The 5C system in production: description, features, principles and reviews. The 5C system in production: description, features, principles and reviews Application of the 5C system in work organization

Production system. 5S procedure

PREFACE

The standard was developed and introduced for the first time.

Application area
Normative references
Definitions
Notations and abbreviations
Goals and objectives of 5S implementation
1S-Sorting (“Red Label Campaign”)
2S-Order
3S-Cleaning/supervision
4S-Standardization
5S-Improvement

Appendix A (mandatory) order form for the “Red Tag Campaign”
Appendix 5 (mandatory) form of registration form for items marked with red labels
Appendix B (mandatory) red label form 19
Appendix D (recommended) block diagram: decision-making algorithm for subjects
Appendix E (mandatory) Form of protocol of work of the 5S commission in the department
Appendix E (mandatory) Form of protocol of work of the factory commission
Appendix G (recommended) example of designing a storage location
Appendix I (mandatory) cleanliness standard
Appendix K (recommended) example of filling out the cleanliness standard
Appendix P (mandatory) instructions for filling out the cleanliness standard
Appendix M (mandatory) form “Cleaning schedule”
Appendix N (optional) example of filling out a cleaning schedule
Appendix 0 (mandatory) form “Logbook for monitoring compliance with cleanliness standards”
Appendix P (mandatory) 5S checklist form for assessing production culture
Appendix P (mandatory) report form based on the results of the production culture assessment
Signatures
Change registration sheet
Reference list

1. AREA OF APPLICATION

This enterprise standard (hereinafter referred to as the standard) establishes the principles of rational organization of workspace in production departments.

This standard is intended to determine the order of work for the rational organization of the workspace, following which you can get the maximum benefit from the available resources.

Within the framework of the described activity, the responsibility, powers and procedure for interaction of the relevant services and officials are established in the implementation of all procedures and rules provided for by the standard.

The standard is a working level document.

2.REGULATIVE REFERENCES

STP Organization of operation, maintenance and repair of equipment.

Regulations on the procedure for submitting and implementing kaizen proposals

3.DEFINITIONS

5S is an element of the enterprise’s production system containing the principles of rational organization of the workspace.

1S— Sorting is the first stage of the 5S system. At this stage, your workplace is cleared of everything that is not needed when performing current production operations, that is, necessary items are separated from unnecessary ones and the latter are removed. “Red label campaign” is the method by which 1S-Sorting is carried out. Red Tag Zone - A place to store excess items marked with a red tag until decisions are made.
2S- Order - the second stage of 5S. At this stage, storage locations are organized in such a way that the items are convenient to use; each of them has its own place and the required quantity.
3S— Cleaning/Observation is the third stage of 5S, which involves the process of integrating cleaning and equipment maintenance into the production process.
4S— Standardization is the fourth stage of 5S. At this stage, cleanliness standards (standards) are developed to maintain order on a systematic basis.
5S— Improvement is the fifth stage of 5S. The goal of this stage is to make it a habit to follow previously established procedures.

4. NOTATIONS AND ABBREVIATIONS

BUSK— quality system management bureau
GI- Chief Engineer
fuels and lubricants— fuels and lubricants
ETO- daily maintenance
KY zone— 3 red labels
"Campaign"— Red tag campaign
ND- normative documents
WIP- unfinished production
N.r.m.- material consumption standards
BSP– production improvement bureau
RI- working instructions
STP- enterprise standard
MSW- municipal solid waste
TD— technological documentation
THAT— technological equipment
TP- technological process
FIFO- first to come - first to go (from English: first in first out)

5. GOALS AND OBJECTIVES OF IMPLEMENTING 5S

5.1. The task is rational organization of the workspace

5.2.1. Making the most of available resources.

5.2.2. Maximum involvement of personnel in the process of continuous improvement.

5.2.3. Elimination of losses in the process of performing work operations (for example, unnecessary actions - moving unnecessary stocks, sorting them, etc.).

6. 1S-COPTIPOBKA (“Red Label Campaign”)

6.1. The “Red Tag Campaign” (hereinafter referred to as the “campaign”) is carried out at the direction of the General Director. Coverage areas are determined by the Director General.

6.2. BSP prepares memos to function directors on the composition of 5S commissions. Duration: 1 working day.

6.3. Heads of departments prepare proposals for the composition of commissions. They coordinate them with the functional directors and send the composition of the 5S commissions by division to the BSP. Duration: 1 working day.

Approximate composition of the 5S commission: chairman of the commission - head of the department; deputy chairman - deputy head of the unit; members of the commission - head of the bureau, foreman; secretary of the commission - dispatcher, technician.

6.4. The BSP prepares a draft order for the “campaign” (Appendix A) and sends it to the functional directors for approval. Duration 1 working day.

6.5. Functional directors agree on the draft order and send comments and suggestions to the BSP. Term - 2 working days.

6.6. The head of the BSP prepares a draft order, taking into account suggestions and comments, and endorses it with function directors within 2 days. The head of the BSP is responsible for issuing the order.

6.7. The head of the unit in which the “campaign” is being conducted determines the location of the red tag zone (hereinafter referred to as the KY Zone). The location must meet the following criteria:

6.7.1 Compliance with industrial safety requirements.

6.7.2. Convenience of working with objects in the KY Zone.

6.7.3. Ensuring the safety of items.

6.8. The head of the unit in which the “campaign” is being conducted is responsible for preparing the KY Zone, marks the KY Zone with signs and signs, and places item registration forms (Appendix B) and red label forms (Appendix B) in the KY Zone.

6.9. The head of the department in which the “campaign” is being carried out appoints those responsible for the functioning of the KY Zone on shifts.

6.10. Regulations for the “campaign”:

6.10.1. Employees of the unit are identifying unnecessary items at their workplaces.

6.10.2. Employees of the unit remove identified unnecessary items to the KYA Zone. Identified unnecessary items listed on personal cards.

6.10.3. Support for the “campaign” is provided by BSP employees. Heads of departments must ensure access for BSP employees to places where items are stored.

6.10.4. The person responsible for the operation of the KY Zone (hereinafter referred to as the person responsible for the shift) receives and places items and is responsible for their safety. fills out the item registration form.

6.10.5. The secretary of the 5S commission daily enters data into the computer system (in the Excel program) in accordance with item registration forms.

6.10.6. At the end of the work, the 5S commission for the division accepts the storage locations.

6.10.7. The 5S Commission for the division makes a decision on items removed to the KY Zone (Appendix D).

6.10.8. The 5S Commission summarizes the results of the work and formalizes them in a protocol (Appendix E). The approved protocol is sent to the factory commission.

6.11. The factory commission carries out selective acceptance of storage locations by division and makes decisions on items removed to the factory KYA Zone. (Appendix D). The head of the unit provides access to storage areas for items.

6.12. The factory commission sums up the results of the “campaign” and formalizes them in a protocol (Appendix E).

6.13. The factory commission approves the removal schedule for removed items.

6.14. BSP controls the implementation of the removal schedule for remote items.

6.15. The factory commission approves proposals for incentives for departments and employees of the enterprise.

6.16. The results of the “campaign” are displayed on the information board. Responsible: HR Director, Head of BSP.

7. 2S - ORDER

7.1. The foreman (or a person replacing him) determines the storage locations for items on the work site and the surrounding area.

7.1.1. Storage places can be: closet, rack, cabinet, cart, table, assigned area.

7.1.2. Tools, equipment, and auxiliary materials that are constantly necessary for current production activities must be placed at the workplace.

7.1.3. The storage location should contain tools, equipment, basic and auxiliary materials necessary for current production activities and not requiring placement at workplaces (the item is not needed constantly).

7.2.1. Storage areas for items must be equipped taking into account the opinion of the worker working at this workplace.

7.2.2. Storage areas for parts, tool blanks and equipment, components and spare parts, containers should be located as close as possible and convenient for their further use (Appendix G).

7.2.4. The storage space should be sufficient so that items can be easily taken out and, if necessary, returned back (in one movement).

7.2.5. Any deviation due to incorrect placement of objects should be visible at first glance.

7.3. Requirements for registration of storage areas:

7.3.1. The master (or a person replacing him) is responsible for the design of storage areas for items.

7.3.2. The location of items must prevent damage and loss of items and materials.

7.3.3. The accumulation of dirt, dust, rust, and the occurrence of mechanical damage must be excluded.

7.3.4. All items must be visible.

7.3.5. Storage locations for items and materials must be marked with the appropriate indicator: name; designation quantity (if necessary). The markings must be visible, the inscriptions must be neat and readable. Marking methods: stickers, writing with a marker. Sticker shape: main color - white, inscription color - black, gray. It is recommended that the inscription be placed horizontally. Font height is 10-20 mm.

7.3.6. The boundaries of the location of objects and materials must be marked with a solid green stripe. Strip width 10-30mm.

7.3.7. The area where objects are located should be marked in light gray.

7.3.8. In storage areas, the minimum and maximum stock levels must be determined and designated (Appendix G):

7.3.8.1. The minimum stock level must be indicated by a full yellow color or a 10-30 mm yellow outline stripe.

7.3.8.2. For a single item, the minimum stock level can be indicated by completely painting yellow where it is stored.

7.3.8.3. The maximum inventory level should be indicated by a solid line in green. The item location boundary is the designation of the maximum inventory level. Strip width 10-30 mm.

7.4. Requirements for registration of workplaces.

7.4.1. The master (or the person replacing him) is responsible for the design of workplaces and the arrangement of objects on it.

7.4.2. Each workplace must be marked with a yellow (yellow-black) contour line 50-60 mm wide and have a number (or an indication of the number of the operation performed on it).

7.4.3. Areas where objects of different functional purposes are located at workplaces can be marked in different colors by continuous painting or by applying a contour strip 10-30 mm wide.

For example:

location of equipment - in blue;
location of the measuring instrument - blue;
location of auxiliary materials - beige (brown) color;
location of components and work area - green;
the location of containers with non-conforming products is in red.

7.4.4. Any deviation due to incorrect placement of items must be visible at first glance.

7.5. The foreman (or the person replacing him) is responsible for the safety of items and materials in storage areas, for the timely provision of materials in the workplace, for maintaining inventory levels, for maintaining order.

7.6. The introduction of improvements in production culture is carried out through the submission of kaizen proposals.

8. 3S - CLEANING/SUPERVISION

8.1. Each employee is responsible for maintaining the workplace and surrounding area in perfect cleanliness.

8.2. The foreman (or a person replacing him) is responsible for organizing the cleaning of the work area.

8.3. Each department must develop a 5S responsibility map indicating the areas of responsibility for each section. The responsibility map is developed on the basis of the workshop layout, on which the areas of responsibility of the sections can be indicated in different colors.

8.4. To maintain order on a systematic basis, on a monthly basis, the master (or the person replacing him) is obliged to develop and maintain a 5S cleaning schedule (Appendix M) for each area with the obligatory indication of the specific persons responsible for the cleaning objects indicated in the schedule in accordance with Appendix N.

8.5. The foreman (or the person replacing him) is also responsible for providing the team with household equipment for cleaning.

8.6. In addition, every day the foreman (or the person replacing him) is obliged to inspect the area of responsibility to identify foreign objects on the site, the quality of cleaning of workplaces, the compliance of storage of objects, and compliance with health and safety requirements.

8.7. The purpose of the monitoring process is to identify equipment problems in a timely manner.

8.8. The assessment of the operating condition of the equipment is carried out according to the instructions for daily maintenance (ETM), developed by OGM and OGE specialists for each piece of equipment.

8.9. If inconsistencies in the operation of equipment are identified, as well as the expiration of the stipulated preventive and repair work periods, maintenance personnel are obliged to register these facts in the shift acceptance and delivery log and report to the foreman (or the person replacing him). The foreman (or a person replacing him) visualizes the received information on the information board for the daily maintenance of equipment according to the rules.

9. 4S - STANDARDIZATION

9.1. To visually monitor compliance with the systematic implementation of the procedures of the first three stages, a cleanliness standard is developed for each workplace where items are stored.

9.2. The master (or the person replacing him) fills out the cleanliness standard (Appendix I) for each workplace, place of storage of items in accordance with Appendices K, L.

9.2.1. The master (or the person replacing him) draws up the cleanliness standard in 1 copy. The master (or the person replacing him) places the cleanliness standard above the standard object.

9.3. The employee cleans the workplace in accordance with the work instructions.

9.4. Each employee accepts and hands over the workplace in accordance with the cleanliness standard. In case of deviation from the standard, the employee is obliged to inform the foreman (or the person replacing him) about this.

9.5. The foreman (or a person replacing him) checks the area daily to ensure compliance with cleanliness standards.

9.6. The shop manager (or his replacement) weekly checks the storage areas of items in the department for compliance with cleanliness standards. The test results are recorded in the journal (Appendix 0)

9.7. The BSP process engineer also conducts weekly inspections of storage areas for compliance with the cleanliness standard.

9.8. If a deviation from the cleanliness standard is detected, the BSP process engineer must:

9.8.1. Take a photo of the violation.

9.8.2. Place photographs with deviations from the cleanliness standard in electronic form in the network folder “Log of non-compliance with cleanliness standards” of the corresponding department.

9.8.3. Make a record of the identified deviation from the cleanliness standard in the electronic “Record of non-compliance with cleanliness standards.”

9.9. Each unit manager daily views in a network folder the electronic “Log of non-compliance with cleanliness standards” and files with photographs of deviations from the cleanliness standard of his unit.

9.10. Non-compliance with the cleanliness standard must be corrected within 1 business day.

9.11. The date of elimination and the reasons for the non-compliance are recorded in the electronic “Logbook of non-compliance with cleanliness standards”.

9.13. Deviation image files are stored for 1 year.

9.14. The assessment of the state of production culture is carried out by a control inspection. The frequency of inspection is determined by the Production Director by production order.

9.14.1. Composition of the control inspection: production director, BSP specialist, representative of the unit being inspected (deputy shop manager, foreman)

9.14.2. Assessment of the state of production culture is carried out according to the 5S checklist (Appendix P, form P1) using a 100-point system;

Completed 5S checklists are placed by the BSP specialist in a network folder for analysis and development of measures to eliminate inconsistencies by site foremen;

9.14.3. Based on the results of the inspections, the BSP specialist draws up a report in the form (Appendix P, Form P1) and transfers a copy to the HR Directorate for financial incentives for employees.

The report is submitted no later than the third day of the month following the settlement month.

9.16.1. To evaluate the activities of site foremen and department administrations in the direction of implementing and maintaining the 5S production system, an indicator is used - the Minimum Level of Production Culture (MLCL), which is established monthly by order of the Director of Production.

9.16.2. To motivate the main workers aimed at involving them in the process of implementing and maintaining the life of the 5S production system, the indicator is used - the Optimal Level of Production Culture (OPCL), which is established monthly by order of the Director of Production. When a site reaches the EQP for a month, the main workers of this site are paid a bonus of 2%. If there are critical comments, the bonus to site employees is reduced by 0.5% for each comment. A critical remark is considered to be any violation of the requirements of the STP, regulations, technological and design documentation operating within the framework of the enterprise's QMS. When all sections achieve the target indicator, all employees of the division are paid a bonus of 2%. (This indicator is established only for divisions working according to the Regulations on Bonuses).

9.17. The results of 5S audits and the implementation of measures to eliminate comments identified during the audit are analyzed at meetings on production improvement with the Production Director.

10. 5S - COMBINED HISTORY

10.1. Any employee can submit proposals for improving the workplace or storage areas to the site foreman. The master (or a person replacing him) draws up a kaizen proposal.

10.2. The master (or the person replacing him) draws up the cleanliness standard again after implementing kaizen - proposals at the storage site.

Today’s article will be useful to those people who do not know how to organize their workplace in order to work as efficiently as possible. It was for you that a magnificent 5s system.

I don't know about you, but I hate a cluttered workplace.

I have never understood people whose desktops are filled with picturesque piles of necessary files, art books, advertising brochures, candy wrappers, cups of half-drunk coffee, CDs, stationery, cosmetics and other unimaginable things that have nothing to do with them at all.

I never understood how these assholes find things in the rubble on their desk.

If you also sin by cluttering your workplace, but really want to improve, then here are some useful tips from the most organized nation in the world: the Japanese.

What is the 5s system?

Japan's economy suffered greatly during World War II.

This country supported Nazi Germany, and when the Allied forces defeated the Hitlerite coalition, the infrastructure and financial and economic system of Japan were destroyed almost to the ground.

And yet, despite the bleak prospects, the Japanese did not give up, but began to work twice as hard, trying to return their state as a strong player on the world stage.

There were no mineral resources, as well as fertile black soil, in Japan, so the government relied on industry and high technology.

In order to restore the state's economy as quickly as possible, various innovative schemes for organizing the workplace and production processes were introduced.

One of the most effective was 5s system.

It is not named this way by chance, because there are exactly five actions that every company employee (whether a courier or a general director) must perform in order to organize their workplace as efficiently as possible.

In some articles I came across a superficial interpretation of this system.

Like, 5s is almost the same as regularly cleaning your workplace.

On the one hand, this is true, but on the other hand, 5s is not just a technique for keeping your workspace clean.

This is a real philosophy that is designed to make any production successful and low-cost.

5 stages 5s system

Every employee who wants to organize their workplace according to the 5s system must follow 5 steps, which are indicated in Japanese characters:

整理 (Seiri), which can be translated as "sorting".

That is, the employee must divide all the materials available at his workplace into three piles: very necessary (those that are constantly used at work), partially necessary (which are used infrequently) and completely unnecessary for work (they will never be useful to you).

整頓 (Seiton) translates to "order".

You need to put your workplace in order (and most importantly, maintain it!) so that all the things you need are in sight, easily accessible (and not buried under rubbish), and are as convenient to use as possible.

In addition, you should make sure that after use they can be easily returned to their place without spending a lot of time.

清掃 (Seisō).

This word translates from Japanese as “cleaning.”

Everything is extremely simple: you must regularly (not once a month, but every day!) clean your workplace so that it is clean and tidy.

Meticulous Japanese generally clean their workplace three times a day:

in the morning (you need to arrive 10–15 minutes before the start of the working day to wipe off dust and prepare for work);
at lunch (usually a lunch break lasts 1 hour, try to keep it to 50 minutes, and devote the remaining 10 minutes to cleaning your workplace);
evening (you need to end your working day not with the phrase “Hurray! Finally free!”, but with cleaning, so that you spend as little time as possible on putting things in order in the morning).

清潔 (Seiketsu) – “purity”, although another translation is more popular: “standardization”.
The fact is that the Japanese are a neat and pedantic nation.
If they implement some kind of system, then they cannot do without working step-by-step instructions, prescribed bonuses for fulfilling the instructions of managers.
And in general, in any business it is useful to have written job descriptions.
This way you will avoid explanations from idiots and lazy people, like “I didn’t understand it right...”.
躾 (Shitsuke), which translates to “education.”
That is, you, as a manager, should not just explain in a nutshell at a planning meeting that starting today we are introducing some kind of Japanese system, but as accurately as possible, with illustrations and examples, explain to employees what you want from them, as well as - Monitor how they follow your instructions.
Those who are especially diligent should be rewarded, those who lag behind should be fined.

What is the benefit of the 5s system?

This excellent system is in great demand not only in Japan, but also in other countries.

Hundreds of thousands of managers have implemented 5s in their companies and are convinced of the effectiveness of this system.

Thanks to its use you can achieve:

Alignment of indicators by the number of accidents.

Often it is a cluttered workplace that leads to injury and disability.

The aesthetic appeal of the workplace, even if your office has simple furniture, and it wouldn’t hurt to renovate it.

Increasing the efficiency of the work process.

Remember how much time you spent each time trying to find the right document among the rubble on your desk.

And what about when you needed to return a file to the bottom folder, which rests under a pile of dozens of others.

Reducing the time spent on completing a particular task, and not at the expense of quality, but by putting things in order in the workplace.

Improving the working climate.

Clutter in the home or office negatively affects a person's mental state.

The need to dig around for a long time to find what you need does not add to the mood.

And in the video below the pictures show the 5s system,

implemented at a plant in Japan.

Watch and learn!

Try and organize your workplace according to 5s system, and you will see how much you can do during one working day and at the same time remain cheerful, and not hysterical with a twitching eye.

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Translation - Olga Goncharova, portal "Manufacturing control"

Original article: World Academy of Science, Engineering and Technology 59 2011

Lean manufacturing: 5S system

5S- This is one of the lean manufacturing methods and a system for improving the production process, the main goals of which are reducing losses, organizing the workplace and increasing labor productivity. The 5S system involves organizing the workplace and using visual cues to achieve better performance results. As part of a culture of continuous improvement, 5S is usually the first lean method that organizations adopt to facilitate the implementation of other lean methods that optimize work organization and processes.

The system includes 5 components: Sorting ( Seiri), Maintaining order ( Saiton), Keeping clean ( Seiso), Standardization ( Seiketsu) and Improvement ( Shitsuke). Together they form a methodology for organizing, streamlining, developing and maintaining a productive work environment. You can find standard instructions, templates, and the best practices of enterprises inpractical guide to implementing 5S .

5S system components:

Sorting: getting rid of unnecessary things and cleaning the workplace.
Maintaining order: organization of storage of necessary things, which allows you to quickly and easily find and use them.
Keeping it clean: keeping the workplace clean and tidy.
Standardization: documented processing of technological operations, use of standard tools and introduction and popularization of best practices.
Improvement: maintaining the improvement process, monitoring technological operations and introducing the 5S system into the corporate culture.

In the daily work of the company, the 5S system allows you to maintain organization and transparency - the most important conditions for the continuous and efficient flow of the production process. Successful implementation of this lean method also improves working conditions and motivates workers to increase productivity and reduce waste, unplanned downtime and work in progress.

The result of successful implementation of the 5S system is a significant reduction in materials and space required to carry out production processes. The system involves storing tools and materials in special, color-coded storage areas such as baskets and drawers. Such conditions provide the basis for the successful implementation of other lean manufacturing methods: General equipment care, Flexible Automated Manufacturing, production Just in time. The 5S system also prepares the ground and optimizes the organization of processes for implementation 6 sigma techniques.

The use of this system ensures improved production performance, namely:

Transparent technological route
Clean workplace
Reduced setup time
Reduced cycle time
Increased work space
Reducing the number of accidents
Reducing lost working time
Improving equipment reliability

Example of using the 5S system

This project was carried out as part of a faculty research program at the Faculty of Manufacturing at the University of Jordan. The program provides funding for projects implemented by university faculty at local enterprises. The duration of the project is 3 months of the summer term. Faculty teachers, in consultation with company representatives, find out what problems need to be solved and what areas need improvement. A detailed “diagnostic study” is then submitted to the faculty administration for review, outlining the project idea, goals, approach, expected results, and the enterprise’s commitment to the project. Approved projects are funded by faculty sponsors. The authors of the project cooperate with the enterprise to achieve the goals of the project. A detailed final report summarizing the work done is presented to the faculty administration and company managers.

The purpose of this project is an analysis of the production process and workplace organization at the Amman Prefabrication Factory, which produces structures such as modular buildings, houses, offices and transformer boxes. Figure 1 shows an example of factory products.

The use of modular structures has many advantages that make them more attractive compared to traditional buildings: they can be quickly assembled and disassembled, and can be reused in various projects; they are durable, earthquake resistant, light weight, etc.

Rice. 1. Example of modular design

A. Needs analysis

The idea for this project arose from the urgent need for changes at the Prefabricated Structures Factory to cope with the growing demand and persistent demands of workers to improve working conditions. Due to increased demand over the past year, the factory has experienced problems such as uncertain process routes, excess waste standards, unorganized work stations and unhealthy work environment, resulting in increased production costs, deteriorating labor discipline and delay in delivery of goods. Therefore, the project is aimed at streamlining the production process, reducing waste, improving the working environment and organizing workplaces. The 5S system was chosen as a methodology for achieving the project goals.

The prefabricated factory was faced with problems such as inconsistent output and frequent changes in equipment settings due to variable output parameters and equipment characteristics. As a result, a lot of time and effort is spent changing and installing production line configurations, as well as difficulties with production line rollback, control of work processes, workplace organization, cleanliness and transparency of the process. All this has negative consequences: it leads to damage to materials, loss of resources and the need for their disposal, and also overloads the production process and increases worker stress. This means there is a need to analyze production processes and redesign the plant so that it meets the requirements of producing products with flexible parameters and keeping workplaces clean and tidy, as well as to facilitate control of the work process. Figure 2 shows the production waste and inventory stored on the shop floor.

Rice. 2. An example of storing production waste and inventory in a workshop

B. Project Goals

The prefab factory strives to increase production and installation efficiency through improved production processes and smart workspace design. This is the most important step on the company’s path to success in all aspects of its activities. Thus, this project aims to study the production process in the workshop of the Prefabricated Structures Factory, identifying existing problems and their impact on the efficiency of the production system. From the organizational point of view, the project involves the development of a workshop layout that takes into account the features of continuous production, with minimal possible changes to the existing layout, as well as reducing the cost of setting up production, which will lead to more convenient enterprise management and control of work processes. Optimization of technological parameters (inventory, equipment location, sequence of operations, cycle time, etc.) was not a priority for the factory management. From the point of view of organizing the workshop space, the goal of the project is to optimize workplaces and improve working conditions for workers at the machines, which will help improve production discipline, order fulfillment and communication within the team.

Based on an assessment of the state of the enterprise, the project will determine the necessary measures to rationalize and reconfigure the production process and reorganize the workplace. The main goal of using the 5S system is to increase the efficiency of the production process as a whole.

B. Methodology

A simple but effective methodology is used to achieve the project goals. The scale of the project is determined after a thorough study of the enterprise and production process and detailed discussions with the enterprise management, engineers, department heads and workers. All participants considered the project a necessary and important step for the enterprise. The main difficulty was how to make the necessary changes in the workflow. The project therefore took a simple yet practical approach to transform the main plant floor, simplifying work flow and providing impetus for further continuous improvement. The main provisions of the methodology are as follows:

Observe the work process at the enterprise, evaluate it and highlight the main problems in its organization.
Determine the structure of the current production process.
Assess the seriousness of problems with workplace organization based on personal observations, as well as conversations with department heads, production site foremen and workers.
Use the 5S system to improve the production process and process configuration.
Discuss the measures taken with the management of the enterprise.
Evaluate the results and present them to the management of the enterprise in the form of a report.

The main goal of the project is to increase the efficiency of the production process at the enterprise. In addition, it is planned to improve the organization of the workplace and the production process in order to modernize technological operations, simplify workshop management and improve communication within the team. Regarding the net profit of the Prefabricated Structures Factory, the project aims to increase the efficiency of the production process, minimize excess production, reduce the time and cost of equipment setup, and optimize the disposal of expensive assets and resources. Further increase in the productivity and profitability of the enterprise is impossible without the introduction of a worker motivation program.

In the initial phase of the project, the production process diagram was determined, for which the enterprise was divided into 10 sections. This was necessary to draw up a plan for equipment placement, identify work areas and prepare for the implementation of the 5S system in all areas of the enterprise. After this, events were held to raise awareness of the enterprise team regarding lean manufacturing and the 5S system in particular, such as meetings and seminars for engineers, craftsmen and workers. Once everyone was familiar with the project's goals, lean principles, time frame, and project milestones, a cleanup campaign began, inside and out. Cleaning the production premises and surrounding areas was necessary to clear aisles, increase work space and transform the workplace for workers and visitors. These three steps were a preparatory stage for the implementation of the 5S system in certain areas of the enterprise. The significant transformation of each site took an average of a week. Several meetings were held with the company's management to discuss the progress of the project and exchange ideas. To ensure sustainability of the implementation of the 5S system, special questionnaires were developed. All activities were documented and reflected in the final report presented to the management of the enterprise and the faculty administration.

Using System 5S

It is often easy to talk about how lean manufacturing methods and 5S work. However, applying these methods in practice is not so easy because the 5S system is not just a methodology. It implies a change in the entire culture of the enterprise, as a result of which its entire team is aimed at moving forward, towards success and improvement. Therefore, it is necessary to explain to workers and management at the very beginning why the 5S system is being implemented. As a result of a diagnostic study conducted at the Prefabricated Structures Factory, the following problems were identified, indicating the need to implement the 5S system:

the space is cluttered with tools and components;
unused materials and tools are stacked between work stations;
unnecessary equipment is stored on the floor;
excessive tools and machines complicate the work process;
the equipment is dirty and is a storage place for various equipment;
necessary equipment, such as tools, is difficult to find.

Based on the diagnostic study data, the main reasons for using the 5S system in the Prefabricated Structures Factory to improve the production process were the following:

the 5S system simplifies the production process as a result of cleaning, sorting, organizing;
The 5S system creates the infrastructure necessary for enterprise-wide improvements;
the 5S system is necessary for adjusting the technological flow and redesigning the workspace;
the 5S system is necessary to increase the motivation and dedication of workers;
5S system is the key to a clean production environment;
the 5S system is necessary to implement safety measures and reduce the number of accidents at work;
The 5S system is a way to reduce waste by:

minimizing waste and reusing it;
minimizing the time and effort spent searching for the necessary equipment or materials;
disposal of surplus inventory.

It should be mentioned that 5S system- This is not a list of activities that need to be carried out from time to time. This system must be practiced constantly. Therefore, to achieve the best results, it is rational to use a step-by-step approach to implementing the 5S system. Here is a brief description of the project stages.

Determination of the structure of the production process and layout of premises.
Explaining the principles of the 5S system to the enterprise team.
General cleaning of production premises and surrounding areas.
Application of the 5S system in all 10 areas of the enterprise.
Using a checklist to implement the 5S system and verify its functioning.
Reduce waste (less waste and reuse of materials).
Freeing up space (clearing the main aisle, clearing space for materials for reuse, freeing up workshop space, providing space for storing materials).
Creating a cleaner and safer work environment.
Creating a basis for motivating workers.
Improving the work environment.

At the stage of determining the structure of the production process, the territory of the enterprise is divided into 10 zones/sections in accordance with specialization and technological route. Each section is separated from the other by special markings and has access to the main passage, which facilitates the production process and simplifies the transportation of materials. As shown in Figure 3, the enterprise is divided into the following areas.

Woodworking
Working with foam materials
Welding fasteners
Folding machines
Sheet metal processing
Door installation
Presses
Frame making
Metalworking
Stock

Rice. 3. Division of the Prefabricated Structures Factory into sectors

Initially, the enterprise did not have clear boundaries between work areas. There were difficulties moving materials from one site to another. A crane was used to transport heavy structures and their parts. The final assembly of the structures was carried out outside the workshop on the territory of the enterprise. Workplaces were characterized by pollution and clutter with production and processing waste. The redevelopment involves cleaning the main passage, eliminating obstacles to the production process, marking out sectors, and increasing space for working with tools and materials. These areas of the plant are well organized, with the main passageway cleared and clearly marked.

After determining the structure of the production process and streamlining it, the implementation of the 5S system began in each of the 10 sections of the enterprise. An action plan was outlined through which the 5S methodology and principles were translated into practical guidelines that workers were expected to follow. This stage of the project turned out to be the most difficult. It was necessary to work with the enterprise team at a cultural level. Workers and management had to understand the importance of the activities carried out as part of the implementation of the 5S system in order to achieve significant changes for the better. It was decided to concentrate efforts to implement the 5S system in one area of the enterprise - the woodworking - in order to increase workers' awareness of lean manufacturing methods and principles and demonstrate to them the visible results of using the 5S system, which would further incline them to cooperate and contribute to increasing confidence in innovations.

The initial stage involves cleaning and tidying up work areas while workers observe and ask questions about why certain actions are being taken and whether this is part of the performance appraisal program. It was explained to them that it was necessary to clean up the work area, that this was not part of the company's certification program, and that efforts to keep the work area clean and tidy would be rewarded according to the worker incentive program. As a result, workers began to take part in the ongoing changes in the wood processing sector. Operators from other sites received hands-on training with specific instructions on what to do to keep the site clean and tidy. This procedure was recorded in the protocol, printed and placed within visibility at the sites.

Figure 4 shows a plan of a woodworking area, and Figure 3 shows a view of the area after cleaning according to the 5S system. After reviewing the plan and photograph, it is clear that the 5S system resulted in a clean and organized workplace. Improved inlet and outlet flow and cell layout are provided to make it easier to control equipment and monitor the production process. The central passage is cleared, which facilitates the free movement of carts transporting materials.

A few days later, the entire team of the enterprise noticed that the woodworking area had changed: it had become cleaner and more organized. Labor productivity and labor discipline of workers in this section have also undergone changes for the better. The time has come to explain this principle to everyone else and begin the gradual implementation of the 5S system in other areas. The process went smoothly. A new layout is being developed for all areas, and lean manufacturing principles are applied throughout. Combined with comprehensive cleaning of production premises and surrounding areas, after a month the enterprise looks completely different. Some say it's like a completely different factory.

Rice. 4. Improved layout of the woodworking area

Rice. 5. Application of the 5S system in the woodworking area

To ensure a sustainable and effective implementation of the 5S system and verify its functioning in all areas of the Prefabricated Construction Factory, it was necessary to develop a checklist that would help determine how well the actual situation corresponds to the system implementation plan described above.

Control results for each site are reflected in a summary table (Fig. 6), as well as in tables individually developed for each site. Such a table helps to see the achieved result - an improved technological route, a transparent production process and a cleaner and safer production environment. The workshop also took steps to free up space, create and label storage areas, mark aisles, improve safety measures and ensure the smooth flow of the production process.

Rice. 6. Test results

Conclusion

This article provides an example of the practical application of the 5S system in a prefabricated structure factory. Some aspects of production required operational intervention and improvement of the production process (a combination of unit production and assembly operations). The manufacturing process is intricate and complicated by product diversity, growing demand, push production strategies, and wood and metal processing. As a result, the plant became a warehouse of dirty machines and excess materials, production scraps and parts destined for rework, which were stored on the workshop floor, occupying work space and creating obstacles to the normal production process. In such conditions, it was not possible to achieve improvements, use the principles of kaizen and apply a system to ensure the quality and reliability of products.

Thus, the main goals of the project are to organize and simplify the production process. The 5S lean manufacturing system is used to create an infrastructure for continuous improvement. As part of the project, the 5S system was applied for three months in 10 areas of the Prefabricated Structures Factory in order to streamline and improve the production process at the enterprise. Each site was thoroughly cleaned, a new layout was developed, and the principles of using the 5S system were outlined using clear and accessible tables and instructions. As a result, significant changes are observed in the workshop space, an increase in labor productivity and labor discipline. This approach can find application in other industries, as well as in offices and the service sector.

GOST R 56906-2016

Group T59

NATIONAL STANDARD OF THE RUSSIAN FEDERATION

LEAN

Workspace organization (5S)

Lean production. Workspace organization method (5S)

OKS 03.120.10
OKSTU 0025

Date of introduction 2016-10-01

Preface

1 DEVELOPED by the Federal State Budgetary Educational Institution of Higher Education "Moscow Automobile and Highway State Technical University (MADI)" together with a working group consisting of: FSBEI HPE "ASU", ANO "Academy of Management", OJSC "Amur Shipbuilding Plant", LLC "BaltSpetsSplav" ", Russian Helicopters JSC, Vyksa Metallurgical Plant JSC, Gazpromneft-Snabzhenie LLC, KnAF Sukhoi Civil Aircraft JSC, IL JSC, Irkut Corporation JSC, Kazan National Research Technical University named after. A.N. Tupolev - KAI (KNITU-KAI), OJSC KAMAZ, LLC LinSoft, PJSC Sukhoi Company, JSC Lada-Image, Ministry of Industry and Trade of the Republic of Tatarstan, LLC National Management Systems ", OJSC "NLMK", PJSC "Research and Production Corporation "United Carriage Company" (PJSC "NPK UWC"), OJSC "Baltic Shipbuilding Plant "Yantar", PJSC "OAK", GC "Orgprom", LLC "PenzTISIZ", State Atomic Energy Corporation "Rosatom", JSC "Russian Railways", JSC "RSK "MiG", MOO "Union of the Thrifty", JSC "Center "Priority", Udmurt State University, JSC "Cherkizovsky MPZ"

2 INTRODUCED by the Technical Committee for Standardization TC 076 "Management Systems"

3 APPROVED AND ENTERED INTO EFFECT by Order of the Federal Agency for Technical Regulation and Metrology dated March 31, 2016 N 231-st

4 INTRODUCED FOR THE FIRST TIME

5 REPUBLICATION. May 2017

The rules for the application of this standard are established in Article 26 of the Federal Law of June 29, 2015 N 162-FZ "On Standardization in the Russian Federation" . Information about changes to this standard is published in the annual (as of January 1 of the current year) information index "National Standards", and the official text of changes and amendments is published in the monthly information index "National Standards". In case of revision (replacement) or cancellation of this standard, the corresponding notice will be published in the next issue of the monthly information index "National Standards". Relevant information, notices and texts are also posted in the public information system - on the official website of the Federal Agency for Technical Regulation and Metrology on the Internet (www.gost.ru)

Introduction

This standard was developed on the basis of best practices accumulated by organizations in the Russian Federation and taking into account the best global practices in organizing workspaces.

This standard is designed for use in any organization that has decided to increase operational efficiency through the use of the 5S workspace method (hereinafter referred to as the 5S method).

This standard was developed using the regulatory framework GOST R 56020 and GOST R 56407.

1 area of use

This standard is intended for use in lean manufacturing management systems (hereinafter referred to as LMMS) and other management systems and is applicable to all organizations, regardless of their size, form of ownership and type of activity.

This standard establishes requirements for the use of the 5S method based on the recommended principles of BP in accordance with GOST R 56407.

2 Normative references

This standard uses normative references to the following standards:

GOST R 56020-2014 Lean manufacturing. Fundamentals and Vocabulary

GOST R 56407-2015 Lean manufacturing. Basic methods and tools

GOST R 12.4.026-2001 System of occupational safety standards. Signal colors, safety signs and signal markings. Purpose and rules of use. General technical requirements and characteristics

GOST R 56907-2016 Lean manufacturing. Visualization

GOST R 56908-2016 Lean manufacturing. Standardization of work

Note - When using this standard, it is advisable to check the validity of reference standards and classifiers in the public information system - on the official website of the Federal Agency for Technical Regulation and Metrology on the Internet or using the annual information index "National Standards", which was published as of January 1 of the current year, and according to the releases of the monthly information index "National Standards" for the current year. If an undated reference standard is replaced, it is recommended that the current version of that standard be used, taking into account any changes made to that version. If a dated reference standard is replaced, it is recommended to use the version of that standard with the year of approval (adoption) indicated above. If, after the approval of this standard, a change is made to the referenced standard to which a dated reference is made that affects the provision referred to, it is recommended that that provision be applied without regard to that change. If the reference standard is canceled without replacement, then the provision in which a reference to it is given is recommended to be applied in the part that does not affect this reference.

3 Terms and definitions

This standard uses terms according to GOST R 56020, as well as the following terms with corresponding definitions:

3.2 workplace(workplace): Part of the workspace, equipped with the necessary technical means, in which work activities are carried out.

3.3 working space(workspace): Part of the territory where work activities take place.

Note - Part of the territory may include: buildings, buildings, structures, premises, plots, sites, etc.

4 Basic provisions

4.1 Purpose and objectives of the 5S method

The main goal of the 5S method is to create conditions for the efficient execution of operations and taking into account the recommended principles of business processes in accordance with GOST R 56407.

The objectives of the 5S method are

1) improving working conditions (increasing the level of safety, cleanliness and ergonomics of the workspace, etc.);

2) increasing the level of staff involvement in the process of improving the workspace;

3) improving the quality of manufactured products;

4) increasing labor productivity;

5) search and reduction of all types of losses associated with the organization of the workplace and workspace as a whole.

Note - Examples of losses in the workplace include loss of time searching for necessary items (tools and equipment, raw materials and supplies, components, documentation and information in paper and electronic form, etc.), errors during operations, unnecessary movements operator, etc.

4.2 Objects of application of the 5S method

The objects of application of the 5S method at all levels of the organization are the workspace and the workplace.

The organization must define the objects of application of the 5S method in a regulatory or organizational document.

First of all, an organization should apply the 5S method to processes that limit the value stream (they are a bottleneck).

4.3 Liability

Top management is responsible for the effectiveness and efficiency of the 5S method and ensures its implementation at all levels of the organization.

Top management must assign responsibility for ensuring the effectiveness and efficiency of 5S in the work environment.

Responsibility for meeting the established requirements of the 5S method for organizing the workplace lies with the organization’s personnel performing the task at a given workplace.

4.4 Resources

The organization must provide those responsible for the implementation of the 5S method with the necessary time, labor, financial and material resources.

4.5 Personnel competencies

The organization must determine the competencies of personnel implementing the 5S method, including:

1) knowledge of the method of organizing the workspace, the main documents in the organization for the implementation of the 5S method, the possibility and effectiveness of using this method, best practices in the field of organizing the workspace;

2) the ability to organize the workspace in accordance with the requirements, apply effective ways to control and improve the application of the method;

3) have independent work skills in implementing the 5S method and learning skills in applying this method.

5 Requirements for applying the 5S method

The 5S method should consist of five steps to organize and maintain order in the workplace, starting from finding the sources of disorder to implementing a system of continuous improvement of the workspace:

step 1: Sort;

step 2: Self-organization (maintaining order);

step 3: Systematic cleaning (keeping it clean);

step 4: Standardization;

Step 5: Improvement.

5.1 Step 1 - Sort

Sorting is the first step of the 5S method, which involves separating items into necessary (needed) and unnecessary and removing unnecessary items.

Note - Items may include equipment, tools, accessories, raw materials, components, documentation and information in paper and electronic form, etc.).

Sorting should be carried out in stages:

1 definition of necessary (necessary) items;

2 division of items into necessary and unnecessary;

3 removal of unnecessary items;

4 providing staff with the necessary items.

5.1.1 Determination of necessary (necessary) items

The organization must determine a list of necessary items, indicating their name and quantity, at each workplace or workspace.

Necessary items include items without which it is impossible to carry out work activities in the workplace/space.

5.1.2 Separation of items into necessary and unnecessary

When sorting, items are divided into necessary and unnecessary according to temporary usage criteria, which the organization determines independently (for example: hourly, daily, weekly, monthly, quarterly and annually - not used).

The following actions are possible with items:

1) moving the necessary items to a new place;

2) moving unnecessary items to a temporary storage location for further decisions;

3) disposal of unnecessary items, if the decision can be made immediately;

4) registration and visualization of unnecessary items.

5.1.3 Removing unnecessary items

The organization must determine the methods, location and timing of removal of unnecessary items.

5.1.4 Providing necessary items

The organization must determine the list of necessary items and their quantity, methods, and timing of providing the necessary items.

5.2 Step 2 - Self-organization (maintaining order)

Self-organization is the second step of the 5S method, in which the necessary items are placed in the workplace (workspace) in such a way as to minimize losses when using and searching for them by the organization’s personnel.

5.2.1 Determining a place for each item

As a result of the second step of the 5S method, it is necessary to determine a permanent location for each item in the workplace (workspace).

Places where raw materials, work-in-process products, finished products, and non-conforming products are placed must be separated from each other.

Note - Personal belongings of personnel must be stored in specially designated areas (the space allocated for storing personal belongings must be located in such a way as not to interfere with the performance of activities for the production of products or services).

5.2.2 Arrangement of objects

Items must be arranged in accordance with the frequency of their use: frequently used items should be located in close proximity to the place of their use, and rarely used items should be located away from it.

The placement of items necessary to carry out production processes must be carried out in accordance with safety requirements, ease of access to them, as well as taking into account the type and functional purpose (place of storage of protective equipment, documentation, tools, etc.).

Items for performing a production process or job must be arranged in such a way as to minimize the amount of personnel movement during work.

Organizational personnel must return items to designated locations after use.

5.2.3 Displaying storage locations for items

When storing objects at the workplace/space, various visualization method tools should be used in accordance with GOST R 56907:

- contouring;

- marking;

- marking;

- color coding;

- and others.

Note - Marking of passages and places of potential danger is carried out in accordance with GOST R 12.4.026.

5.3 Step 3 - Systematic cleaning (keep clean)

Systematic cleaning is the third step of the 5S method, which involves keeping work areas/spaces and items clean and ready for use at all times.

5.3.1 During systematic cleaning, sources of contamination of workplaces/spaces and objects must be identified.

The organization must take measures to eliminate sources of pollution.

5.3.2 To ensure the implementation of the third step of the 5S method, the organization must determine the rules (regulations) for ensuring and maintaining the cleanliness of workplaces/spaces, items including:

1) objects (workplaces/space, objects);

2) frequency of cleaning;

3) cleaning methods;

4) cleaning tools;

5) methods of cleaning control.

5.3.3 The organization’s personnel must systematically clean the workplace/space and objects in accordance with the approved rules (regulations).

5.3.4 The organization must develop and implement cleaning checklists confirming compliance with the rules (regulations) and keep them up to date.

5.4 Step 4 - Standardization

Standardization is the fourth step of the 5S method, in which standards are established for the implementation of the first three steps (workplace standards, workplace content and other regulatory documents).

5.4.1 Workplace standard

The organization should develop a workplace standard that includes:

1) list and quantity of necessary items;

2) layout of the necessary items;

3) a photograph of the exemplary condition of the workplace/space;

4) persons responsible for the condition of the workplace;

5) and more.

5.4.2 Workplace maintenance standards

Workplace maintenance standards include documents regulating:

1) sorting items;

2) arrangement of objects in the workplace;

3) cleaning the workplace;

4) monitoring compliance with workplace maintenance standards;

5) and more.

The organization must develop requirements for the design, content, and structure of the above documents, based on the results obtained at the previous stages of applying the 5S method.

5.4.3 Standards should be developed:

1) using a visualization method to display the optimal state and deviations;

2) taking into account best practices in the use of the 5S method.

5.5 Step 5 - Improvement

Improvement is the fifth step of the 5S method, which involves the process of continuously maintaining and developing the results achieved through the first four steps.

5.5.1 Personnel must comply with the standards developed in the fourth step and continuously improve them.

5.5.2 Maintaining and developing the results of the 5S method

To maintain and develop the 5S method in an organization, it is necessary to periodically (at least once a quarter) conduct audits of workplaces for compliance with standards according to an approved program (plan, schedule, etc.), based on developed checklists.

An example of the checklist is given in Appendix A, an example of the audit results is given in Appendix B.

5.5.3 Staff involvement and motivation

The organization must create and implement a mechanism for involving staff, based on material and non-material motivation, including: holding contests and competitions, conferences, declaring gratitude, awarding the title of best employee, placing a photograph on the honor board, etc.

Appendix A (for reference). Example of a checklist for verifying the application of the 5S method

Appendix A
(informative)

Table A.1 - Example of a checklist for verifying the application of the 5S method


Workplace


Controlled parameters	Rating, point	Notes
Step 1 - Sort
1 Items are sorted into necessary and unnecessary
2 Boxes, raw materials, tools, materials are in order at the workplace
3 Obsolete items are not in the workplace
4 Only the necessary equipment is located at the workplace (desk, shelves, racks)
5 There are no outdated instructions, rules, or procedures in the workplace or walls

Step 2 - Self-organization (maintaining order)
1 Unnecessary items removed from the workspace
2 Necessary items are located taking into account the frequency of their use
3 Production facilities, equipment, material flows are identified and tracked
4 Production facilities are delineated, areas for the location of tools, parts, etc. are identified. Boxes and shelves are labeled
5 Are all documents necessary for work well organized and accessible?

Step 3 - Systematic cleaning (keeping it clean)
1 Cleaning equipment is available and accessible to the public
2 Work areas and equipment are kept clean Sources of pollution are identified and eliminated
3 Equipment and items are serviceable and clean
4 The cleaning procedure and schedule have been determined
5 Putting order in the workplace is the daily activity of the employee

Step 4 - Standardization
1 A workplace maintenance standard is posted at the workplace
2 Are standards posted for location, use of tools, performance of operations, and manufacturing of products?
3 A standard for cleaning a workplace, site, or workshop has been determined and posted
4 The rules for performing operations are clear and accessible, all dangerous operations are identified and attention is drawn to them
5 Workplace maintenance standards are observed by staff

Step 5 - Improvement
1 All employees have been trained in 5S and share their experience in applying 5S practices
2 Audits of workplace contents are carried out
3 Offers are structured and posted so that all employees can see them
4 Company employees are aware of past and current performance indicators of the workplace, site, workshop, enterprise
5 Mechanisms for staff involvement are being implemented

TOTAL:
Maximum points:
Average score:

Evaluation values:

0 - not used anywhere;

1 - there are several application examples;

2 - applied to 50% of objects;

3 - used almost everywhere;

4 - used everywhere.



	(signature)				(last name, initials)

Appendix B (for reference). Example of formatting audit results

Appendix B
(informative)

Bibliography


	Hiroyuki X. 5S for workers: how to improve your workplace / X. Hiroyuki; lane from English - M.: Institute of Complex Strategic Studies, 2013. 176 p.
	Gastev A.K. How to work: A practical introduction to the science of labor organization / A.K. Volkov; edited by N.M.Bakhrakha, Yu.A.Gasteva, A.G.Losev, E.A.Petrova. Ed. 3rd. - M.: Book house "LIBRIKOM", 2011. 480 p.
	Imai, M. Kaizen: the key to the success of Japanese companies / A.K. Imai; lane T.Gutman. - M.: Alpina Publisher, 2013. 274 p.
	Grachev A., Kiselev I. Cultural aspects of company transformation based on the 5S method/Standards and quality. - 2009, N 5. P.88-93.


UDC 685.5.011:006.354	OKS 03.120.10

Key words: organization of the workspace, sorting, self-organization (maintaining order), systematic cleaning (keeping it clean), standardization, improvement

Electronic document text
prepared by Kodeks JSC and verified against:
official publication
M.: Standartinform, 2017

The 5c system is a concept for rationalizing the workspace that came to us from Japan. It implies that each employee must optimize their activities as much as possible by following only five rules. Moreover, no new or special skills will be required from employees. Read about the principles of the approach and how to implement them.

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

The 5c system in production became a continuation of the scientific works and experiments of Frederick Taylor on the introduction of rationing and rationalization of labor in production, which he carried out in the USA at the end of the 19th century. However, the 5S system is based on Japanese traditions and lean production culture.

Lean principles are the basis of most industries around the world, as the fight against waste has been going on for more than 50 years. But companies operating, for example, in the field of consumer goods, relied mainly on the sales and marketing system, production efficiency was not among the priorities - and only recently the situation has changed. With the development of new technologies, lean manufacturing principles have evolved into a new phase of business transformation.

5s system: five principles

1. Seiri (整理) – Sorting

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

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

2. Seiton (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. Once things are sorted, each item should be assigned a specific place. This location must be signed and marked, and the item itself must be marked with a red tag with the appropriate entry. In Japanese, such tags are called “Kanban” (). Sometimes objects are circled to know their exact location.

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

We'll tell you how one Russian company managed to overcome staff resistance and introduce lean principles - you may find its unique experience useful.

3. Seiso (清掃) – Keeping the work area clean

The question often arises: who should clean: the worker himself or the cleaner. Imagine that a cleaning lady begins to wipe the open computer of an IT department employee with a damp cloth, who may be in sleep mode - a short circuit is guaranteed. Therefore, the Seiso rule states that the employee must clean up his own workplace.

4. Seiketsu (清潔) – Standardization

Standardization includes rules, instructions for performing certain works, standards for their implementation, the means used, etc. The point is that standardizers, for example, have already calculated how many parts a worker should produce on a certain machine over a certain period. If it works in its own way, then:

either he will do it faster than necessary (in Japan, the Just-in-Time system does not encourage this), and will “chill”, interfering with others;
or it will do it faster at the expense of quality (after all, quality and speed are mutually opposite concepts);
either it will make it slower and slow down the work of others, or at great expense, etc.

The 5S system of organizing and rationalizing the workplace involves describing and monitoring the implementation of the first three points: sorting, order and cleanliness. From time to time, management makes a control walk and enters all data on workplaces into a control sheet:

INSPECTION CHECKLIST (fragment)

(name of division)

for __________ month 20__

	Criterion	Date of inspection
1. Sorting and removing unnecessary things (determine what is there, what is necessary, get rid of the rest)	At the workplace there is unnecessary and not in the required quantity of equipment, tools, containers. etc.
Total problems for 1C

2. Maintaining order, creating space for what is needed (determining places for what is left)	Permanent places for things are not obvious the first time (the markings are missing or not visible)
Total number of problems identified by the previous scan
% of current problems to previous ones
Full name of the inspector
Inspector's signature

5. Shitsuke (躾) – Self-discipline and improvement

It is quite obvious that the entire 5c system will not work if the enterprise employees themselves do not want to use it. To convince employees in Japan, they primarily use employee honor boards, comparative photographs and other visual propaganda.

In addition, using the 5s system to streamline the workplace and processes requires 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, a “Spaghetti” diagram (named because of its resemblance to pasta) is often used. The figure marks the routes taken by employees or clients, or tools, or documents, etc. and see how workstations can be arranged differently to reduce unnecessary running time.

Drawing. Spaghetti diagram

The diagram shows that before the changes, the goods traveled a longer path than after the location of the departments and warehouse along the route of the goods from the workshop. Accordingly, this reduces logistics time.

Problems of implementing the 5 C (lean production) system in Russia

One day, the director of the publishing house where I worked as head of the sales department warned that tomorrow all unnecessary things would be taken away from all employees and placed in a warehouse until further notice. Nobody attached much importance to this, since by the word “unnecessary” everyone understood something different.

The next day, the director and two assistants from the security department began to go through the departments and take away from the employees everything that was on the tables, in the drawers and on the shelves. The people were indignant, but the security forces were adamant. After this, the director announced that if someone really really needs something, he must write a written request, go to the warehouse and look for his things there.

The most unlucky ones were the back office employees. If the director bypassed the accounting department, then the “clerks” were forced to rummage through bags and folders in the book warehouse for several days to find their working documents. As for the office, the people did not go to the warehouse to get it, but ordered everything from a new secretary. Several people could not stand it and quit.

Result: for several months the employees carefully hid everything from the director’s eyes, and he was happy with the clean tables. However, labor productivity has not increased.

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

1) Russian mentality. In textbooks on international management, three types of culture are distinguished, characteristic of 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. At one time, they usually 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 only be maintained at a high level in an authoritarian hierarchical structure, such as the army.

Since for representatives of Western cultures the main incentive is reward, for Eastern cultures it is the enjoyment of the process, and for Russians it is bashing and a menacing shout from superiors, the system of introducing “order and discipline” in the workplace at a Russian enterprise is possible only through forceful pressure from superiors: swearing, fines etc.

See what to do if you need to restructure your work. The solution will help the head of the financial service to avoid the opposite effect of reforms - increased staff turnover and sabotage on the part of employees.