Metodología 5´S

of Achievements in Materials and Manufacturing Engineering

VOLUME 24 ISSUE 2 October 2007

The 5S methodology as a tool for improving the organisation
J. Michalska*, D. Szewieczek Division of Materials Processing Technology, Management and Computer Techniques in Materials ScienceInstitute of Engineering Materials and Biomaterials, Silesian University of Technology, ul. Konarskiego 18a,44-100 Gliwice, Poland * Corresponding author: E-mail address: joanna.michalska@polsl.pl
Received 30.03.2007; published in revised form 01.10.2007

Industrial management and organisation AbstrAct
Purpose: The aim of this paper is showing the 5S methodology. In this paper it was introduced the way of implementing the 5S methodology in the company. Design/methodology/approach: In the frames of ownresearch it has been analysed and implemented the 5S rules in the production process. Findings: On the basis of the own research it can be stated, that introducing the 5S rules bring the great changes in the company, for example: process improvement by costs’ reduction, increasing of effectiveness and efficiency in the processes, maintenance and improvement of the machines’ efficiency, safetyincreasing and reduction of the industry pollution, proceedings according to decisions. Research limitations/implications: The 5S methodology permits to analyse the processes running on the workplace. The 5S is the methodology of creation and maintaining well organized, clean, high effective and high quality workplace. Practical implications: Own research clearly showed, that very essential is trainingof workers about the 5S rules. Essential thing is to divide activities on some main steps and to maintain the continuous improvement. Originality/value: The 5S method begins each programme of improvement in a company. This method can be used in all companies. Its result is the effective organization of the workplace. Keywords: Quality management; Quality improvement; The 5S methodology

1.ntroduction I 1. Introduction
Modern management in the company is not only the quality management system based on the ISO series 9000:2000 standards, but pursuit to the continuous improvement, so this is the philosophy of the Total Quality Management [1]. In the frames of implementation of the Total Quality Management on the operating level more and more popular becomes the idea of so called 5S.The 5S method begins each programme of improvement. It is the tool for helping the analysis of processes running on the workplace. The 5S is the methodology of creation and

maintaining well organized, clean, high effective and high quality workplace. Its result is the effective organization of the workplace, reduction of work’s environment, elimination of losses connected with failures andbreaks, improvement of the quality and safety of work [2-4]. The philosophy of the 5S has its roots in Japan. Name 5S is the acronym of five Japanese words of the following meanings: Seiri (sort), Seiton (set in order), Seiso (shine), Seiketsu (standardize), Shitsuke (sustain).

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Short paper

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Journal of Achievementsin Materials and Manufacturing Engineering

Volume 24 Issue 2 October 2007

2. he 5 s methology t 2. The 5 S methodology
5 S means [5-8]: Seiri (sorting, organization of the workplace, elimination of unnecessary materials). Refers to the practice of sorting through all the tools, materials, etc., in the work area and keeping only essential items. Everything else is stored or discarded. Thisleads to fewer hazards and less clutter to interfere with productive work. Seiton (set in order, place for everything). Focuses on the need for the workplace in order. Tools, equipment, and materials must be systematically arranged for the easiest and the most efficient access. There must be a place for everything, and everything must be in its place. Seiso (shine, cleaning, removing of wastes,...