This is the best tool to start building lean manufacturing. This is what is laid in the foundation of the house production system(see the drawing "TechnoNIKOL house"). The 5S system is a workplace organization method that greatly improves the efficiency and manageability of the operating area, improving corporate culture, and saves time. The 5S system is usually used as the first step in building lean manufacturing. It helps to quickly get rid of the rubbish accumulated in the production and eliminate its appearance in the future.

The 5S system includes:

1. sorting,

2. keeping order,

4. standardization and

5. self-discipline or improvement.

Sorting

Sort means to bypass the operating area and remove everything unnecessary. Workers and managers are often not in the habit of disposing of items that are no longer needed for work, keeping them nearby "just in case of a fire". This usually results in unacceptable clutter or obstruction to movement in working area. Removing unnecessary items and putting things in order in the workplace improves work culture and safety.

To more clearly demonstrate how much excess has accumulated in the workplace, you can hang a red label (flag) for each item - a candidate for removal from the working area. All employees are involved in sorting and identifying items that: a) must be immediately taken out, thrown away, disposed of; b) should be moved to a more suitable storage location; c) must be left and their places must be created and designated.

When sorting, be careful not to throw away things that people are emotionally attached to. In such cases, in order to get rid of the thing, either the voluntary consent of its owner is required, or a special order from the management.

Clearly define a "quarantine zone" for red flag items and monitor it carefully. Items that remain intact for more than 30 days will be recycled, sold or disposed of.

Look for items that are dusty or lying behind, under, or on equipment, and on shelves and cabinets. These may include expired materials, obsolete documents, damaged or unused tools or computers, auxiliary equipment, old drawings, drawers with rubbish, pipe cuttings, etc.

Make improvements by exploring the workshop or production site from one end to the other, identifying unnecessary items and junk. Place the excess items found in this way in a specially designated "quarantine zone". If the need for items placed in "quarantine" does not arise within 30 days, they must be removed from this zone as well. Return some of them to the warehouse, tool pantry, or place them where they are really needed. This measure should cover all office and administrative premises, as well as premises of auxiliary services.

Order keeping

To keep order means to identify and designate a "home" for each item needed in the work area. Otherwise, if, for example, production is organized by shifts, workers of different shifts will each time put tools, documentation and components into different places. In order to streamline processes and shorten the production cycle, it is extremely important to always leave the right items in the same places reserved for them. This is a key condition for minimizing the time spent on unproductive searches.

One of the places where the application of 5S techniques gives the best results is in the warehouse of materials and raw materials. All items - from stationery and chemicals to hardware and hand tools, from production tooling to safety equipment - must have designated and designated storage areas. And at the first glance at any of them, it should be immediately clear what is there, what is the number of items and their shelf life.

To immediately identify incorrectly placed or lost tools and small gizmos, use special racks or cabinets with marked outlines of items that should be there. Mark the floor with paint to highlight the location of large objects. Workers and managers will be able to better track the movement of materials and not worry that something is lost or misplaced.

Determine for all objects their places and designate them. Gloves, helmets, hand tools, drawings, unnecessary details should not lie around in a mess. Raw materials and supplies, work in progress and finished products should be placed in specially designated areas for them.

Make improvements by defining permanent storage locations for whatever is left after sorting. Involve both workers and managers in the work to restore order in the workplace. Have them develop standard layout rules for storing similar items, such as tools and equipment. Create width and color standards for lane markings, symbols and fonts, special markings, and color for safety, quality control, and production utensils. Usually it is better to start with any one section of the shop. Completely mark out the location of everything that is here, and use this as a template for the entire shop. Do not forget about maintenance areas, as well as auxiliary and administrative zones. If there is a multi-shift operation or if there are different teams working there, select a representative from each group in order to jointly determine the most suitable places for all items. And the development of a good visual control system will greatly help the implementation of the 5S program. Employees need to work together; commitment to the program and support from management should also be evident.

To keep clean- means to ensure that the equipment and the workplace are tidy enough to carry out control, and constantly maintain it. The best way detect leaking hoses, loose connections, damaged surfaces and faulty equipment - keep them perfectly clean. Cleaning at the beginning and/or end of each shift provides immediate identification of potential problems that could stop operations or even bring the entire site, shop or plant to a halt. Calibration marks, marking positions of controls and lubrication points on the equipment must always be clean, and the text present there must be clear and easy to read. Abraded markings at equipment and material storage areas should be updated regularly, and hazard areas, quality labels and other production indicators should be kept clean and legible. Early signs of deterioration in equipment performance, such as oil leakage, unusual engine noise or vibration, should be noted immediately for immediate action. It is necessary to draw up a special checklist describing all the places to be controlled and regular cleaning. This will help everyone involved in the process to better understand the new requirements and comply with them.

Look for old oil stains on floors or equipment that indicate leaks. Determine the places that for a long time were not cleaned due to inaccessibility or lack of a clear need for this. Pay attention to slippery floors, worn asbestos fire curtains, torn hoses, dirty fingerprints on doors and equipment cases.

Optimize by having workers, repairers, and managers develop an inspection schedule that they can stick to. In doing so, they must understand why habits need to be changed. The inspection schedule should be easy to read and easy to use. The tidying and cleanliness worker, his manager or team, together sign such a checklist after it has been completed. It is necessary to allocate special time for each shift and team to restore order and check. And the responsibility of the manager is to turn these processes into an integral part of the daily routine that does not require overtime (or to allocate additional time during the working day). In the control sheet, you can describe in detail the content of the cleaning work, place photographs of the places where they were carried out on one side, and the sections “Date and time of the inspection”, “Full name”, “Signature”, “List of shortcomings” on the other side . To facilitate periodic inspection, checklists should be kept close to the relevant equipment, checked for correctness and corrected. In some companies, non-mandatory fields are filled in in gray and require check marks on the form only if deficiencies or problems are found. This makes it easier to fill in and more clearly identifies problems found. The purpose of checklists is to help eradicate bad habits, to instill the skills of maintaining order in the workplace and keeping equipment clean.

Standardization

Standardize- means to develop such a checklist that everyone understands and is easy to use. Think about the necessary standards for the cleanliness of equipment and work areas, and let everyone in the organization know how important this is to the overall success. Workers should use checklists, be responsible for maintaining and signing them, and managers should regularly check whether they are kept.

Below is an example of a tabular part of a control sheet:

CHECKLIST VERIFICATION
(name of department)
per __________ m-c 200__ G.
Step	Criterion	Date of inspection
1. Sorting and deleting superfluous (determine what is, what is needed from this, get rid of the rest)	The workplace has unnecessary and not in the required quantity inventory, tools, containers, etc.
Unnecessary information at the workplace (old ads, instructions, magazines, etc.)
Garbage, waste in spans, corners
Unnecessary spare parts, products
Total problems for 1C
Grade
2. Maintaining order, making room for what is needed (determine places for what is left)	permanent places for things that are not obvious the first time (there is no markup or the markup is not visible)
Items are not in their designated areas
Items at the end of the working day (work shift) are not returned to their place
Total problems for 2C
Grade
3. Keeping the workplace clean (clean and maintain it constantly)	Dust, dirt, debris in the workplace
Equipment, office equipment, etc. is dirty (dust, dirt, oil smudges, etc.)
Total problems for 3C
Grade
4. Order standardization (provide regulatory support and validation)	Lack of standards, regulations in the workplace
Developed standards are not met
Lack of checklists for C at the workplace
Total problems for 4S
Grade
5. Self-discipline (to adhere to the developed rules - everyone, always, everywhere)	How many times the requirements for 1C-4C were not met (cumulative total for the month.)
Total problems for 5S
Grade
Total number of issues identified
The total number of problems identified by the previous audit
% of current problems to previous ones
Full name of the inspector
Inspector's signature
Notes:

Standardization requires active participation from management in order to lead the overall movement in the organization to implement 5S. Everyone is obliged to understand the necessity and validity of new requirements and standards, and for this it is advisable to conduct special training. Compliance with the requirements of the 5S program should become part of the professional certification of employees and become a common cultural norm - from the director's office to the janitor's closet.

self-discipline

To improve 5S system, managers and workers should carry out improvements together, not forgetting to reward those who fulfill the agreements. Everyone should see what benefits they get from the 5S system, including increased job security. The constant maintenance of order (5S system) will require regular efforts from middle management and team leaders to ensure and monitor worker compliance with new requirements. They must also determine which machines and work areas need to be repainted and cleaned up. The management should plan and execute the painting to show everyone that this is not a one-time event and that the 5S program is now part of the routine.

Periodic cleaning of locker rooms and rest areas and inclusion of these areas in the checklist will show workers that for the well-being of the company, the implementation of the program should be extended not only to production facilities.

Similar information.

The Americans were the first to calculate the damage from the useless actions of employees - they analyzed why one business is successful and the other is not, trying to find ways to increase profits. Willard Marriott, the founder of the famous hotel chain, once started out in the restaurant business. He stood behind each employee with a watch in his hands and counted the number of minutes needed to implement a particular operation. Based on his calculations, he developed standards that guarantee not only the quality of dishes, but also the speed of service, which for any service sector is an indicator of the level of service. Today, any employee of the Marriott hotel chain has clear instructions for how many seconds they should pick up the phone, how long it should take to clean the room, and so on.

The founders of McDonald's, Dick and Mac McDonald, did the same thing - they organized the work of the kitchen in their restaurant in San Bernardino like a Ford conveyor belt, only they collected sandwiches instead of cars. And this helped them serve a huge number of customers at the same time. The kitchen in McDonald's restaurants is still open, any client can see the cooking system that works like clockwork.

But the Asian market has become the most fertile ground for the introduction of scientific methods of labor organization - this was largely facilitated by the local corporate culture. In the late 1940s, the Japanese invited the American Edward Deming to lecture. The management guru taught them that product quality is based primarily on accurate calculations and good habits. The approaches developed by Deming formed the basis of the Japanese 5S management system, which in the country rising sun introduced first in production, and then everywhere.

Magic "S"

The 5S system combines five Japanese words (which often contain an entire concept). It is part of the concept of lean manufacturing, which allows the company to achieve competitive advantages through the debugging of processes, from product development to relationships with suppliers and customers. 5S is "responsible" for the organization of workplaces and connections between production sites, the behavior of employees during work.

Each "S" in the name stands for key principle, important for high-quality, productive, and, importantly, safe work. The Japanese described step by step how to make the principles become not a slogan, but a guide to action. For the implementation of each of these principles, there are specific instructions that, in printed form, make up a huge volume.

1. "Seyri" - sorting. There should be nothing superfluous in the workplace, so the first step is to identify potentially unnecessary items. Doing this is harder than it looks. For older people, the process is given with great difficulty, the Soviet past taught them to value things, to be kind even to broken equipment and spare parts (they hope that someday it will be possible to fix it or find another use). But S5 provides an integrated approach and the presence of clear instructions. Broken tool - get a new one, and immediately send the broken one for repair. The repair service also has its own rules - if equipment cannot be repaired within a certain period, it must be sent to the scrap, because storage also costs money.

2. "Seiton" - keeping order. For all necessary tools, appliances, equipment is allocated its place, and it must be signed. The Japanese attach great importance to visibility, they believe that it is difficult to overdo it in this matter. The storage location can be illustrated with a picture or, for example, a silhouette of a wrench so that the worker can put the tool back without thinking. At enterprises where the S5 system has been implemented, it is difficult to find an unsigned place - there are signs on every cabinet, shelf and drawer, instructions are posted everywhere.

The optimal location of the object is determined by logistics - the search for a part or tool should not take more than 30 seconds. The rule applies both in the workshops and in the office - find desired document the employee must in the same 30 seconds, even if the desired item is on the table of an absent colleague.

3. "Seiso" - the principle of cleanliness. The workplace and equipment require systematic cleaning. Usually the site is divided into zones, responsible for the elimination of pollution are appointed. A cleaning schedule is developed, for example, at the beginning, at the end of the shift, or at regular intervals. The company provides employees with the necessary equipment for putting things in order (rags, brushes, cleaning products). Cleanliness in the workplace allows you to find things where they should be, and in perfect working order.

4. "Seiketsu" - standardization. Necessary condition to fulfill the first three rules. All the most useful rules and procedures should be written down so that they become clear and easy to remember. For example, it is useful to take photos of workplaces that are organized according to the 5S rules. The company develops document standards, step by step instructions maintenance of equipment, safety measures using visual control.

5. "Sitsuke" - improvement. Rules and norms of behavior work only when they become a habit and are followed by everyone. Using the principles of 5S in everyday activities implies the formation of a new culture of production, therefore, at stage 5, the main burden falls on managers.

Material resistance

As a rule, the implementation of the 5S system in production takes about six months. The Japanese prefer to move by the method of gradual but constant improvements - they did something, evaluated the result, analyzed it, corrected something again. Mandatory procedures include regular audit and discussion of the achieved results, development of operation standards. Good Examples you need to take pictures right away, and then, with the help of leaflets, posters and booklets, tell how the system is being implemented at the enterprise.

following instructions and technological maps, which are hung at each assembly site, the order and cleanliness of the workplace itself reduces the number of errors. In addition, according to the rules, defective products must immediately be placed in special boxes and analyzed by technologists. The reasons for each case of marriage are clarified, and if the error is systemic, it is immediately eliminated. “We don’t have marriage fines, so employees don’t need to hide it. Thus, we can calculate errors, and defective products will never get to the finished product, ”explains Polkovnikov.

It also takes time for employees to develop new habits. Deming warned about resistance to innovations, which are initially perceived as an additional and burdensome burden. At the same time, in America, where individualism is developed, people resisted more often and longer, and in collectivist Japan, the process was faster. Collectivism is also characteristic of Russians, but it has its own difficulties.

Managers must not only pursue a consistent and tough policy of change, but also change their own thinking. Mikhail gives the example of a plant consisting of several workshops. Force the workers to carry out wet cleaning after a working day, it turned out to be difficult, given that they had not done this before and did not consider it their duty. The process was set up by only one leader, a former military man. But if at one stage a tough approach works, then at another it can act to the detriment.

Change Rules

Psychologists believe that it takes about 40 days to form a new habit. When people get used to putting things back in place, cleaning up after work, doing these things becomes automatic and no longer stressful.

It is unreasonable to expect from a person an instant restructuring of established habits. On the contrary, people can break loose because they demand the impossible from themselves or someone demands it from them. The second important psychological point is that everything in the environment should support the introduction of a new approach. After all, as you know, being determines consciousness, and behavior is programmed at the subconscious level. And then the result will not keep you waiting.

The 5c system is a system of rationalization of labor in production, which came to us from Japan. Read about the basic principles of the system and whether it can be implemented in Russia and whether it is worth it.

In this article you will learn:

In the post-war period, when the Japanese auto industry was fiercely competitive with the American one, Taiichi Ohno, an engineer at the Toyota production plant, managed to introduce the principles of order, discipline and rationalization into the enterprise, which made it possible to dramatically increase productivity without significant costs.

The 5S concept is a continuation of the scientific work and experiments of Frederick Taylor on the introduction of rationing and rationalization of labor in production, which he conducted in the United States at the end of the 19th century. However, 5S is based on Japanese tradition and culture of lean manufacturing.

In Russia, the revolutionary science fiction writer A. A. Bogdanov began to deal with the scientific organization of labor. But in Russia, where the Russian peasant is forced to stay idle for half a year during frosts, and then in a few warm months everything quickly, quickly (“battle for the harvest”), the 5s system has remained science fiction. The introduction of "lean manufacturing" in Russia is taking place with extreme difficulty and resistance.

5s system in production: what is it

Consider all the principles of the 5s system in the office.

Seiri (整理) - Sorting

Sorting assumes that all things and objects lying in the workplace are divided into 4 types according to the frequency of use: constantly, often, rarely and never. Accordingly, those that are not used are removed to the warehouse, those that are constantly - lie “right at hand”, often used - nearby in a box and rarely needed - somewhere far away in a cabinet.

Everything seems to be simple and clear. Probably everyone knows for themselves how difficult it is to find the right thing when everything is lumped together. Or when, say, the kitchen is on the first floor, and they are serving on the third floor, running back and forth is very tiring. Therefore, the principle that “everything you need is at hand” greatly saves time and productivity ().

Seitong (整頓) - Maintaining order

This is the 5S method, according to which "everything has its place", that is, it is a direct continuation of Seiri. When things are sorted, each item must be assigned a specific place. This place must be signed and marked, and the item itself is marked with a red tag with the appropriate entry. In Japanese, such tags are called "Kanban" (). Sometimes, objects are circled to know exactly where they are.

To mark each item, and even circle it - this already does not fit well into our Russian mentality. Although it is theoretically obvious that then everything is easy to find at once and then put in place.

How to implement the 5s system: the experience of a Russian company

5S is one of the methods of lean manufacturing. The Russian company managed to overcome the resistance of the staff and implement a lean manufacturing system. Her unique experience can be useful to those enterprises that are also planning to switch to lean flights.

Seiso (清掃) – Keeping the workplace clean

Here, in my opinion, everything is clear. It’s nice to work in cleanliness, etc. But I just remember how, in industrial practice, the master forced me to literally “lick” the machines in the workshop and did not let me go home for 1-2 hours over the working day.

When using the principles of lean manufacturing 5s, questions often arise, who should clean: the employee himself or the cleaner. Imagine that a cleaning lady starts wiping an open computer with a damp cloth from IT employees who may be in sleep mode. Short circuit guaranteed. Therefore, the Seiso rule states that the employee himself must clean up after himself. workplace.

Seiketsu (清潔) - Standardization

Standardization includes rules, instructions for the performance of certain works, standards for their implementation, the means used, etc. The bottom line is that the rate-setters, for example, have already calculated how many parts a worker must produce on a certain machine for a certain period . If it works in its own way, then:

• or will do it faster than necessary (in Japan, the Just-in-time system does not encourage this), and will "cool off", disturbing the rest
• or make it faster due to quality (after all, quality and speed are mutually opposite concepts),
• either make it slower and slow down the work of the others, or at great cost, etc.

The system of organization and rationalization of the workplace 5S involves the description and control over the execution of the first three points: sorting, order and cleanliness. Periodically, the authorities make a control round, and enter all data on jobs into the control sheet:

CHECKLIST VERIFICATION (fragment)

(name of department)

for m-c 20 G.

	Criterion	Date of inspection
1. Sort and removal of excess (determine what is, what is needed from this, get rid of the rest)	At the workplace there is unnecessary and not in the required quantity inventory, tools, containers. etc.
Total problems for 1C
2. Compliance with the order, making room for what is needed (determine places for what is left)	Permanent places for things are not obvious the first time (there is no markup or the markup is not visible)
The total number of problems identified by the previous audit
% of current problems to previous ones
Full name of the inspector
Inspector's signature

Shitsuke (躾) - Self-discipline and cultivation

It is quite obvious that the entire system of five S will not work in production and anywhere else if the employees of the enterprise themselves do not want to use it. To convince employees in Japan, first of all, personnel honor rolls, comparative photographs and other visual propaganda are used.

In addition to using the 5s system to organize and streamline the workplace, processes also need creativity. Employees should suggest appropriate improvements. And management as a whole must constantly optimize the process. Therefore, the Japanese often get together after work and discuss how they can improve something.

For example, to optimize the workspace, the Spaghetti chart is often used (the name is due to the similarity with pasta). In the figure, the routes that employees or customers, or tools, or documents, etc. “walk” are marked. and see how they can arrange jobs differently in order to reduce work time for unnecessary running.

Drawing. Diagram "Spaghetti"

The diagram shows that before the changes, the goods traveled a much longer path than after the location of the departments and the warehouse along the path of the goods from the shop. Accordingly, it reduces the time for logistics.

Problems of implementing 5s standards in Russia

Once the director of the publishing house where I worked as the head of the sales department warned that tomorrow all unnecessary things from all employees would be seized and stored until further notice. No one attached much importance to this, since by the word “unnecessary” everyone understood something of their own.

The next day, the director with two assistants from the security department began to go through the departments and take from the employees everything that was on the tables, in the drawers and on the shelves. The people were indignant, but the fighters from the security service were adamant. After that, the director announced that if someone really really needs something, then he should write a written application, go to the warehouse and look for his things there. The employees of the “back office” were unlucky the most. If the director bypassed the accounting department, then the "clerks" were forced to dig in bags and folders in the warehouse with books for several days in order to find their working documents. As for the office, the people did not go to the warehouse for it, but ordered everything from the new secretary. Several people could not stand it and quit.

Is the result very simple? For several months, the employees diligently hid everything from the eyes of the director, and he rejoiced at the clean tables. From the point of view of labor productivity, it has not grown at all.

What is the difficulty of implementing 5s in production and offices in Russia?

1) This is the Russian mentality. In textbooks on international management, three types of culture are distinguished different nations: monoactive, polyactive and reactive. Monoactive and reactive cultures, which include the Japanese, Germans, Americans and others, live strictly according to plans, rules and instructions, strictly observing all deadlines and work schedules. In one period of time, they, as a rule, do only one thing.

Carriers of a multi-active culture do many things at the same time, without adhering to clear rules, plans and schedules, adapting them to the current moment. They do not what they should, but what they like. These cultures include: Italians, Arabs, Mexicans, Africans, Russians, etc.

For representatives of these cultures, the concepts of order, discipline, instruction, technology, etc. are very relative. They can be supported on high level only in an authoritarian hierarchical structure such as the army.

Because for the representatives Western cultures the main incentive is remuneration, for the easterners it is the enjoyment of the process, and for the Russians it is a thrashing and a formidable shout from the authorities, then the system of introducing “order and discipline” in the workplace at Russian enterprise it is possible only through the forceful pressure of the authorities: swearing, fines, etc.

2) Lack of motivation among leaders. Fish, as you know, ... .. The reason why the authorities suddenly decide to implement 5s is not a desire to increase labor productivity, but the need to do something to develop the company in principle. Or the owner read another clever article about Western management and says to the director: “come on, implement it.” In general, the management does not have a clear understanding of why all this, nor any special motivation, and therefore the introduction is carried out purely formally. Everyone pretends to have cleaned their jobs a couple of times and that's it.

3) Even if the management has set a goal for itself: by all means, the subordinates do not understand all this. For them, this is "extra hemorrhoids and cockroaches in the head of the authorities." Managers cannot really explain: why do the employees themselves need it. For example, here lay all my life wrench on "17" at the mechanic's hand, and now it should hang on the stand with a red flag and outlined! Does the mechanic have nothing better to do?

Here you can ask yourself: what then to do? And firstly, it is NOT NECESSARY to introduce something that you yourself cannot really explain why it is and what it will give. 5S is “not a dogma, but a guide to action.”

4) Lack of incentives. Yes, obscenities and fines can achieve certain results. There will be a perfectly clean place, but only productivity will drop, since the worker will need to constantly go to the warehouse for the missing parts, for example. Management does not want to accept the fact that sorting, sorting, cleaning the workplace, standardization and self-discipline are hard work for Russian worker. And it must be paid! In other words, during the implementation of 5s, appropriate bonuses for employees should be provided!

Lean

Office environment - important factor affecting the performance of employees. Cleanliness and order on the desktop contribute to order in the head of the worker. And he, in turn, has a positive effect on the financial condition of the enterprise. The 5s concept will help organize the workplaces of the entire team and increase labor productivity. So what is the famous 5s system?

The essence of the concept

The 5s system is named so for a reason. It involves the implementation of five simple steps on the way to an effective and low-cost business. Lean manufacturing, invented by the Japanese, is as follows:

Sorting

At this stage, it is necessary to highlight the necessary and useless items in your own office. It is important to recognize the unprofitability of some elements of the desktop, which can be quite difficult. Indeed, often the owner is psychologically connected with each thing, and it is possible to part with it only with considerable effort. But after the implementation of this step, the stereotypes of habitual life are broken and new “labor laws” are developed.

Systematization

This principle of the system is based on the expedient placement of things necessary for production in the workspace. Closer should be those things that are used by the employee most often, and vice versa. Performing this step, the employee creates optimal, comfortable working conditions. The methods of marking, visualization, zoning and the like will help to make the stage a reality.

Workplace cleaning

This step involves systematically keeping the work area clean and tidy. It is necessary to provide cleaning schedules and cleaning criteria, as well as eliminate the causes of contamination of the workplace. The working area of ​​each employee must be equipped with cleaning equipment, which will affect the flawless execution this rule by all workers.

Standardization

At this stage, the habits of employees are no longer formed, but fixed. Here you should consolidate the experience gained using the visualization method (write on paper all the rules used that contributed to the organization of the work of workers, describe lean manufacturing technologies, photograph the work area created thanks to the 5c system). It will not be superfluous to draw up an algorithm of actions to keep the work area clean.

At this stage, the founder is allowed to introduce new methods of monitoring and rewarding employees.

Habit formation and improvement

At the last stage, acquired habits are formed at all managerial levels: from ordinary employees to management. Do not forget about their constant improvement. This can be facilitated by photos of the work area taken before and after the implementation of the system, as well as the organization of meetings in order to determine the effectiveness of the introduction of the concept.

System advantages

Often, chaos in production leads to injuries and even irreparable consequences, especially if the work is related to machine-tool activities. The 5s system is able to prevent the occurrence of accidents in the enterprise thanks to proper organization order in the workplace. Its aesthetic appearance increases productivity.

Another advantage of such an event is time saving. If earlier on the search required documents spent a large number of time, then, having put the workspace in order, it became much easier and faster to do it.

The use of the system has a beneficial effect on the working climate and relations between employees. Due to the above circumstances, the staff of the institution can get rid of irritability and negative emotions.

Implementation of the method in production activities

At the start of the implementation of 5c, the enterprise must choose a leader responsible for making decisions, controlling the progress of work and promoting ideas that contribute to the improvement of the system.

The implementation of the first three steps to order and cleanliness must be achieved by leaders in 90 days together with their subordinates. Moreover, from time to time it is necessary to discuss the problems faced by employees. The control document should record the results achieved by the company.

At the stage of implementation of the 5c concept, management conducts an inventory of property and highlights objects that are not involved in production. Found items are written off and disposed of, and the amount received becomes a confirmation of the savings in the production budget.

The quality of the company's products will grow, and the prices for products will rise. At the same time, the time spent on their production will decrease several times.

By using this system at the enterprise, the founder after a while will be able to experience savings in the budget and resources spent on the manufacture of products.

Eventually

The main thing in the system is the strict observance of the stages of its implementation and the fulfillment of all the specified conditions. At correct execution of all standards of the workplace organization concept, it will entail both positive changes in the production budget and a change in the mentality of employees, their work culture, as well as the rationalization of the time spent on work.

This 5c system applies only to lower-level workers and employees. This will not work for the head staff: you won’t remove the photo of your beloved wife and children from the table. I have observed more than once how carefully even respected Japanese treat these attributes. Now let's go through the labeling and zoning: imagine your desktop on which everything lies in its place, all zones are clearly delineated and painted in different colours. A tag is glued on a pen, pencil (or next to it) that it is a Pen, the same with a ruler, eraser, writing paper, on a computer the same tag is a computer, and so on. You need to find a place where there will be a PHOTO of a sample of your workplace and next to it there should be a layout plan with an algorithm (schedule) for cleaning your workplace. This is an order raised to absurdity! Although everything is strictly according to the system. In order to equalize all employees in each organization, there is its own dress code - but with the introduction of this system, top management can think about a greater economic effect - it is necessary to hire only one height, weight or one gender (savings in toilet room and sick leave), of the same age and with similar names (the management rarely remembers the last names). With the introduction of this system, the enterprise disappears after 3-5 years.

What is a 5S system

5S system is a workplace organization system that allows you to significantly increase the efficiency and manageability of the operating area, improve corporate culture, increase labor productivity and save time. This is the first step towards creating a lean enterprise and applying other Toyota management system tools.

A Brief History of the 5S System

In Japan systems approach to the organization, putting things in order and cleaning the workplace arose in the post-war period, more precisely, by the mid-50s of the twentieth century. At that time, Japanese enterprises were forced to work in conditions of scarce resources. Therefore, they developed a method for their production in which everything was taken into account and there was no place for any waste.

Initially, the Japanese system had only 4 actions. The words for these actions in Japanese begin with the letter "S":

• Seiri (整理) - Sorting - sorting.
• Seiton (整頓 ) - Straighten or Set in Order - rationallocation.
• Seiso (清掃) - Sweeping - cleaning.
• Seiketsu (清潔) – Standardizing – standardization of work.

Later, a fifth act was added, it was called Shitsuke (躾) - Sustaining - maintenance and improvement, and it completed the chain of elements now known as 5S.

Now the 5S system has the fundamental power to transform workplaces and involve all employees in the improvement process.

The 5s system includes five actions:

1) Sorting - means that you free up the workplace from everything that is not needed when performing current production operations.

Workers and managers are often not in the habit of disposing of items that are no longer needed for work, keeping them nearby "just in case of a fire". This usually results in unacceptable clutter or obstruction in the work area. Removing unnecessary items and putting things in order in the workplace improves work culture and safety. To more clearly demonstrate how much excess has accumulated in the workplace, you can hang a red label (flag) on ​​each candidate item for removal from the work area.

All employees are involved in sorting and identifying items that:

• must be immediately taken out, thrown away, disposed of;
• should be moved to a more suitable storage location;
• must be abandoned and their places must be created and designated.

The “red tag zone” of items with red flags must be clearly defined and monitored carefully. Items that remain intact for more than 30 days will be recycled, sold or disposed of.

2) Rational location - means to define and designate a "home" for each item needed in the work area. Otherwise, if, for example, production is organized by shifts, workers on different shifts will put tools, documentation, and components in different places. In order to streamline processes and shorten the production cycle, it is extremely important to always leave the right items in the same places reserved for them. This is a key condition for minimizing the time spent on unproductive searches.

3) Cleaning(keep clean)- means to ensure that the equipment and the workplace are tidy enough to carry out inspections, and constantly maintain it.
Cleaning at the beginning and/or end of each shift provides immediate identification of potential problems that could stop operations or even bring the entire site, shop or plant to a halt.

4) Standardization is a method by which one can achieve stability in the procedures of the first three stages of 5S - it means developing a checklist that everyone understands and is easy to use. Think through the necessary standards for the cleanliness of equipment and work areas, and everyone in the organization should know how important this is to overall success.

5) Perfection - means that the implementation of established procedures has become a habit

The activities underlying 5S (sorting, rational arrangement, cleaning, standardization and improvement) are absolutely logical. They represent ground rules management of any productive department. However, it is the systematic approach that the 5S system applies to these activities that makes it unique.

See also:

What is 5S. 5S system. System 5s