Toyota 5s Program Questions I have a written paper and I want it to be formatted like the format file I have uploaded and you have to add the missing secti
Toyota 5s Program Questions I have a written paper and I want it to be formatted like the format file I have uploaded and you have to add the missing sections to be followed by the format my written paper named 5s the format named final project format i
Table of Contents
1. Introduction [Max 2 pages]
2. Problem Statement [Max 1 page]
3. Theory and Literature Review [Max 3 Pages]
4. Methodology, Analysis and Project description [Max 10 Pages]
5. Results [Max 5 pages]
6. Conclusions & Recommendations[Max 2 pages]
7. References [(2 Pts )]
Appendix (optional)
1
Introduction
Briefly describe the organization or business where you have conducted
the project. Succinctly present the objective of your report and state the content
of items to be presented in the report.
Use a 12-point font and be consistent. Report should be typed in double
line spacing format. Every page should be numbered, except for the title page
which is not numbered. Table of Contents should be numbered in Roman
Numerals, i.e., i and ii respectively. Other write-up should be numbered in
numeric format. Page numbers should be on the top right hand corner of the
page.
Problem Statement
Identify the problem behind the project. This section should briefly
describe why you are conducting the study. It should NOT describe the goal of
your project.
Objective & Scope
Explain the aim and scope of the work presented in the project report. It may also
highlight the significant contributions from the investigation.
2
Other Content Items
Provide description of other content items to be presented in your report in
the same format.
Conclusion & Recommendations
Summarize your project and state the conclusion of your study.
References
List the references that you have cited in your report on a separate page. It
should be in the following format:
Books:
Author’s last name, initial(s) (Date of Publication). Title in italics. Location:
Publisher.
Festinger, L. A., Riecken, H., & Schachter, S. (1956). When prophecy fails.
Minneapolis: University of Minnesota Press.
Journal article paginated by issue:
Klimoski, R., & Palmer, S. (1993). The ADA and the hiring process in
organizations. Consulting Psychology Journal: Practice and Research,
45(2), 10-36.
Journal article, more than six authors:
Wolchik, S.A., West, S.G., Sandler, I.N., Tein, J., Coatsworth, D., Lengua, L., et
al. (2000). An experimental evaluation of theory-based mother and
3
mother-child programs for children of divorce. Journal of Consulting and
Clinical Psychology, 68, 843-856.
Internet articles based on a print source
VandenBos, G. Knapp, S., & Doe, J. (2001). Role of reference elements in the
selection of resources by psychology undergraduates. Journal of
Bibliographic Research, 5, 117-123. Retrieved October 13, 2001, from
http://jbr.org/articles.html
Report available on government agency website, no publication date indicated
United States Sentencing Commission. (n.d.). 1997 sourcebook of federal
sentencing statistics. Retrieved December 8, 1999, from
http://www.ussc.gov/annrpt/1997/ sbtoc97.htm
Report from a private organization
Canarie, Inc. (1997, September 27). Towards a Canadian health IWAY: Vision,
opportunities and future steps. Retrieved November 8, 2000, from
http://www.canarie.ca/press/publications/pdf/health/healthvision.doc
Abstract of paper presented at a symposium
Cutler, L.D. Frolich, B., & Hanrahan, P. (1997, January 16). Two handed direct
manipulation on the responsive workbench. Paper presented at the 1997
Symposium on Interactive 3D Graphics. Abstract retrieved June 12, 2000,
from http://www.graphics.stanford.edu/papers/twohanded/
4
APPENDIX
5
Running head: 5S
1
5S
Students Name
Institutional Affiliation
Course Code
Date
5S
2
5S
5S is the process and a system of organizing the workplace of an organization to make
it clean, uncluttered, safe, and well organized to help reduce waste and optimize productivity.
The mechanism eliminates waste, prioritizes the importance of arranging and partitioning of
the workplace to represent the various production lines, where the unwanted products are
placed, and how effectively the organization reaches customers to enhance the quality
delivery of services. 5S was derived from five Japanese words, Seiri, Seiton, Seiso, Seiketsu,
and Shitsuke which refer to sorting the organization’s activities, setting the activities in order,
letting it shine, standardizing the services and sustaining the customer demand through a
clean workplace which makes it easier for people to do their jobs without wasting time or
risking injury to attain competitive advantage (5SToday, 2019). Toyota first reported the
incorporation of the 5S in production in the mid-20th century. Toyota Company applied the
5S system in the production process not only to increase its products and services’ value to
consumers but also to eliminate wastes during and after the production process (Veres et al.,
2018). Therefore, the use of 5S in the production process of an organization helps
systematically organize the company’s essential resources to create space and increase the
likelihood of production.
When manufacturing companies use the 5S program, it poses significant boosts to
organizations by prompting the managers to look for ways they can optimize the production
process for quality goods and meet the various customer demands. Ben Baliga’s video
demonstrates the advantages associated with companies that have included the program in the
manufacturing process (2020). Baliga states that the main reason for the introduction of the
5S in the manufacturing process is to consider the customer needs, including the quality of
products at a friendly cost. Therefore, meeting such customer standards requires the
organization’s employees to develop a customer focus.
5S
3
Before applying the 5S program, Ben Baliga states that there is a need for employees
to be trained on the importance of the program and how they can effectively apply it to meet
the required neatness requirements. In a training program, the video depicts how Symmons
industries have applied the 5S philosophy to place all their products in order, giving them
ample time to concentrate on their product’s quality. After the training, the employees are
given the authority to practice the 5S program to maximize the usage of space and identify
areas of concern to be cleaned or given priority in the cleaning process.
The first step in the 5S program is sorting the workplace. Sorting involves going
through the workplace’s tools, furniture, and equipment to know what should be present, how
it should be arranged, and what should be removed to optimize the production process. The
step involves removing what’s unnecessary and logically arranging the tools and equipment
to prevent space wastage. In the first step, an organization must identify the excessive waste
inventory within and outside the factory (Prof. Shaikh et al., 2015). This means that all
products that are placed strangely should be removed and clustered together with other tools
used to undertake the same roles. After identifying the tools, they should be transported from
the stacks to the designated areas for the rearranging process. It is worth noting that in the
production process, the production machines emit some wastes which also require to be
removed. Some of the wastes are in the unmoved parts like cartons, and under the machines.
As well, employees in an organization frequently move from one place to another to monitor
various activities, load products, and materials to their designated places. During this process,
they carry some waste that can be deposited inappropriately, thus making the organization
untidy and exposing some essential resources to dirt and waste. Some of the wastes are
emitted due to redundant and unnecessary processes like painting inside the manufacturing
room, which leads to unnecessary dumping of wastes and unsafe operations that emit solid
wastes within the manufacturing room in the factory’s compound. The waste of
5S
4
overproduction improvises all the other wastes, making it uneasy for the company to manage
the wastes effectively.
In the sorting step, employees must understand the purpose of each item, how
frequently the tools are used, and the department that uses it. In most companies, the tools are
shared because the cost of purchasing each tool is expensive, and therefore there is a need to
minimize the costs by encouraging the sharing of the tools. In this step, tools used to
undertake the same duties as the spanners, the drills and saws can be grouped. This is
important because sorting focuses on the elimination of any unnecessary workplace clutter.
Eliminating whatever not needed or something not essential in the production process is also
done by separating them (Prof. Shaikh et al., 2015). Tools that are used in the daily
production process should also be grouped together but under different tags. The central
importance of this is to easily access the tools by shortening the searching time of tools to do
the required jobs and un-crowding tools to their designated areas of storage. The step also
involves red-tagging the workplace to specify the type of goods, products, and tools stored
there. The red-tagged area not only helps the employees to quickly identify the various tools
used in the production process easily but also acts as a holding area for a follow-up
evaluation. Red-tagging can also be used when an item’s value is uncertain by being deemed
not easily or frequently used in the various organizational functions. The red tags make the
tools visually identifiable in the future, thus avoiding disarranging the tools while searching
for a proper tool for a specific tool. As per the first step, the more the tools are used, the less,
the closer they are placed to the employees while the seldom-used tools can be stored closer
in the workplace’s proximity. Therefore, this means that the obsolete clutter should be
discarded to facilitate easy access to the tools and to efficiently manage wastes by identifying
them when they have been placed in areas where they are not required not to be placed. Also,
5S
5
sorting simplifies tasks by significantly decreasing the clutter, thus reducing the
organization’s wastes.
The second step in the 5S is setting in order for the tools and other materials. The step
involves neatly organizing and sorting the items which have not yet been arranged
appropriately. In most cases, many employees are involved in this step by identifying tools
and logically organizing them according to the stipulated standards (Kobarne et al., 2015).
They should think about the best arrangement of materials which can cause the least amount
of waste to the organization. The main goal here is to determine the most efficient and
effective storage approach not only for visual management but also to create an easily
navigable, uncluttered, and uncluttered. Every item requires a predetermined location. In case
it is determined that the item is missing from the location, the last person who used it can be
traced and return to it for future use. The predetermined locations also require labels and
color coding for employees to enjoy a less stressful work environment. The step also
includes assigning fixed places for fixed quantities of products. As the company continues to
produce and serve customers to meet their demands, the allocated spaces can be expanded
due to the accumulation of materials to accommodate more.
The set-in-order step is associated with some benefits, including creating an extra
space that can be used in the manufacturing and storage of some essential materials. The
more the extra space, the more the employees are subjected to inventory ideas on what to be
kept in the free space for extra processing. The more the processing, the more the employees
are engaged in efficiently identifying solutions to impending problems in the production
process. Therefore, the second 5S step helps shape an organization’s layout to decrease the
amount of time wasted when looking for the various materials, ease motion between the
various departments, and when looking for products.
5S
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The third step in the 5S program is shining the workplace. Like housekeeping, the
shining step focuses on making the working areas clean by mopping, dusting, and wiping
smooth surfaces (Chandrayan et al., 2019). When the storage has been appropriately
organized, cleaning of the storage area is essential for cleanliness purposes. The shining step
sustains the processes and improvements commenced in the first two 5S steps by regularly
cleaning and checking the equipment, machines, and storage areas. It is worth noting that
cleaning can be done differently based on the type of equipment and the space available.
Baliga states that white working stations can easily be seen from a distance.
Therefore, there is a need to frequently clean the place to avoid the accumulation of dirt,
which might affect some machines’ functionality. Some tools can be dusted using special
liquids like oil and even methanol for the computerized. Floor cleaning is also another
essential activity in this third step. The workbenches and areas where the organization stores
its products must be clean by picking litter and other clutter daily. The central importance of
the shine step is that employees and other people within the manufacturing rooms feel more
comfortable not only to work by increased the ownership of the organization’s goals and
vision but also to devote much of their time meeting the organization’s targets because of
their working environment is convenient. They do not risk contracting any health condition,
which might deteriorate their working power.
Further, the step involves performing regular maintenance on machines and other
production tools. Employees are required to schedule maintenance based on how busy the
tools are used in manufacturing. Frequent maintenance of the tools helps organizations
identify problems early and prevent breakdowns, which can lag the production process. When
the problems are identified early, less time will be wasted, unlike when the tools breakdown
during the manufacturing process. The shining of the workplace is not an easy thing because
it requires attention and knowledge on how the tools operate. The janitorial members of staff
5S
7
who have expertise, knowledge, and skills on how the tools are operated are attributed to the
cleaning of the tools to avoid interfering with the essential ad delicate parts. The employees
can also know where the areas of concern which are exposed to wastes and dust. Therefore,
all people, the management, employees, and other stakeholders, have the cleaning
responsibility of the working space to enhance cleanliness by ensuring that tools and
equipment are kept clean and ready for use at any time by identifying the leading causes of
dirtiness, and how to efficiently correct it. Equally, proper lighting should be prioritized to
facilitate visibility to the various areas to remove dirt and dust.
Standardization is the fourth step in the 5S program. Standardization involves making
of cleanliness guidelines to compel employees to ensure their areas of work are clean always.
One way standardization can be achieved by visually managing the various areas in the
production process. For instance, a litterbin should have its designated place where
employees can easily access and locate. At this step, the different types of wastes are
separated. For instance, the biodegradable wastes are separated from the non-biodegradable
like papers and corroded metals. Baliga states that decreasing paperwork in the production
process is essential because much wastes are associated with papers. Nametags and photos
should be placed on the walls and different areas to caution employees and other people
within the organization on the consequences of littering and the need to keep the place tidy
for production. At the same time, standardization includes posting instructions on various
departments to ensure that the cleaning routines are adhered to daily or every week. However,
some duties might be so engaging that cleaning cannot be done as required. Therefore
allocating some time when there is little to be produced is essential to maintain the tools and
determine if any service is needed to upgrade their performance.
The final step is the sustainability of the working environment. Scholars argue that the
sustainability step is among the challenging steps because of its cost of maintenance and
5S
8
ensuring that all stakeholders are disciplined to sustain the positive changes fostered by the
organization. As per this step, employees are supposed to be trained in cleaning best practices
and what they should not do when cleaning the various organizational tools. New employees
should be prioritized in the training process for the mastery of the cleanliness requirements
and standards. Equally, when employees are shifting departments, they should focus on the
essentials of their new department by being guided on what should be done and what should
not be done. The sustainability step compels even mangers to participate in making the 5S
program the organization’s culture. Below are some of the images taken from my 5S practice.
They demonstrate the application of 5S in making the workplace neat and convenient for
work.
5S
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5S
10
5S
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5S
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5S
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5S
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References
5SToday. (2019). What is 5S? 5S system is explained including tips on getting a 5S program
started. 5SToday.com | 5S Training Solutions and
Products. https://www.5stoday.com/what-is-5s/
Baliga, B. (2020). 5S – MediaSpace > Minnesota
state [Video]. https://mediaspace.minnstate.edu/media/5S/1_f5pjjwom
Chandrayan, B., Sharma, R., & Solanki, A. K. (2019). Study of 5S lean technique: a review
paper. https://www.inderscience.com/info/inarticle.php?artid=99625. DOI:
10.1504/IJPQM.2019.099625
Kobarne, A. R., A. Bhalerao, N. A., Dhaygude, S. S., & Gaikwad, V. K. (2015).
Implementation of ‘5s technique in a manufacturing organization: A case
study. International Journal of Research in Engineering and Technology, 04(01),
136-148. https://doi.org/10.15623/ijret.2015.0401023
Prof. Shaikh, S., Hasan, S. Z., Ishtiyak,, S., Ahmed, K. N., & Alam, A. N. (2015). Review of
5S Technique. International Journal of Science, Engineering and Technology
Research. http://ijsetr.org/wp-content/uploads/2015/04/IJSETR-VOL-4-ISSUE-4927-931.pdf
Veres (Harea), C., Marian, L., Moica, S., & Al-Akel, K. (2018). Case study concerning 5S
method impact in an automotive company. Procedia Manufacturing, 22, 900905. https://doi.org/10.1016/j.promfg.2018.03.127
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