case study on 5s implementation

Case Study: 5S in Practice

Updated: February 27, 2024 by Mohit Sharma

5S is a Lean tool that helps in workplace organization. The following is the list of five Japanese words and their translation in English.

( Seiri ) Sorting and prioritizing: Going through all the tools, materials, etc., in the work area and keeping only the essential items. Everything else is stored or discarded. ( Seiton ) Straighten or set in order: Focuses on efficiency, by arranging the tools, equipment, visual dashboards and parts in a manner that promotes workflow. For everything there should be place and everything should be in its place. ( Seisō ) Shining or cleanliness: Systematic cleaning, or the need to keep the workplace clean as well as neat. At the end of each shift, the work area is cleaned up and everything is restored to its place. ( Seiketsu ) Standardizing: Aligning work practices, or operating in a consistent and consistent fashion. Everyone knows exactly what his or her responsibilities are to keep above the previous three S’s. ( Shitsuke ) Sustaining the discipline: Maintaining and reviewing standards. Once the previous four S’s have been established, they become the new way to operate.

Initially, 5S had significance in the manufacturing arena, but it has expanded into all areas of industries and operations.

Consider the following example of an implementation of 5S that reduced the time to generate a report from three hours to ten minutes.

S1 – Sorting of data : A finance team previously generated a report that pulled data from 2010 through the current date. The team, however, only required the data for the last year to do their analysis. Logic used to pull information was modified and reduced report-generation time. S2 – Set in order : The team needed data in a particular order while performing analysis so the team set the columns in that particular order, saving analysis time. S3 – Shine : The entire report was cleaned. Cells and data columns that were not required were removed. This sped up the report generation time. S4 – Standardize : A prior report was run during the day; it used to take a significant amount of time of both an employee and machine. A consistent process was created around the time of report generation. Every morning before the shift starts, one person will run the report, which will take ten minutes. S5 – Sustain : All of the activities described in the previous 4 S’s were sustained for the last three months and now this process is business as usual for the team.

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Mohit Sharma

Application of 5s Methodology in a Small-Scale Enterprise: Case Study

• Conference paper
• First Online: 24 July 2021
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• Vijay Kumar Dwivedi 12 ,
• Anas Islam 12 &
• Aman Sharma 12  

Part of the book series: Lecture Notes in Mechanical Engineering ((LNME))

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Small-scale industries or enterprises play a vital role in building up the economy and further enhancing the growth of any country. Likewise, there are several small-scale industries and startups that are currently active in our country. The countries like India where population holds the second place in the world small-scale enterprises are of the great importance. As far as the medium and the big industrial setups are concerned, there are always some methodologies that are adopted in order to enhance its growth and minimize the wastages. While in case of the small enterprises, there is no any as such provision for applying any lean manufacturing or management technique for enhancing the work culture and minimization of the wastages. In this regard, a very known 5s technique (lean manufacturing method) is applied in one of the small industries located in a district of Uttar Pradesh Aligarh. The name of the industry is “Reliable Tools,” and it is known for manufacturing the locks and its parts. After applying this technique, the results and the final effects of this technique were analyzed based on the wastages of materials, time and other miscellaneous items. Finally, the results are concluded by comparing costs incurred before and after applying this 5s technique.

• 5s methodology
• Lean manufacturing
• Small-scale industries

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Red Tag | Lean term from the Continuous Improvement Companion. https://www.velaction.com/red-tag/

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IET Department of Mechanical Engineering, GLA University, Mathura, 281406, India

Vijay Kumar Dwivedi, Anas Islam & Aman Sharma

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Avanish Kumar Dubey

Department of Industrial and Production Engineering, Dr. B. R. Ambedkar National Institute of Technology Jalandhar, Jalandhar, Punjab, India

Anish Sachdeva

School of Mechanical Engineering, Lovely Professional University, Phagwara, India

Munish Mehta

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Dwivedi, V.K., Islam, A., Sharma, A. (2022). Application of 5s Methodology in a Small-Scale Enterprise: Case Study. In: Dubey, A.K., Sachdeva, A., Mehta, M. (eds) Recent Trends in Industrial and Production Engineering. Lecture Notes in Mechanical Engineering. Springer, Singapore. https://doi.org/10.1007/978-981-16-3135-1_4

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Implementation of 5S and its Impact: A University Case Study

Kapil gupta , rd mukoma & sujeet kumar chaubey, publisher: ieom society international, track: lean six sigma.

The Japanese 5S technique is one of the important lean manufacturing tools which can extensively help to enhance efficiency and productivity, reduce waste, and improve organizational culture. This paper reports a case of 5S implementation where one of the labs of a university was unorganized and subjected to inefficiency, long activity time, ineffective use of space, and excess inventory. 5S technique was implemented along with the input of Safety as the 6th S, after having an initial study based on some preliminary data collection, discussion with lab technicians and students, and their analysis. The major objectives were to organize the workplace, remove unnecessary items and manage the inventory, and minimize the time required to perform tasks and activities in the laboratory. The 5S implementation was found impactful and changed the work culture to a great extent with the removal of unnecessary items and a managed inventory, orderliness, cleanliness, significantly lower activity time, and safety enhancement.

Published in : 2nd Australian International Conference on Industrial Engineering and Operations Management, Melbourne, Australia

Publisher : IEOM Society International Date of Conference : November 14-16, 2023

ISBN : 979-8-3507-1732-7 ISSN/E-ISSN : 2169-8767

https://doi.org/10.46254/AU02.20230099

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Case Study: Implementation of 5S Methodology in JCB Assembly Business Unit Material Storage

Purpose: The aim of this paper is to present a case of application of 5S methodology to JCB ABU Store to improve its previously flawed in-plant material handling processes. Approach: State of material storage and flow was determined and better methods applied. Findings: On the basis of material storage and flow improvements, it can be determined that adequate care in material storage and handling can make a big difference in daily work processes. Increase of safety, less time for material handling and effective material storage are the benefits obtained. Limitations: Due to the entire system still being in initial setup stages and only two of five assembly lines set up, there is a lot of change expected in the near future and as a result, disruption in material handling processes.

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The research work carried out to apply the 5S methodology of lean manufacturing to solve the problems of a ceramic industry in India with the aim to increase the efficiency of all processes and elimination of losses in the company. The objectives of the paper is to reduce the process wastes, smooth the process flow and maintain proper quality control, improve storage facilities, safety, security and process cost savings in a company through case study. Before and after picture are taken for the applying 5S methodology in a company. 5S implemented has been carried out in storage department and insulator department. After implementing of 5S in the storage department the space saving is 12.91% and also certain process wastes are reduced. In insulator department the workplace became efficient and effectiveness

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Immediate layout and positioning equipment on construction sites to minimize transport distances between locations of equipment, and to improve site performance for usefulness and safety, although important, are complex issues. Traditional systems to optimize tools cannot provide adequate solutions. Given the importance of locating the site for the material are housing in terms of reduction the cost of shipping materials and a reduction in the amount of storage space for materials, the importance of the research in this area seems clear. In an effort to improve the planning the construction sites location, this paper offers a flexible multi-unit approach for sites and equipment. Also, taking into account different systems of material are housing, including the system for tools and equipment warehousing on irregular construction site plans, Nonstructural Fuzzy Decision Support System (NSFDSS), computer-supported site positioning systems, and potential application of GIS system for locating the construction equipment, are all touched upon duly. This paper tries, while going over each of these material warehousing systems, to come up with the optimum and proper method as the best alternative.

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In competitive markets of 21st-century demands are for increasing high variety of products at reducing cost with best quality. In store, there are wide scopes of applying lean tool and get a huge benefit from it. 5s is the base of lean tools and by applying it we get maximum output. Carton free delivery or elimination of carton is first step of implementing 5s. By implementing carton free delivery we will directly archive 1st face of 5s which is short. Short simple mining is that remove unwanted material. Carton free delivery also target over processing which is one of the waste from seven wastes.

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CONCEPTUAL ANALYSIS article

Role of institutions in public management: developing case studies for divergent policy systems provisionally accepted.

• 1 XIM University, India

The final, formatted version of the article will be published soon.

Public policy management has an intractable nature, and the institutional complexity of governance further exacerbates its practice. Transnational learning cutting across countries and policy areas can contribute to this policy knowledge in dealing with multifarious issues in public management. Understanding the institutional mix in public management in various contexts enhances the existing comprehension of how the national pattern of public management works differently in different socio-economic, cultural, and political settings. The present research aims to study the institutional framework in the form of state structure (unitary or federal) and the nature of executive government (majoritarian or consensual) in delineating the influence of institutions on public management processes in divergent policy systems. The paper undertakes four in-depth country case studies and the public management reforms as a response to institutional pressure are examined using the 4M strategy (Pollitt and Bouckaert, 2017)-Maintain (holding on to existing administrative structures and processes), Modernize (keeping service delivery and regulation up to date), Marketize (efficiency and user-responsive public management), and Minimize (reducing state-led regulation). The case studies highlight the differences in the broad direction and energy of implementation that characterize a particular policy style. The results of the study indicate that even though the institutional dimensions are not present in strict polarization, the impact of the institutional mix is evident in the dominant strategies of public management reforms adopted at the national level.

Keywords: political executive, Institutionalism and institutions, Public management, State Structure, Comparative politics

Received: 14 Jul 2023; Accepted: 05 Apr 2024.

Copyright: © 2024 Singh. This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY) . The use, distribution or reproduction in other forums is permitted, provided the original author(s) or licensor are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms.

* Correspondence: Dr. Vaishali Singh, XIM University, Bhubaneswar, India

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