AUTOMOTIVE MECHANICS

Level-I
Based on March 2022, Curriculum Version 1

Module Title: - Applying 5S Procedures

Module code: EIS AUM1 M01 0322
Nominal duration: 35Hour

Prepared by: Ministry of Labour and Skill

Sep. 2022
Addis Ababa, Ethiopia

REVISED BY :-kidane H/g APRIL 2023E.C

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 Unit one: Develop understanding of quality system
1.1. Develop understanding of quality system and continuous improvement
What is Quality: -

 The ability of a product/service to satisfy stated or implied needs

 Based on customer’s perceptions of a product/service’s design and how well the
design matches the original specifications.
 Achieved by conforming to established requirements within an organization.
The organizational structure, processes, procedures, and resources needed to implement,
maintain, and continually improve quality management Employees should understand how
the organization defines quality and the importance of maintaining high-quality services and
products.
Steps to developing a quality management system
Step1:-. Create a written document that defines quality

Quality is determined by how it is defined and measured

Create a document that articulates the organization’s commitment to quality products
and services
Step 2: - Develop procedures
Employees work best when they have specific step-by-step procedures to follow.
 The more complex the system the more specific policies and procedures need to be.
 Develop procedures for the users of the system.
 Write procedures and answer the questions: who, what, where, and when.
Step3. Develop work instructions
 Create work instructions for how the work should be done.
 All jobs should have detailed job descriptions that articulate job expectations.
Step4. Collect data
 Create processes for collecting data to monitor if work is being done according
to policies and procedures (evidence).
 Once you determine what data you want to collect, create a process to collect,
store, and report it.
 Assign responsibility to one person to track, analyze, and report results
Step 5. Quality training
 Help employees understand why quality is important by conducting ongoing
training.
 This training should be at a micro and a macro level.
 Micro training will be at the local level. This is where employees learn the
exact steps to perform their job assignments. Include service standards and
specific job details.
Step 6. Reward and recognize good performance
 Provide incentives for employees to provide quality products and services.
 Create programs that are specifically designed to acknowledge consistent
quality work and great customer service.
Step7. Weed out employees who don’t get it

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  There will be times when you have employees who do the bare minimum and
simply don’t care.
Continuous Quality Improvement (CQI)

 Continuous quality improvement came into existence in manufacturing as a different

approach to quality and quality systems. It does not focus as much on creating a
corporate quality culture, but more on the process of quality improvement by the
deployment of teams or groups who are rewarded when goals and quality levels are
reached.
 CQI allows individuals involved in the day-to-day operations to change and improve
processes and work flows as they see fit.
 CQI implementation attempts to develop a quality system that is never satisfied; it
strives for constant innovation to improve work processes and systems by reducing
time-consuming, low value-added activities. The time and resource savings can now be
devoted to planning and coordination.
 CQI has been adapted in several different industries. For example, in health care and
other service sectors, it has taken on the acronym FOCUS-PDCA work:
 Find a process to improve.
 Organize to improve a process.
 Clarify what is known.
 Understand variation.
 Select a process improvement
1.2. Elements Of Quality Assurance (QA)
Quality assurance (QA) is any systematic process of determining whether a product or
service meets specified requirements.

QA establishes and maintains set requirements for developing or manufacturing reliable

products. A quality assurance system is meant to increase customer confidence and a
company's credibility, while also improving work processes and efficiency, and it enables a
company to better compete with others.
Importance of quality assurance
Quality assurance helps a company create products and services that meet the needs,
expectations and requirements of customers. It yields high-quality product offerings that
build trust and loyalty with customers.
Some people may confuse the term quality assurance with quality control (QC). Although the
two concepts share similarities, there are important distinctions between them.

In effect, QA provides the overall guidelines used anywhere, and QC is a production-focused

process – for things such as inspections. QA is any systematic process for making sure a
product meets specified requirements, whereas QC addresses other issues, such as individual
inspections or defects.

1.2.1. Corrective Action

 It consists of improvements of an organization’s processes taken to eliminate causes

of non-conformities or other undesirable situations.

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  It is usually a set of actions, laws or regulations required by an organization to take in
manufacturing, documentation, procedures, or systems to rectify and eliminate
recurring non-conformance.
 The corrective and preventive action is designed by a team that includes quality
assurance personnel and personnel involved in the actual observation point of non-
conformance.
 It must be systematically implemented and observed for its ability to eliminate further
recurrence of such non-conformation.
 Action taken to eliminate the causes of non-conformities or other undesirable
situations, so as to prevent recurrence.
The standards and procedures defined by a quality assurance program help prevent product
defects before they arise.

Fig.1.1. Quality checklist

Total Quality Management (TQM)
 TQM is a management approach in which quality is emphasized in every aspect of the
business and organization.
 Its goals are aimed at long-term development of quality products and services. TQM
breaks down every process or activity and emphasizes that each contributes or
detracts from the quality and productivity of the organization as a whole.
 Management’s role in TQM is to develop a quality strategy that is flexible enough to
be adapted to every department, aligned with the organizational business objectives,
and based on customer and stakeholder needs.
1.2.2. Monitoring procedures
Quality monitoring means part of the quality assurance focused on maintaining and
improving quality and includes identification and use of indicators for detection of deviations
from standards and specifications.
Indicators of monitoring procedures
 Identify Program Goals and Objectives.
 Define Indicators.
 Define Data Collection Methods and TimeLine.
 Identify M&E Roles and Responsibilities. ...

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  Create an Analysis Plan and Reporting Templates.
 . Plan for Dissemination and Donor Reporting
1.2.3. Standard Operating Procedure (SOPs)
A standard operating procedure, or SOP, is a set of detailed step-by-step instructions that
describe how to carry out any given process. Most companies that are serious about process
management use SOPs to manage their day-to-day activities.
Standard Operating Procedures allow you to: -
 Achieve consistent results. With standard operating procedures, you complete
your processes in the same way and achieve the right results every time.
 Reduce costs and increase productivity. When everyone does the same task in
different ways, eventually your organization will run into inefficiencies that cost
you time and money. With SOPs you can streamline the process and increase
productivity.
 Create a safe working environment. SOPs are very useful when it comes to
safety. You provide a standardized way of getting things done with minimized risk
of safety hazards. In this way your workers are safe and your company reduces the
risk of liability.
An SOP, in fact, defines expected practices in all businesses where quality standards exist.
SOPs play an important role in your small business. SOPs are policies, procedures and
standards you need in the operations, marketing and administration disciplines within your
business to ensure success. These can create:
 Efficiencies, and therefore profitability
 Consistency and reliability in production and service
 Fewer errors in all areas
 A way to resolve conflicts between partners
 A healthy and safe environment
 Protection of employers in areas of potential liability and personnel matters
 A roadmap for how to resolve issues – and the removal of emotion from
troubleshooting – allowing needed focus on solving the problem
 A first line of defense in any inspection, whether it be by a regulatory body, a partner
or potential partner, a client, or a firm conducting due diligence for a possible
purchase
 Value added to your business should you ever wish to sell it
Developing an SOP is about systemizing all of your processes and documenting them
Every business has a unique market, every entrepreneur has his/her own leadership style, and
every industry has its own best practices. No two businesses will have an identical collection
of SOPs. Below is a listing of just a few typical SOPs, which you will want to consider
writing for your own small business.
 Production/Operations
 Production line steps  Inspection procedures
 Equipment maintenance,  New employee training
 Finance and Administration
 accounts receivable – billing and collections process

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  accounts payable process – maximizing cash flow while meeting all payment
deadlines
 Marketing, Sales and Customer Service
 approval of external communications: press releases, social media, advert, etc.
 preparation of sales quotes
 service delivery process, including response times
 warranty, guarantee, refund/exchange policies
 acknowledgment/resolution of complaints, customer comments and suggestions
 Employing Staff
 job descriptions  use of Internet and social media
 employee orientation and training for business purposes
 corrective action and discipline  Legal
 performance reviews  Privacy
1.2.3. PDCA concept

PDCA is an acronym that gives name to a tool used in process quality management. Its focus
is to solve problems by following the four phases indicated by its letters: Plan, Do, Check and
Act. Because it's a cyclical tool, it also promotes continuous process improvement.

The basis of this tool is the repetition. It is applied successively to the processes that seek to
improve continuously. In this context, planning, standardization, and documentation are
essential practices and accurate measurements. Other factors addressed by the PDCA concept
are the talents and skills of the professionals involved.
The 4 stages of the PDCA concept cycle
Plan: - It is the stage where we analyze the problems that we want to be solved, according to
the following order:

 Definition of problems  Choice of methods

 Setting goals  Ask the question five times
Keep in mind, you and your team may need to go through the plan a couple of times
Do: - It’s time to get hands-on, executing what was determined in the previous step:
 Practice the method
 Make changes
 Don’t need to strive for perfection, just
look for what can be done in a practical way
Measure and record the results
Check: - It is one of the most important steps that
define the PDCA concept cycle. After
checking, we will see if the action has improved:
 Check whether the standard is being obeyed
 Check what’s working and what’s going wrong
 At every step, ask why?
 With the answers, improve and practice the defined method

Act: - Time to act more assertively.

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  Things going as planned? Then continue!
 Well actually, there are some problems? Then act to correct and prevent the errors!
 Improve the work system
 Repeat the solutions that worked
Warnings when applying the PDCA concept
 Only proceed to the Do phase after having considered the Plan phase
 If you find that during the Act stage there is an excess of repetitions and attempts,
return to the Plan phase
 Avoid a short circuit in the cycle, by not skipping stages or not devoting enough time
for questions and searching for the “whys”.
1.3. Benefit of KAIZEN
KAIZEN: - A Japanese philosophy for improvement that can be traced to the meaning of the
Japanese words ‘Kai’ and ‘Zen’, which translate roughly into: Definition of Kaize ‘Kai’ -
change, alter ‘zen’ - better, right KAIZEN means “Change for better.”
Means improvement, continuous improvement involving everyone in the organization from
top manageliment, to managers then to supervisors, and to workers
A Japanese business philosophy that assumes our way of life – be it our working life, our
social life, or our home life – should focus on continual improvement efforts
A philosophy of continual, participatory and self-disciplined innovation
Benefit of KAIZEN
 Reducing waste
 Simplifying work processes
 Improving safety
 Improving Employee and Customer Satisfaction
 Kaizen simplifies the job.
By having employees, management, and other important stakeholders constantly suggesting
improvements, it simplifies everyone’s jobs – improvements should streamline all processes.
 Kaizen changes things up.
Kaizen is a great way to keep you on your toes and remove the boring tasks from the radar.
Kaizen keeps things from being a total pain in your rear.
Kaizen keeps your work from becoming a huge burden.
 Kaizen improves job safety records.
By constantly improving processes, you will be abreast of important new safety standards,
the latest in advances in equipment and technology, and the safest way to do things.
 Kaizen improves everyone’s productivity.
If you eliminate wasteful tasks, then you save time. For example, is it necessary to create a
report of reports every month? Are there less wasteful ways to do things? Is everyone making
the best use of their time? Look into the answers to these questions to meet this Kaizen
process goal.
 Kaizen improves the quality of your products.
By following the Kaizen process steps, you can improve product quality. It is important to
have quality products because this will increase your customer base, and ultimately, it will
increase your bottom line
Why Kaizen is Necessary?

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  Make optimal use of peoples’ skills  Maintain high quality (or improve
 Improve Safety delivery time quality)
 Reduce overall cost  Improve space utilization etc.
 Shorten lead time & improve  Reduce or eliminate wastes
delivery time (MUDA)
 Improve productivity
1.4. Explaining ‘5S’ system
 5S is a systematized approach to standardize work environment of an
organization so as to create a workplace that is more organized, more
efficient, safer, cleaner, and more pleasant to work in, and to maintain it
on an on-going basis.

5S is defined as a methodology that results in a workplace that is clean, uncluttered,
safe, and well organized to help reduce waste and optimize productivity. It's designed
to help build a quality work environment, both physically and mentally. The 5S
philosophy applies in any work area suited for visual control and lean production.
 The 5S condition of a work area is critical to employees and is the basis of customers'
first impressions.
 The 5S quality tool is derived from five Japanese terms beginning with the letter "S"
used to create a workplace suited for visual control and lean production. The pillars of
5S are simple to learn and important to implement:
Table 1.1. The Japanese terms are translated into the English language version of the 5S’s.

Japanese Translated English Definition

Seiri organize Sort Eliminate whatever is not needed by separating needed
tools, parts, and instructions from unneeded materials.
Seiton orderliness set in order Organize whatever remains by neatly arranging and
identifying parts and tools for ease of use.
Seiso cleanliness Shine Clean the work area by conducting a cleanup campaign.
Seiketsu standardize standardize Schedule regular cleaning and maintenance by
conducting seiri, seiton, and seiso daily.
Shitsuke discipline Sustain Make 5S a way of life by forming the habit of
always following the first four S’s.

5S program benefits
Benefits to be derived from implementing a lean 5S program include:
 Improved safety
 Lower defect rates

 Reduced costs

 Increased production agility and flexibility

 Improved employee morale

 Better asset utilization

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 Unit Two: Sort needed items from unneeded
2.1. Techniques of identifying necessary and unnecessary items
The first step in the 5S process is Sort, or “seiri,” which translates to “tidiness.” The goal of
the Sort step is to eliminate clutter and clear up space by removing things that don’t belong in
the area
How Do You Implement Sort?
Separate necessary items (e.g., tools, parts, and materials) from unnecessary items. We
recommend sorting items into four categories:
a. Items needed in this work area. These are items you know that you regularly
use in the context of this work area and thus will stay in this work area.
b. Items needed in another work area. Essentially, these are misplaced items. If an
item is used in another work area “sort” it into that area by delivering it to
whomever is responsible for that work area.
c. Items you may need. For items you are unsure about, use the 5S “red tag”
system. Mark such items with red tags, which at a minimum should include the
name of who tagged the item, why it is thought to no longer be needed, a
proposed review date, and the name of the manager who must approve of
disposal. Move the item to a red tag holding area, which should be organized by
review month to make it easy to manage the area.
d. Items you do not need. These are items that you are 100% confident are not
needed. They should be immediately discarded
Sorting activities
Equipment, material, tools files, furniture etc. can be categorized based on the frequency of use!
Examples of sorting
 Place “Red tag” for categorization of items to identify unnecessary items
 Move unnecessary items (broken tools, obsolete jigs and fixtures, scrap and excess
raw material etc.) to central stored area
 Free up valuable floor space (Space utilization)
 Finding abnormality of equipment and tools (Out of order, missing parts etc.)
 Remove items not used in area outdated materials, broken equipment, redundant
equipment, files on the computer, measurements which you no longer use
 Ask staff to tag all items which they don’t think are needed this improves
understanding about need and use
 Classify all equipment and materials by frequency of use to help decide if it should be
removed place ‘Red Tag’ on items to be removed
 Establish a ‘holding area’ for items that are difficult to classify hold item for allotted
period to enable others not on 5S team to review

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Fig.2.1. Before sorting Fig.2.2. After sorting
Procedure for Sort activity

Fig 2.3. Procedure for sort activity

Some of types of unnecessary items are:

 Defective or excess quantities of small parts and inventory
 Outdated or broken jigs and dies
 Worn-out bits
 Outdated or broken tools and inspection gear
 Old rags and other cleaning supplies
 electrical equipment with broken cords
 Outdated posters, signs, notices, and memos
Tools and material used for implementing sort
 Red Tags Sticker
 Hook Nails

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  Shelves Chip Wood
 Sponge Broom
 Pencil Shadow Board/ Tools Board
 Formats (For recording necessary and unnecessary items, plans etc…)
2.2. Categorizing unnecessary items
2.1.1. Re-Using
The process of reusing starts with the assumption that the used materials that flow through
our lives can be a resource rather than refuse.
The following are some examples of reuse.
 Containers can be reused at home or for school projects.
 Reuse wrapping paper, plastic bags, boxes, Give outgrown clothing to friends or
charity.
 Old tires can be used in the garden and in the play yard.
2.1.2. Re-Cycling
Recycling is the process of collecting and processing materials that would otherwise be
thrown away as trash and turning them into new products. Recycling can benefit your
community, the economy and the environment.
The main benefits of recycling are:
 Recycling generates industry: As New Mexicans recycle, there will be a growing
supply of materials generated. In order to utilize these recycled materials,
manufacturing facilities will emerge to find uses for them. As more recycling plants
are built and more products are manufactured, we will gain a greater understanding of
the entire process.
 Recycling creates jobs: EPA estimates that recycling 10,000 tons of materials would
create 36 jobs compared to six for land filling the same amount (EPA, 2002). Some
communities have formed working partnerships with workshops for the disabled,
developed and administered job-training partnerships, or otherwise found work for
unemployed labor in recycling programs.
 Cost avoidance of recycling: For years, recycling has been hampered by the belief
that it should make money. That may be true for some recyclables, but not for others.
Rather, recycling should be thought of as a cost-effective disposal option. It usually
requires fewer government subsidies than landfilling or incineration. It saves natural
resources and helps protect the environment. Lower taxes, energy savings, and a
cleaner environment are the real "bottom lines" in favor of recycling.
2.1.3. Disposing and waste management

Disposing is discarding or discharging materials in accordance with local environmental

guidelines or laws”.
“Waste management is the collection, transport, processing, recycling or disposal, and
monitoring of waste materials.”
2.3. Housekeeping Techniques and Strategy
The following are the benefits of practicing good housekeeping daily in your workplace:

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 It opens the door for deeper safety interactions: This enables to discuss and take
in safety interventions when our work area is clean and tidy. It is always unsafe to
work in a workplace cluttered and untidy.
 It creates a sense of Order: Good housekeeping is an indication that the rest of the
workplace is well managed.
 It exposes potential hidden hazards: Clutter covers safety concerns. Hidden
hazards get exposed when items are stacked and stored properly.
 It improves productivity: The first thing that often comes to mind when it comes to
getting housekeeping done is, “I really don’t have the time for this.” Yet we end up
spending double that time looking for something that is lying behind a pile of
rubbish.
 It reduces slip and trip hazards: Experience has shown me that slip and trip
incidents in the workplace account for a large percentage of injuries. Clean up now
and get the immediate benefits.
 It aids effective emergency response: It creates safe environment when having to
get the emergency exits.
 It reduces fire hazards: Many potential fire hazards are eliminated through proper
housekeeping.
 It allows better identification of missing items: If a workplace is well kept, tidy
and having items/materials consolidated into distinct areas it makes it much easier to
identify missing items/materials.
 It creates good first impressions: Any new employee will get off to a good start if
they first enter a clean and orderly work site. Half the battle will be won.

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 Unit three: Set workplace in order
3.1. Location selection methods for essential and non-essential items
Introduction to Set In order
The second step, Set in order, was originally called “seiton,” which translates to
“orderliness.”
A variety of names have been used in English: “Systematic organization,” “Straightening
out,” and “Simplify,” for example. No matter what it’s called, the goal of this step is to
organize the work area. Each item should be easy to find, use, and return: a place for
everything, and everything in its place.
Implement straighten/se in order?

Table 3.2. Procedures for set in order

After you’ve sorted items, it’s time to decide how you want to organize them. We
recommend the following methodology:
 Provide easy access to frequently used items. The key to reducing waste from
excess motion is to place frequently used items within easy reach.
 Group like items. Group the remaining items into logical categories and
brainstorm the best way to organize and store each of these categories.

 Visualize item homes. For each group, decide on the best way to make it clear
when an item is missing or misplaced. A classic example is creating a shadow
board for tools.

 Use containers. If it is appropriate for the type of item, consider organizing it

within a container.

 Unleash the labeler. If an item is too big to put into a container, consider giving
it a frame and putting a label on the item in addition to the frame.
Some examples of straighten/set in order: -
 Give every item a distinct “home.”
 Use color as a way of organizing and creating meaning.

 Separate everyday tools from special-case tools.

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  Dedicate a surface or area entirely to shadow boxes and tool storage.

 Dedicate another surface or area entirely to working.

Fig.3.2. Tools kept at hand and stored in the order used

5S map is a diagram or floor plan that provides an overview of a work area, process, or
station. It provides a visual reference to show where the tools, supplies, workers, and travel
paths are, and how they relate to each other. A good map may also include a description of
the work that happens in the area shown.

Fig.3.4. Motion wastes Fig.3.5.No waste of motion

Depending on your facility’s needs, you may find one approach easier than another:
 Draw up a map, and then implement it
 Physically arrange the workplace first, and then map it out

 Map as you go, testing ideas and writing down what works well
The purpose of the set-in order stage is to find a place for everything and put everything in its
place.
Key takeaways from the set-in order stage:
 Arrange items for convenience when using.
 Eliminate wasting time looking for certain tools and items.

 Simplify the work process by making it easier to find necessary tools.

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  Create a plan to help the workplace stay in this new organization.

 Organize items based on their frequency of use and proximity to where they are used.

Setting the space in order

Some guidelines to consider when choosing homes for items:
 If items are used together, store them together.
 Put frequently used items closest to the user.
 If possible, devise a let-go system in which tools are attached to a retractable cord and
automatically go back to the stored position.
 Place items so the user doesn't need to bend or twist much to access them.
 Arrange tools and materials in order of use.
3.2. Methods of evaluating assigned location
The 5S map is a tool that can be used to evaluate current locations of parts, jigs, tools, dies,
equipment, and machinery, and to decide best locations. 5S Map involves creating two maps
‘before map’ and ‘after map’. The ‘before map’ shows the layout of the workplace before
implementing set in order. The ‘after map’ shows the workplace after implementing set in
order. The 5S Map can be used to evaluate the locations in a small or large workplaces, like
in a single workstations, on a production line, or in a department.
The steps of using the 5S Map:

A. Make a floor plan or area diagram of the workplace you wish to study. Show the location
of specific parts, inventory, tools, jigs, dies, equipment and machinery.
B. Draw arrows on the plan showing the work flow between items in the workplace. There
should be at least one arrow for every operation performed. Draw the arrows in the order
that the operations are performed, and number them as you go.
C. Look carefully at the resulting “spaghetti diagram”.
D. Make a new 5S Map to experiment with a better layout for this work place. Again, draw
and number arrows to show the flow of operations performed.
E. Analyze the efficiency of the new layout (the after map), based on the principles explained
in the above.
F. Continue to experiment with possible layouts (after maps) using the 5S Map until you find
one which you think will work well.
G. Implement this new layout in the work place by moving parts, tools, jigs, dies, equipment,
and machinery to their new locations. 8. Continue to evaluate and improve the layout in
the workplace
3.3. Strategies of set-in order
The set-in order step utilizes several strategies to accomplish its goals and one of them is
called shadow boarding. Essentially, the tools being organized are traced and cut out of vinyl,
and the vinyl outline is then placed in a tool drawer or on a pegboard. This way, when
employees are returning an item back to the area, they can immediately identify its home.
A. Painting strategy: is used to divide the factories or workshop’s walking areas
(walkways) from the working areas (operation areas). When putting lines to divide
walkways from operation areas, the following factors should be considered:

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  U-shaped cell designs are generally efficient that straight production lines.
 In-process inventory should be positioned carefully for best production flow.
 Floors should be levelled or repaired before we put lines.
 Walkways should be wide enough to avoid twists and turns and for safety and a
smooth flow of goods.
 The dividing lines should be between 2 and 4 inches in width.
 Paint colors should be standardized. For example
 Operation areas are painted by green;
 Walkways are fluorescent orange or red;
 Lines that divide the walkways from operation areas are yellow in color.
Dividing lines can be used to show:
 Cart storage locations, be placed, or to show hazardous areas.

Fig.3.9. Door-range line

Fig.3.10. Tiger marks,

B. Color-code strategy: is used to show clearly which parts, tools, jigs and dies are to be
used for which purpose. For example, if certain parts are to be used to make a particular
product, they can all be color-coded with the same color and even stored in a location that
is painted with that color.

Fig.3.12. Matching levels color identification

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C. Outlining strategy: is used t show which jigs and tools are stored were. Outlining simply
means drawing outlines of jigs and tools in their proper storage positions. When you want
to return a tool, the outline provides an additional indication of where it belongs.

Fig.3.13. Outlining of tools to show their locations

Fig.3.14. Outlining of tools and equipment’s to show their locations

3.3.1. Visual Control
In implementing set in order pillar, we use visual controls so that communications became
easy and smooth. For example, we can visually know where items are placed and where to
return them and so on. A visual control is any communication device used in the workplace
that tells us at a glance how work should be done. Through visual controls, information such
as where items belong, how many items should be placed there, what the standard procedure
is for doing something, the status of work in process etc. can be communicated.

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 Fig. Visual controlling items
3.3.2. Motion Economy

There are principles helpful in deciding the best locations for parts, equipment’s, and
machinery, as well as tools by removing motion wastes. Motion wastes are unnecessary
movements created when people move their trunks, feet, arms, and hands more than needed
to perform a given operation. These wastes lead to waste of time, energy and effort. These
motion wastes can be minimized by locating parts, equipment’s, and machinery in the best
locations possible.
More important than removing motion wastes is asking why it occurs. By asking ‘why’ we
can find the methods of manufacturing that work and approach the zero-waste mark.
Eliminating the unnecessary motions from existing operations is called Motion
improvement.
Principles of Motion Economy: 3 Categories | industry
This article throws light upon the three categories of principles of motion economy.
The categories are:
A. Use of Human Body
B. Arrangement of Workplace
C. Design of Tools and Equipment.
A. Use of human body:
 The two hands should begin and complete their motion at the same time.
 `Arm movements should be symmetrical, simultaneous and in opposite directions.
 Hand and body motions should be confined to lowest classification to perform the
work satisfactorily.
 The two hands should not be idle at the same time (except during rest).
 Momentum should assist the worker (otherwise reduce to minimum).
 Smooth continuous and curved movements preferable over straight-line movement
with sharp changes in direction.
 Ballistic movements are (easy fast and accurate) preferred over controlled
movements.
 Arrange work to provide natural rhythm where possible.
 Eye fixations should be as few and as close together as possible.
B. Arrangement of workplace:
 Make definite and fixed place for all tools and materials. In other words there should
be a place for everything and everything at its place.
 Locate tools materials and controls as close to the place, of use as possible.
 Gravity feed the material to the point of use (though bins and containers).

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  Locate materials and pools to permit best sequence of operations.
 Good illumination for satisfactory visual perception
 Use drop delivery where possible.
 Arrange work place height to permit alternate sitting and standing at work.
 Provide chair of suitable type and height to permit good posture.
C. Design of tools and equipment:
 Relieve hands if the work can be economically done by jig, fixture or pedal.
 Combine two or more tools where possible.
 Pre-position tools/materials where possible.
 When fingers are loaded divide work with according to the capabilities of the fingers.
 Locate levers and handler to permit work with least change in body posture and
greatest mechanical advantage

Unit Four: Shine Work Area

1.1. Benefit of Shine
The third step of 5S is Shine, or “seiso,” which means “cleanliness.” While the first and
second steps cleared up space and arranged the area for efficiency, this step attacks the dirt
and grime that inevitably builds up underneath the clutter, and works to keep it from coming
back.
One of the most important benefits of Shine is catching problems early and preventing
unexpected breakdowns.
Benefits of shine
One of the more obvious purposes of shine is to turn the workplace in to clean, bright place
where everyone will enjoy working. Another key purpose is to keep everything in top
condition so that when someone needs to use something, it is ready to be used. Companies or
organizations should avoid the tradition of annual at the end of the year or on spring
cleanings. Instead, cleaning should become a deeply ingrained part of daily work habits, so
that tools, equipment, and work areas will be ready for use all the time.

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 Fig.4.1. Worker’s cleaning machines
Cleanliness for factories and offices is a lot like bathing for human beings. It relieves stress
and strain, removes sweat and dirt, and prepares the body and mind for the next day.
Cleanliness is important for physical and mental health. Just as you would not bath only once
a year, performing shine procedures in a factory should not be an annual activity. Cleaning
should be done on daily basis.
Shine activities can play an important part in bringing work efficiency and safety. Cleanliness
is also linked with the morale of employees and their awareness of improvements.
Factories or workshops that do not implement the shine pillar suffer the following types of
problems:
 Poor morale and inefficiency at work. This could be due to dirty windows that can
pass only little light.
 Unable to see or find defects in dark and messy workplaces.
 Slipping and injuries can be created due to puddles of oil and water on the floor.
 Frequent breakdown of machines due to insufficient check-ups and maintenances
which in turn leads to late deliveries.
 Low and unsafe operating machines due to insufficient checkups and maintenance
which in turn leads to hazard and accidents.
 Defects will result due to shaving cuts getting mixed in to production or assembly
processes.
 Shaving cuts can get in to people’s eyes and create injuries.
 Low morale due to filthy work environments.
Routine Cleaning

Fig.4.3. Routine Cleaning

The Shine step is not meant to be a job for the maintenance or janitorial staff. Each worker
should clean their own work area, and the equipment they use. This approach has several
benefits:
 Workers who are familiar with the area will quickly notice any problems that arise
 Hazards or difficult situations will be understood and accounted for

 Items that are out of place or missing will be recognized

 Workers will tend to keep their own workspaces cleaner during normal operations

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Shine as Preventative Maintenance
Keeping work areas clean will have many advantages. One important advantage is that it’s
easy to spot leaks, cracks, or misalignments. If the people keeping the area clean are the same
people who work there regularly, they will be quick to recognize any of these problems.
Leaving those problems unnoticed and unresolved could result in equipment failure, safety
hazards, and loss of productivity. With the constant cleaning and inspections used in the
Shine step of 5S, the system can feed into a preventative maintenance program. This way, 5S
can extend the working life of equipment and help reduce emergency downtime.
1.2. Shining techniques of work area
Shine creates a work environment that engages and empowers operators by giving them
more responsibility and agency over their work area. It also helps them to identify
problems before they interfere with production. For example, in a clean work
environment, it is much easier to spot emerging issues such as fluid leaks, material spills,
metal shavings from unexpected wear, hairline cracks in mechanisms, etc.
Shine activities should be taught as a set of steps and rules that employees learn to maintain
with discipline.
Inspection
Once daily cleaning and periodic major clean ups become a habit, we can start incorporating
systematic inspection procedures in to the shine procedures. Even when equipment in the
workplace appears to function normally, it may be developing many problems. Always when
machines or other equipment begin to show sign of minor, sporadic malfunctions, the
operators not the maintenance people notice it first. Therefore, it is important to consider the
operators information about the equipment.
The following types of equipment problems frequently exist in factories:
 Oil leaks from the equipment on to the floor.
 Machines are so dirty that operators avoid touching them.
 Gauge displays and other indicators are too dirty to be read.
 Nuts and bolts are either loose or missing.
 Motors overheat.
 Sparks flare from power cords.
 V-belts are loose or broken.
 Some machines make strange noises.
Daily cleaning or inspection can help to find these problems and solve them.

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 Fig.4.4. Before shine Fig.4.5.After shine
1.3. Scheduling daily/weekly activities
Shining Assignments
Workplace cleanliness is the responsibility of everyone who works there. Each employee
should be assigned specific area to clean. To do these two methods can be used:
A 5S Assignment Map – shows all the target areas for shine activity and who is responsible
for cleaning them. By marking on 5S Map, the shine assignments can be shown.
A 5S schedule – shows in detail who is responsible for cleaning which areas on which days
and times of the day. Then this schedule should be posted in the work area.

Unit Five: Standardize Activities

1.1. Purpose and Benefits of Standardize

What is Standardizing?
The Standardize step is a bridge between the first three steps (Sort, Straighten, and
Shine) and the last step (Sustain). In this step your goal is to capture best practices for 5S
as standardized work for your team
Why Do You Need to Standardize?
Standardize makes 5S repeatable. It transforms 5S from a one-off project to a
reproducible set of activities.
The first three steps of 5S cover the basics of clearing, organizing, and cleaning a work space;
on their own, those steps will provide short-term benefits. The fourth step is Standardize, or
“seiketsu,” which simply means standardization. By writing down what is being done, where,

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and by whom, you can incorporate the new practices into normal work procedure. This paves
the way for long-term change
The purpose of 5S is to make your workplace better, not to make it unchangeable. You are
writing the standards for your facility, and you can change them to fit new information or
new business needs.
 Lead to workplace standardization
 prevent setbacks in the first three pillars
 Make implementing them a daily habit
 Ensure that all the three pillars are maintained in their fully implemented state.
 Lead to work standardization
 Muda elimination  Delivery time
 Quality improvements improvements
 Cost improvements  Process improvements
Here are some of the problems that result when we do not implement Standardization well:
 Conditions go back to their previous and undesirable levels even after a companywide
5S implementation campaign.
 At the end of the day, piles of unneeded items are left from the day's production and lie
scattered around the production equipment.
 Tool storage sites become disorganized and must be put back in order at the end of the day.
 Cutting shavings constantly fall on the floor and must be swept up.
 Even after implementing Sort and Set in order, it does not take long for office workers
to start accumulating more stationery supplies than they need.
1.2. Standard for set in order and shine
How to Implement Standardize
The three steps to making Sort, Set in Order and Shine activities (the three pillars or 3S) a
habit are:
Step 1: Decide who is responsible for which activities with regard to maintaining 3S
conditions.
Step 2: To prevent backsliding, integrate 3S maintenance duties in to regular work activities.
Step 3: Check on how well 3S conditions are being maintained.

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The Three steps to make the 3S activities a habit/standardize using the tools and techniques of
3S standardization
A. Assign 3S responsibilities
The suppliers should be made responsible for maintaining 3S conditions at their own unloading
sites and encouraged to join in full 5S implementation.
Tools for assigning 3S responsibilities include:
 5S Maps
 5S schedules
 5S job cycle charts, which list the 5S jobs to be done in each area, and set frequency
cycle for each job (see the figure below).
In the example shown in the figure below, 5S duties are sorted out according to the first three
pillars and the scheduling cycle. In the figure, code letters are used for the various cycle periods:
A is for 'continuously," B for "daily (mornings)," C for "daily (evenings), " D for "weekly," E
for "monthly" and F for "occasionally." Each 5S job assignee can then use these charts as 5S
Checklists. This particular example shows clearly who is responsible for each job, which area,
what to do, and when to do it.
B. Integrate 3S Duties into Regular Work Duties
Visual 5S and Five-Minute 5S are two approaches that help make maintenance work part of the
everyday work routine.
Visual 5S: - The Visual 55 approach makes the level of five pillar conditions obvious at a
glance. This is particularly helpful in factories that handle a great variety and number of
materials.
Five-Minute 5S: - "Five-Minute 5S" is a loose one-the actual time can be three minutes, six
minutes, or whatever is appropriate. The point is to make the five-pillar work brief, efficient,
and habitual. In figure below shows a signboard that was made as part of a Five-Minute 5
campaign.
Three techniques for achieving unbreakable setting in order
a. Suspension
b. Incorporation
c. Use elimination.
a. Suspension: - In the Suspension technique, tools are literally suspended from above, just
within reach of the user
b. Incorporation: - Incorporation means creating a flow of goods or operations in a factory
process in which (1) jigs, tools, and measuring instruments are smoothly integrated into the
process and (2) such devices are stored where they are used and therefore do not have to be
returned after use
c. Use Elimination
A set-in order approach that eliminates the use of a particular jig, tool or measuring instrument
is in fact unbreakable setting in order.
There are three techniques for eliminating the use of certain tools:
 Tool Unification
  Tool Substitution
 Method Substitution
Tool Unification: - Tool unification means combining the functions of two or more tools into a
single tool. It is an approach that usually reaches back to the design stage. For example, we can
reduce the variety of die designs to unify dies or make all fasteners that require a screw-driver
conform to the same kind of screw-driver, flat-tip or Phillips.
Tool substitution: - Tool substitution means using something other than a tool to serve the
tool's function, thereby eliminating the tool.
Method substitution: - If we substitute ordinary wrench-turned bolts with hand-turned
butterfly-grip bolts, we have eliminated the wrench, but we have not eliminated the method
(bolt fastening).
Standards for Location Indicators

Fig.5.5. Fixed position indication

 Unit six: Sustain 5S system
1.1. Techniques of Sustain 5S
Sustain Means making a habit of properly maintaining correct procedures, Maintain S1-S4
through discipline, commitment and empowerment, It focuses on defining a new mindset and a
standard in workplace
The fifth step of a 5S program is Sustain, or “shitsuke,” which literally means “discipline.” The
idea here is continuing commitment. It’s important to follow through on the decisions that
you’ve made — and continually return to the earlier steps of 5S, in an ongoing cycle.

Sustainability activities

Fig.6.1. Sustaining activities

Common Tools and techniques to sustain 5s are:
There are many tools and techniques your company can use to help sustain commitment to 5S
implementation. We offer these below so you will be aware of them. At some point in your 5S
implementation work, you may be called upon to use or even coordinate the use of these
techniques. These are:
 5S Slogan  awarding systems
 5S poster  Big cleaning day
 5S newsletter and kaizen board  5S month Benchmarking tour
 5S audit
6.2. Planning Stage
At this stage, you will literally plan what needs to be done. Depending on the project's size,
planning can take a major part of your team’s efforts. It will usually consist of smaller steps so
that you can build a proper plan with fewer possibilities of failure.
Before you move to the next stage, you need to be sure that you answered some basic concerns:
 What is the core problem we need to solve?
 What resources do we need?

 What resources do we have?

  What is the best solution for fixing the problem with the available resources?

 In what conditions will the plan be considered successful? What are the goals

Steps for planning

 5S organization structure  Planning stage
 Recognition of current condition  Budgeting
 Deciding activity range  Kick-off
 Goal setting

5S Promotion office duties

 Prepare over all 5S implementation plan at company level.
 Follow up standardize 5S activities at the company.
 Perform any other 5S related activities.
 Organize Training
Recognition of current condition
 By using 5S Checklist and
 Photography
Decide Activity range

Fig. 6.3. Decide Activity range

Fig. 6.4. Goal setting

 6.3. Strategy of continuous improvement sustainability
Continuous improvement (CI) is a highly effective mindset, culture and toolkit for tackling
rapid changes in the modern workplace.
What are the continuous improvement strategies for sustainability?
The three continuous improvement strategies for sustainability should embody several
critical success factors. Only then can real transformational changes take place.
A. Align strategy and leadership
Good leadership underpins the successful development of any CI strategy. A successful and
sustainable continuous improvement system requires a well-orchestrated plan to ensure that
management and their teams realize positive change with confidence and consistency.
B. Embed implementation design
Implemented and managed effectively, continuous improvement helps integrate all functions,
processes and practices across the value chain.
C. Clarify organization roles and responsibility
A continuous improvement culture refers to the system of values shared by an organization
that promotes the belief that whatever is good today might not be good enough from a
sustainable perspective.