KNA CERTIFICATION COMPANY LIMITED

"Quality Innovation"

Training 5S Practices

Originating from the phyloshophy that human development is putting human at the centre, 5S model has been widely implemented in Japan as a foundation for quality management system. 5S helps create a clean, confortable working environment, facilitate the adoption of quality management system, thereby build customer’s trust.

  1. WHAT IS 5S?

5S is a tool to improve quality performance originating from Japan. Its name comes from S letters in Japanese including:

SeiriSeitonSeisoSheiketsu và Shitsuke which can be translated into as "Sort", "Set In order", "Shine", "Standardize" and "Sustain"

1. Sort – S1 (Seiri):

Check everything to determine which is nececessary for production and which is not, then remove unnecessary items as soon as possible. Only essential stuffs are allowed to be present at working location. S1 is often conducted preodically.

2. Set in order – S2 (Seiton):

“Set in order” means arranging stuffs, semi-finished products, material, goods etc in convenient and recognizable location. General rule is that any stuff has its own place with clear identification mark. This activitiy need strictly following.

3. Shine – S3 (Seiso):

Shine is understood as keeping working place, tool and surroundings clean and hygienic. S3 is also implemented regularly.

4. Standardize– S4 (Sheiketsu):

Standardize means maintaining the the repetition of processes used to sort, order and clean the workplace. To ensure the continuation of 3S, thay can set out regulation specifying 3S responsibility, method and frequency of individuals.

5. Sustain – S5 (Shitsuke):

Sustain is demonstrated through self-discipline of labor in 5S. Each individual needs to be full aware of the importance of 5S, self-aware and active in implementing 5S. Therereby, their working performance coulb be improved considerably.

  1. Object 
  • 5S Practice can be applied in any organization/ enterprise: management, production, service, trade.
  • 5S Practice creates a shine, healthy and safe working environment which brings effiency and success for enterprise. So don’t hesitate to apply 5S in your company!

Content: 

Items

Days/Experts

Differences

Topic

01

S1-

S2-

Types of waste Lean

03/ 
2 people
 

Not simple as "Sort", "Set In order", "Shine", "Standardize" and "Sustain".

 In Lean’s option, 5S means remove waste and illogicality to improve productivity and quality, safe working environment and creativity.

 Thus, the program is designed to integrate with Lean and other advanced tools.

 - Training on 5S và Eleminating  waste (Lean)

 - Training on building a 5S organizational structure 

- A guide to scene inspectation

 - Audit on current situation 1ST (experts and steering board)

 - Make plans for (S1) remove unnecessary items and plan (S2) arrangements

 - A guide to draw layout and label resource for each area.

 - A guide to design banner, poster

 - Decisions on launching 5S champagne

 Note: Company prepares classroom, board, pens, A1 paper, camera; assign participants ( including a member board of director)

02

S1- S2

0

 

 - Propaganda - communication about the program

 - Visualize instructed information.

 - Perform screening for 1st time (points detected by the expert's recommendation) unnecessary objects

 - Iplement schedualed arrangement

 Note:The 5S Steering Board monitors the implementation and weekly reports progress to the Board of Directors and Professionals. The Specialist is always closely supervising the operation and off site support during implementation.

03

S1-

S2-

S3-

3R-

 

TPM and 6 Loss

Kaizen

03/ 
2 people

 When deploying 5S purely, the S3-Shine will be interpreted as cleaning,

  Actually, it is not simple like that:

  Activities in S3 must be closely linked to the analysis and identification of potential abnormalities

  Thus, the program is designed in line with a comprehensive Productivity Maintenance (TPM) approach that identifies and eliminates six types of machinery and equipment losses.

  Accompanying this is the launch of the Kaizen program by setting up taskforce teams to maintain and continually improve the 5S program in the future and help the company access other advanced methods and tools. (eg Lean6sigma ...) 

 - Check practice of screening and arrangement, guide to adjust properly.

 - A guide to standardize S1 and S2

 - Training on issue detecting and solving skills - 5S – 3R Activities

 - Training on 5S-TPM and 6 types of the most serious damage toward machne/ equipment

 - A guide to set up a special task team and choose improvement theme (Kaizen)

 - A guide to implement S3 và make plan for S4

 Note: The 5S steering board collaborates with consultants to check implementation and awareness of company.

 

04

S1- S2- S3

0

 

-      Special task groups following the recommendations of the consultants in section 03

  Note: The 5S steering board  supervises the implementation and reports the weekly progress to the Board of Directors and the Expert

05

S1-

S2-

S3-

S4

SS

QCC

02/ 
2 people

For traditional 5S, maintance can not be continued due to not deliver maintaince method.

 Therefore, the program is designed to maintain and continually improve the 5S system by:

  The innovative system (SS) and inter-agency (QCC)

  In order to do this, the company must develop and standardize its activities and set higher goals for each period. In addition, there must be a system of accreditation, certification, recognition and encouragement.

 - A guide to make audit sheet

 - 2nd Audit (experts and group)

 - Training on assessing skill 5S auditor

 - Training on buiding improvement suggestion system (Suggestion system  – Quality Cycle)

 Note: The 5S steering board collaborates with consultants to check implementation

06

S1-

S2-

S3-

S4

 

0

 

 -The units perform corrective for the inappropriate points in the second audit

  - The groups self-assess their area and report the first, second, and third week (in 3 weeks)

  - Handbook 5S (application guide)

  - Task Group (Kaizen)

  Note: The 5S Steering Board supervises the implementation and reports the weekly progress to the Board of Directors and the Experts

07

S1-

S2-

S3-

S4

01/ 
2 people

 Beside training, we also collaborate with company to issue internal certificate for members who complete practice period and knowledge examination

 We spend a lot of  time auditing and reminding position and areas to well practice of standard

 

 - 3rd 5S audit  lần III (Experts and group), take photos of 5S implementation and compare

 - Instruct and adjust current situation, file, document

 - Check and test position

 Note : The 5S steering board collaborates with consultants to check implementation

08

S1-

S2-

S3-

S4-

S5

 

 

 -The units perform corrective for the inappropriate points in the second audit

  - The groups self-assess their area and report the first, second, and third week (in 3 weeks)

 - Edit handbook 5S (guide to implement)

 - Special task group make progress report l (Kaizen)

 - Chuẩn bị báo cáo sơ kết việc thực hiện 5S tại đơn vị.

 - Chuẩn bị bằng chứng nhận cho các thành viên đạt 5S

 Note:The 5S Steering Board supervises the implementation and reports the weekly progress to the Board of Directors and the Experts

09

S1-

S2-

S3-

S4-

S5-

Kaizen

01/ 
2 people

 We focus on creating group environment and continuously improvement culture for company

 Besides, we given some instruction in 5S handbook for anyone to read and understand their role and task in 5S

 We help enhance ability and soft skills for group leaders through instructing them methods and essential tools

-      4th audit of the implementation of 5S, review report on the implementation of 5S in units

  - Instruct the Kaizen project team

  - Guide to make preliminary report on 5S implementation at company

  Note: The 5S Steering board works with consultants to evaluate the implementation and validation of the products

10

 

 We use professional and specified form for specific area in order to learn and continuously improve

 - The groups / units complete the items

  - Develop OPL (one point lesson)

  - Issue 5S Manual

  Note: The 5S Steering Board supervises the implementation and submits the reports to the Board of Directors and consultants

11

S1-

S2-

S3-

S4-

S5-

Kaizen

01/ 
2 people

 Help the company maintain effective 5S operations, accompanied by a cross-sectoral / departmental assessment system

 In addition to the 5S, the company also has systems running in parallel:

Suggestion system (SS)

Quality Control Circle( Kaizen)

 Getting started for TPM operations

  Improvement culture and staff capacity changes more positively

- Preliminary report on the 5S implementation at the Company,

  - Task teams report the theme and OPL

  - Award 5S certification for members

  - Encourage motivation and reward

  - Check the project and proposing the next plan. 

5S Objectives

  1. 5S helps create a comfortable working environment for all positions
  2. 5S helps minimize / eliminate wastage at working stages in a process such as shortening shipping time, finding time, eliminating human error, etc.
  3. 5S minimizes operational costs, thereby enhancing competitive advantage
  4. With a well-ventilated and scientific working environment, 5S improves production safety and proactively prevents risks.
  5. Awareness of working for the collective benefit is well understood and enhanced; Strengthening the solidarity, sticking between the leadership and staff, between employees and employees
  6. Encourage creativity and innovation of employees through 5S
  7. Create, strengthen and enhance the professional image of the company in the eyes of customers.

  • Contact: KNA Cert Co., Ltd
  • Centre: 11th floor, Ladeco Building, 266 Doi Can street, Ba Dinh District, Ha Noi
  • Tell: 093.2211.786 – 02438.268.222
  • Email: salesmanager@knacert.com  Website: www.knacert.com.vn
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