Competitiveness
8. Management of HR in organization is one of strategic
objectives

80. 5S OR 5D…?
• They are
– Delays,
– Defects,
– Dissatisfied customers,
– Declining profits and
– Demoralized employees.

81. Daily Life Example of 5s
1. Hang hand towel nearer to sink (seiton)
2. Use CD organizer to organize CDs(seiton)
3. Use letter classifier to sorting the letters
(seiri and seiton)
4. Put instructions on the cover of home appliances
like washing m/c , mixture etc.(shitsuke)

82. 5s in Indian industries
1. BHEL-Bharat heavy electrical ltd.
2. L & T Larson and Turbo
3. Jyoti CNC
4. Waterman pump
5. Toyota and most of automobile company

83. THANK YOUTHANK YOU