5S method

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Top Quality Management - 5S Methodology

INDUSTRIAL MANAGEMENT AND TECHNOLOGY 1ST YEAR 3RD TRIMESTER BUSINESS ENGLISH TEACHER ELISABETE LOPES

Artur Miranda 070275016 David Barão 070 275 058 Luís Vieira 070 275 030

Top Quality Management - 5S Methodology

Table of contents

1. Introduction 2. What means 5S? 2.1. 1st S 2.2. 2nd S 2.3. 3rd S Seiri Seiton Seiso .. ... ... ... .

Page02 . Page 03 ... Page 04 Page 05 . .. Page 06 ... .. Page 07 ... ...... Page 08 . Page 09 .. Page 09
Top Quality Management - 5S Methodology

2.4. 4th S Seiketsu 2.5. 5th S Shitsuke 3. Conclusion 4. Bibliography / Webgraphy

1

1. Introduction
The purpose of this theme paper is to introduce the one of the fundamentals tools/methods used in Industrial Management Plants. All the IndustrialPlants uses a lot of methods to realize and maintain the high standards their customer demands and the main objective of this tool is to be the best-in-class day by day in safety, work conditions, performance and quality. The 5S tool has been developed in Japan at Toyota. Is called 5S, since all steps start with an "S": Seiri, Seiton, Seiso, Seiketsu, Shitsuke The 5S method is one of thefundamentals of Lean Manufacturing; it is the framework for progress in safety, work conditions, performance and quality. To be effective, 5S must be applied with daily attention. 5S is a good housekeeping approach that will allow us to rediscover our work area and tools, thus enabling us to optimize the way we use space and machines. The 5S method has four guiding principles: - a place for everything andeverything in its place - make rules and follow them - if nothing gets done nothing improves - if we cannot do it ourselves, we request assistance. Thoroughness, regularity and, most importantly, simplicity are the keys to ensuring that the method is successfully applied in our everyday operations. Who applies the 5S should allow five weeks (one week per step) to work through a full cycle of 5S. Atthe end of five weeks, start again for further improvement. 5S is a continuous improvement process. And it is through repetition and continuity that good habits are formed.

2

Top Quality Management - 5S Methodology

2. What means 5S?
1st S Seiri - Eliminate Separate what you do need from what you don t and throw out anything that is useless!

2nd S

Seiton - Straighten up

Definethe most efficient and safest ways of storing what is really useful. Stow what you need where you can get to it.

3rd S

Seiso - Clean

Clean up the installations. Seek out the causes of dirt and get rid of them.

4th S

Seiketsu - Standardize

Establish good housekeeping rules. Formalize storage and cleaning procedures.

5th S

Shitsuke - Respect

Get into the 5S habit in yourproduction area. Respect housekeeping rules. Continue to make things better.
Top Quality Management - 5S Methodology

3

2.1.
WHY?

1 st S

Seiri

Having useless things lying around can lead to injuries, fatigue, pollution, missing parts, low precision, non-quality; it can impede access to machines and delay production... HOW? First of all, by separating what is useful from what isuseless (i.e. decide what we really need and what we really should get rid of). Start by asking the right questions: What this thing for? Who uses it? How often? Does it suit its intended purpose? (Is it right for the job, or not?) Before actually starting any work on the zone, it s a good idea to: photograph the zone so that, later, you can see how far you ve come. have the group prepare aninformation board to list results, display photos... Next, clear your zone of everything that can be thrown out or stored elsewhere. Start by marking off a storage area close to your work zone where you can put all the objects considered useless . Two weeks later, get together with your Zone Manager and Maintenance Manager to: see if what is useless to you, might not be useful somewhere else! sort...
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