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Production Engineering
2013,No4(12),pp814
PROBLEMSOFIMPLEMENTATION5SPRACTICESINANINDUSTRIALCOMPANY
BeataGALA,RadosawWOLNIAK
SilesianUniversityofTechnology
Abstract:
5SisaoneofthetoolsofLeanManagementenablingtoorganizeworkplaceinaneec veway.Itcouldbeimplemen
tedinallthespheresofthecompany.Thear cleprovidesthetheore cdescrip onofLeanManagementand5Sand
alsoshowsacasestudybasedongainedexperience.Theauthoralsodescribetheproblemsoccuredduringtheimple
menta onofthe5S.
Keywords:5S,LeanManagement
INTRODUCTION
Thisar clepresentstheproblemsthatoccurduringthe
implementa on of the 5S. At the beginning generally the
conceptofLeanand5Stoolshasbeendescribedandthen
presents an analysis of the applica on in 5S in a
manufacturingcompanyintheassemblydepartmentandin
theoce.
LEANMANAGEMENT
Currently, a largenumber of companies which want to
providehighqualityproductsorservicesandtominimize
the cost of implemen ng management systems introduce
thetoolsofLeanManagement[9].
LeanconceptcomesfromJapan.Itisbasedonprac ces
used in the mass produc on of Henry Fords cars and the
experience of Toyota (Toyota Produc on System). Lean
managementisbasedontheelimina onofallkindswaste.
T. Ohno iden fied seven categories of losses:
overproduc on, wai ng, unnecessary transport, excessive
or incorrect processing, excess inventory, unnecessary
mo on and defects. Later, he added eighth loss, unused
crea vityofemployees.Hebelievedthattheworkersmust
be respected, take care of their con nuous development
andputupchallenges.Allthewastethatdonotcontribute
to the crea on of value and are not necessary for the
proper func oning of the process should be eliminated
immediately[2,5,12].
Lean management is aimed at: the fla ening of the
organiza onal structure of the company, working in
interdisciplinary groups, transferring decision making
powers to lower levels of the organiza on, a strong
customer focused orienta on, con nuous improvement
withinKaizen,seekingthecausesofdefectsandelimina on
of the very beginning con nuous flow materials,
orienta on of the produc on of small batch produc on,
observa on of ac vi es in places of their origin (to derive
informa on about the process from below from
employees),flexibledivisionoflabor,orienta onac onsof
people[6].
ManagementSystemsinProduc onEngineering4(12)/20139
B.GALA,R.WOLNIAKProblemsofimplementa on5Sprac cesinanindustrialcompany
implementa onofallfivestepsandwasresponsibleforthe
maintenance of the 5S. The team consisted of people
involved in the work and were responsible for improving
thecurrentstatusquo.Onepersonwasfromtheoutsideof
thecompanyandexpresseditsfreshopinionsandasking
ques ons about things seemingly irrelevant to the
employees of the assembly, and incomprehensible to
outsiders.Theteamalsojoinedapersoninamanagement
posi on who had formal authority. So the group had to
completethefirsttasktoplantheproject.Theambi on
of the project was to determined the work breakdown
structure, Gan chart was prepared (a graphical
representa on of the sequence and dura on of the
ac vi esinagiven me),materialresources,financialand
human resources were assigned to the ac ons and an
analysisofthepoten alrisksthatmayariseintheproject
wascarried.
Then the sta made aware of what is 5S system, how,
whenandwhyitiscarriedout,andwhatarethebenefits.
Thetrainingwasconductedduringtheinventory,especially
not to stop the installa on process. At firs mul media
presenta on was presented with theore cal along with
various examples of the applica on of 5S and conducted
prac cal exercises showing the concept of the system. It
was based on an early drawing a set number of pieces on
the board with marker by two volunteers. Wherein the
container contained 10 pens, including 9 broken markers.
The task was divided into three stages. In the first, the
container with all markers were placed at the end of the
hall, in the second stage the broken markers leaving the
pack with proper pen in the same place and in a third
container was moved close to the table. In every stage of
execu on mestopwatchmeasureddrawings.Thisexercise
was to show how much me is wasted searching for the
rightthings,whichareo enlocatedinremoteloca ons.At
the end of the training, knowledge test was carried out
between 5S and discussion with sta on the use of the
systemintheassemblydepartment.Tofurthermo va on
employees, head assembly declared that the ac on of 5S
willalsobeperformedintheoce.
A er the course of the assembling department sta
began to implement the first step 5S, selec on. The rule,
Fig.2Comprehensiveplanfortheimplementa onof5S
Fig.1Modelofaredcardandanexampleofitsapplica on
Eachemployeereceivedacardtogluetotheunwanted
or damaged items. He also had to fill in each of its fields:
the name of the objects, its iden fica on number if any,
numberofpieces,thereasonformarkingtheobjects,date
and enter his name. All marked objects gathered in one
place,soasnottomissanyofthem.Appointedteammade
thedecisionwhattodowiththem,ortoremove,ormove
to another department, or maybe fix it. A er conduc ng
thefirststepthereportofredcardswaspreparedanda
comprehensive plan for the implementa on of 5S (Fig. 2),
which iden fies the subject of improvement, the depart
ment and the person who has to dealt with, the me and
thestatutesoftheac on.A erelimina ngallunnecessary
items a significant part of the surface of the hall was re
coveredandhasimprovedtheflexibilityoftheworkplace.
10ManagementSystemsinProduc onEngineering4(12)/2013
B.GALA,R.WOLNIAKProblemsofimplementa on5Sprac cesinanindustrialcompany
Fig.3Modelofcardkeepworkplacesclean
Fig.4Checklistandmapofresponsibility
ManagementSystemsinProduc onEngineering4(12)/201311
B.GALA,R.WOLNIAKProblemsofimplementa on5Sprac cesinanindustrialcompany
Fig.6AQCCard
12ManagementSystemsinProduc onEngineering4(12)/2013
B.GALA,R.WOLNIAKProblemsofimplementa on5Sprac cesinanindustrialcompany
Fig.7AuditCard
Fig.8Ishikawachartanalysisofthecausesofresistanceofemployeesagainstchanges
ManagementSystemsinProduc onEngineering4(12)/201313
B.GALA,R.WOLNIAKProblemsofimplementa on5Sprac cesinanindustrialcompany
Veryimportantarethebehaviorsandfeelingofpeople:
fearandanxietyofbeingfired,asenseofdangerofcurrent
posi on or own skills and competencies. Changes usually
raise a variety of concerns and introduce uncertainty and
ambiguity in place of what is well known. The causes of
resistanceisalsoareluctancetoaddi onalresponsibili es,
adherencetotradi onandthenega vepreviousexperien
ces.
Anothergroupindicatedthereasonsistheflowofinfor
ma on.Thefluctua onofcommunica onmustbekept,as
anydelays,errorsintheinforma on,orlackofresponseor
lack of scheduling system 5S cause concern in employees.
Theydonotknow when orwhat to expect. Thepreferred
solu on is to put the most important informa on on the
bulle nboard.
Themainproblemthatoccursinenterprisesisthelack
oftrainingforemployeestocarryoutbeforethe5Sac on
ortocarryitoutinawayincomprehensibletoothers.This
hasaverynega veeectonemployees,becausethepur
poseofthesystem5Sisnotexplain,thebenefitsalsowhat
are from the implementa on and the expecta ons a er
the introduc on of the concept. The current rhythm is
o en disturbed, and false rumors are increasingly being
spread.
Theeectsofresistanceofemployeescanbeexpressed
in dierent ways, e.g. by denying, nega ng the need for
change through preven on or through lack of interest in
the topic. In extreme cases, it may occur in a worker de
pression. This happens when there are circumstances of
pressure.
ThesecondIshikawagraph(Fig.9)isthelackofinvolve
ment of top management in the implementa on of the
system5S.Iden fiedthreemainreasonsforthisphenome
non:management,manand5Straining.
Infact,thera onaldecisiontoworkonimplementa on
of5Sshouldresultfromthebeliefofmanagementthatthe
systemwillbringthepar cularresultsforthecompany.For
theconcepttoworkproperlyitisthereforenecessaryma
nagementcommitment.Unfortunately,ito enisnot.This
isduetobecauseimpropermanagementasexcessivedele
ga onofpowerstolowerlevelsoftheorganiza on,impro
perdisposalofyour meandinadequateplanningandor
ganizingwork.Itmaybethatmanagerisnotabletofocus
on the priori es and deals with things less important for
thecompany.Inaddi on,thelackofcoopera onwithblue
collar workers and the lack of agreement among mem
bersoftheboardisconduc vetononinterferenceinthe
implementa onofchanges.
O en managers do not have the abili es to handle
dierentfunc ons.Itmanifestsitselfinalackofabilityto
eec vely induce and maintain the involvement of em
ployees, lack of awareness as to the decisive influence on
theirac vity,lackofmo va onfortheimplementa onof
the plane with subordinates, lack of knowledge on costs
andrisksoftheprojectandthenega vepreviousexperien
ces.
Managers as well as lower level employees should
receive training in the 5S. Of course, these courses are
dierent,butonthesameissue,thesystem5S.Ifsupervi
sors do not possess knowledge about the system, the im
plementa onscheduleof5S,donotunderstandthepurpo
se of the system or not to no ce the benefits, the en re
projectwillfail.Managersshouldthereforeinaspecialway
topreparefortheimplementa onoftheconcept5S.
Forleadersandmanagersresponsibilityistosetagood
example,soyoushouldthinkabouttheposi veaspectsof
asystemof5Sacrosstheenterprise.Increasinglypopularis
theLeanOce,itmeanslessbureaucracy.Theuseofthis
conceptallowstheelimina onofwasteintheoce,be er
organiza on of the workplace and improve the quality of
the work. Workers who can see the involvement at the
top are sure to be more mo vated to make changes in
theirareas.
Fig.9Ishikawachartanalysisofthecausesofthelackofinvolvementoftopmanagementintheimplemen ngof5Ssystem
14ManagementSystemsinProduc onEngineering4(12)/2013
B.GALA,R.WOLNIAKProblemsofimplementa on5Sprac cesinanindustrialcompany
CONCLUSION
Proper implementa on of 5S guarantees the real
benefits that result in the increase of produc vity and
eciency of the work, as well as improve the quality and
safetyrequirements.
Keepinmindthatsuccessdependmainlyontheaware
par cipa on in the 5S concept of the whole team, both
employees and managers. That is what a man is called
drivingforceincarryingoutthechanges.
Inordertomaintainthelevelofearned5Sitshouldbe
a process of con nuous improvement. Every employee
should take care of the system by following the set
standards,thedevelopmentofimprovementstothework
report noted problems errors, and by ac vely engaging in
training. While managers are required to prepare and
implement a schedule of repeated internal and external
audits.
Takashi Osada believed that if the organiza on
manages to implement and maintain the system 5S, it is
capable of dealing with other prac ces. However, a
companythatisunabletoenterthehomerules5S,youwill
knowhowtoperformothertasksthatarerequiredfroma
compe ngcompany.
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in.BeataGala
SilesianUniversityofTechnology
FacultyofOrganiza onandManagement
drhab.in.RadosawWolniak
SilesianUniversityofTechnology
FacultyofOrganiza onandManagement
Ins tuteofProduc onEngineering
ul.Roosevelta26,41800Zabrze,POLAND
email:Radosaw.Wolniak@polsl.pl
Thear cleinPolishlanguageversionavailableontheweb
siteofthejournal