Most manufacturing organizations have opted to follow the pathway to a 5S method to optimize the physical workplace and systematic monitoring in some areas related to the lean process. The 5S is a system used by manufacturing companies to reduce waste and maximize the organization’s productivity through maintaining an orderly workplace by using visual cues to attain consistent operational results. 5S refers to five steps namely sort, set in order, standardize, and last sustain (Nicholas 2010, p.2). The system is a good point for improvement efforts aiming to drive out waste from the manufacturing unit, and ultimately improve an organization’s bottom line by improving its products and services leading to lowered costs. Implementing the 5S is the first lean method an organization needs to meet. It means cleaning up and organizing the work environment in its existing configuration. The lean method encourages employees to improve their workplace conditions and helps them to know reduction of waste, in-process inventory, and unplanned downtime. A familiar 5S implementation leads to a reduction in the square footage of the space needed for the existing operations. The result is also seen in the organization of materials and tools into labeled and color coded storage (Nicholas 2010, p.2).
The 5S methodology involves implementation in three stages that includes establishing a cross-functional team, touring all areas related with the manufacturing process, and brainstorming on various ways of improving the organization to reduce waste. For example, cardboard box manufacturing companies have more than their share of searching waste. It is often unusual for a three-hour transition routine to encompass a thirty minutes search. In an attempt to reduce the changeover time, for instance, changing from three hours to ten minutes, there is no room for thirty minutes of searching waste. A Value Stream Mapping (VSM) is a strategy used in analyzing the materials, processes, and information flow in the organization (Shingo 1981, p.233). The information is used to develop the current state map that sets out how issues have been carried in the past. The team then carries an analysis on the current state map so as to identify opportunities for workplace organizations and improving housekeeping improvements. A wide variety of opinions are considered, that is, the key is to create environmental awareness and observe some no value-added processes to promote value added work by eliminating waste. The team finally envisions the future state based on the exercise and starts to implement the future state. The issue is to identify new methods of reducing wastes. Waste has a broad definition in each case from the solid crap, material movement, and unnecessary motion to defects or network. The aim of VSM is for the team to walk the process and identify what is needed for operations of the company against what is received (White & Kuo 2010, p.121).
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The 5S strategy also helps with storage solutions through space reduction. The critical factors in implementing the 5S program lie in the storage cabinets and workbench products. A smaller footprint also becomes a primary factor in applying the 5S program. The cabinets and workstation systems should be set in place so that everything is in its rightful place. The effect is a reduction in inventory and searching of items (Saurin, Marodin & Ribeiro 2011, p.118). The cabinets are designed for dense storage and small footprint that makes it easy to add flexibility in the production lines for faster turnaround time.
The above 5S audit form was conducted at the production floor of a manufacturing company that aims to create a lean work environment (Nicholas 2010, p.56) emphasizes the importance to have an interlinked response for efforts seeking waste elimination, optimize processes, improved operations as well as progress in the areas of service and production. This summary offers some guides that the evaluated company can use for the creation of a lean workplace organization as well as better implementation of the 5S.
- Nicholas, J. (2010) ‘Lean production for competitive advantage: a comprehensive guide to lean methodologies and management practices. Boca Raton: CRC Press: Chapter 2: Value Added and Waste Elimination, p.21-56. Available from: http://www.vitalsource.com (Accessed: 19 June 2015)
- Saurin, T, Marodin, G, &Ribeiro, J (2011) ‘A framework for assessing the use of lean production practices in manufacturing cells’, International Journal Of Production Research, 49, 11, pp. 3211-3230, Business Source Complete, EBSCOhost [Online], Available from: http://eds.a.ebscohost.com
- Shingo, S. (1981) ‘A study of Toyota production system: from an industrial engineering viewpoint. Tokyo: Japan Management Association.
