5c system standards. “Management and Optimization of a Manufacturing Enterprise. System "5S" in production, what is it

GOST R 56906-2016

Group T59

NATIONAL STANDARD OF THE RUSSIAN FEDERATION

LEAN

Organization of the workspace (5S)

Lean production. Workspace organization method (5S)

OKS 03.120.10
OKSTU 0025

Introduction date 2016-10-01

Foreword

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: Federal State Budgetary Educational Institution of Higher Professional Education "ASU", ANO "Academy of Management", OJSC "Amur Shipbuilding Plant", LLC "BaltSpetsSplav" ", JSC "Helicopters of Russia", JSC "Vyksa Metallurgical Plant", LLC "Gazpromneft-Snabzhenie", KnAF CJSC "Sukhoi Civil Aircraft", JSC "Il", JSC "Irkut Corporation", "Kazan National Research Technical University. A.N. Tupolev - KAI (KNITU-KAI), KAMAZ OJSC, LinSoft LLC, Sukhoi Company PJSC, Lada-Image JSC, Ministry of Industry and Trade of the Republic of Tatarstan, National Management Systems LLC ", OJSC "NLMK", PJSC "Research and Production Corporation" United Carriage Company (PJSC "NPK OVK"), OJSC "Baltic Shipyard "Yantar", PJSC "OAK", GK "Orgprom", LLC "PenzTISIZ", State atomic energy corporation Energy "Rosatom", JSC "Russian Railways", JSC "RSK "MiG", International Public Organization "Union of Thrifty", ZAO "Center "Prioritet", Udmurt State University, JSC "Cherkizovsky MPZ"

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

3 APPROVED AND PUT 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 REVISION. May 2017

The rules for the application of this standard are set out 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 - in the monthly information index "National Standards". In case of revision (replacement) or cancellation of this standard, a corresponding notice will be published in the next issue of the monthly information index "National Standards". Relevant information, notification 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 has been developed on the basis of the best practices accumulated by the organizations of the Russian Federation and taking into account the best world practice in organizing the workspace.

This International Standard has been developed for use by any organization that decides to improve performance through the use of the 5S workspace method (hereinafter referred to as the 5S method).

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

1 area of use

This International Standard is intended for use in Lean Management Systems (FSMS) and other management systems and is applicable to all organizations, regardless of size, ownership or 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 production. Fundamentals and vocabulary

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

GOST R 12.4.026-2001 Occupational safety standards system. Signal colors, safety signs and signal markings. Purpose and rules of application. General technical requirements and characteristics

GOST R 56907-2016 Lean production. Visualization

GOST R 56908-2016 Lean production. Work standardization

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 according to the annual information index "National Standards", which was published as of January 1 of the current of the year, and according to the issues of the monthly information index "National Standards" for the current year. If an undated referenced reference standard has been replaced, it is recommended that the current version of that standard be used, taking into account any changes made to that version. If the reference standard to which the dated reference is given is replaced, then it is recommended to use the version of this standard with the year of approval (acceptance) indicated above. If, after the approval of this standard, a change is made to the referenced standard to which a dated reference is given, affecting the provision to which the reference is given, then this provision is recommended to be applied without taking into account this change. If the reference standard is canceled without replacement, then the provision in which the 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 the terms according to GOST R 56020, as well as the following terms with the corresponding definitions:

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

3.3 workspace(workspace): Part of the territory where work activities are carried out.

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

4 Fundamentals

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 BP principles 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 working space;

3) improving the quality of manufactured products;

4) increase in labor productivity;

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

Note - As examples of losses in the workplace, there may be loss of time searching for the necessary items (tools and equipment, raw materials and materials, components, documentation and information in paper and electronic form, etc.), errors in the performance of 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 workplace.

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

First of all, the organization should apply the 5S method to processes that limit the value stream (are the "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 should assign responsibility for ensuring the effectiveness and efficiency of the 5S method in the workplace.

Responsibility for fulfilling the established requirements of the 5S method for the organization of the workplace lies with the personnel of the organization performing the task at this 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) master the skills of independent work in terms of the implementation of the 5S method and the skills of learning in terms of applying this method.

5 Requirements for the application of the 5S method

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

step 1: sorting;

step 2: Self-organization (keeping order);

step 3: Systematic cleaning (keeping clean);

step 4: Standardization;

step 5: Improvement.

5.1 Step 1 - Sorting

Sorting is the first step of the 5S method, in which the separation of items into necessary (needed) and unnecessary items and the removal of unnecessary items are carried out.

Note - Equipment, tools, tooling, raw materials and supplies, components, documentation and information in paper and electronic form, etc., can act as items.

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 (required) items

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

The necessary items include items without which it is impossible to carry out labor activities in the workplace / space.

5.1.2 Separation of items into necessary and unnecessary

Sorting separates items into necessary and unnecessary according to temporary usage criteria that the organization determines independently (for example: hourly, daily, weekly, monthly, quarterly and annually - not used).

The following actions are possible with objects:

1) moving the necessary items to a new place;

2) moving unnecessary items to a temporary storage place 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 shall determine how, where and when to dispose of unnecessary items.

5.1.4 Provision of necessary items

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

5.2 Step 2 - Self-organization (keeping 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 during their use and search by the organization's personnel.

5.2.1 Determination of a place for each item

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

Locations of raw materials, work in progress, finished products, non-conforming products must be separated from each other.

Note - Personal belongings of personnel should be stored in specially designated places (the place reserved for storing personal belongings should 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 Location of objects

It is necessary to arrange items 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 away from it.

The placement of items necessary for the performance of production processes should be carried out with the condition of ensuring safety requirements, ease of access to them, as well as taking into account the type and functionality (storage of protective equipment, documentation, tools, etc.).

Items for the production process or work must be placed in such a way as to minimize the number of personnel movements during work.

Organization personnel must return items to designated locations after use.

5.2.3 Displaying item storage locations

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

- contouring;

- marking;

- markup;

- 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 (keeping clean)

Systematic cleaning is the third step of the 5S method, in which the constant maintenance of workplaces / spaces, objects clean and ready for use is carried out.

5.3.1 During systematic cleaning, sources of contamination of workplaces / space, objects should be identified.

The organization shall 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 / space, items, including:

1) objects (jobs/space, objects);

2) frequency of cleaning;

3) cleaning methods;

4) cleaning tools;

5) cleaning control methods.

5.3.3 The organization's personnel must perform systematic cleaning of the workplace / space, items in accordance with the approved rules (regulations).

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

5.4 Step 4 - Standardization

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

5.4.1 Workplace standard

The organization shall develop a workplace standard that includes:

1) the list and quantity of necessary items;

2) layouts 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 of objects;

2) the location of objects in the workplace;

3) cleaning at the workplace;

4) monitoring the implementation of standards for the maintenance of workplaces;

5) and more.

The organization should develop requirements for the design, content, structure of the above documents, based on the results obtained in 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 the best practices for using the 5S method.

5.5 Step 5 - Improve

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

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) audit workplaces for compliance with the standards according to the approved program (plan, schedule, etc.), based on the developed checklists.

An example of the design of the control sheet is given in Appendix A, an example of the design of audit results is given in Appendix B.

5.5.3 Staff involvement and motivation

The organization must create and implement a mechanism for involving personnel based on material and non-material motivation, including: holding competitions and competitions, conferences, acknowledging gratitude, awarding the title of the best employee, posting a photo on the honor roll, etc. .

Annex A (informative). Sample Checklist for Verifying the Application of the 5S Method

Annex A
(reference)

Table A.1 — Example of a checklist for checking the application of the 5S method


Workplace


Controlled parameters	Evaluation, score	Remarks
Step 1 - Sorting
1 Items 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 At the workplace (desktop, shelves, racks) there is only the necessary equipment
5 There are no outdated instructions, rules, procedures in the workplace or walls

Step 2 - Self-organization (keeping order)
1 Unnecessary items removed from workspace
2 Needed items are arranged according to the frequency of their use
3 Production facilities, equipment, material flows identified and traceable
4 Production facilities are outlined, areas for the location of tools, parts, etc. are identified. Drawers, racks signed
5 Are all required documents well organized and accessible?

Step 3 - Systematic cleaning (keeping clean)
1 Cleaning equipment is available and publicly available
2 Work areas, equipment kept clean Sources of pollution identified and eliminated
3 Equipment and items are serviceable and clean
4 Cleaning order and schedule determined
5 Putting things in order in the workplace is the daily activity of the employee

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

Step 5 - Perfection
1 All employees have been trained on 5S, share their experience on the application of 5S practice
2 Audits of the content of the workplace are carried out
3 Offers are structured and posted so that all employees can see them
4 Employees of the company are aware of the past and current performance indicators of the workplace, site, workshop, enterprise
5 Personnel involvement mechanisms are implemented

TOTAL:
Maximum points:
Average score:

Rating values:

0 - not applied anywhere;

1 - there are several examples of application;

2 - applied to 50% of objects;

3 - used almost everywhere;

4 - applies everywhere.



	(signature)				(surname, initials)

Appendix B (informative). Example of registration of audit results

Annex B
(reference)

Bibliography


	Hiroyuki X. 5S for workers: how to improve your workplace / X. Hiroyuki; per. from English. - M.: Institute for Complex Strategic Research, 2013. 176 p.
	Gastev A.K. How to work: A practical introduction to the science of labor organization / A.K. Volkov; ed. N.M.Bahrakh, Yu.A.Gasteva, A.G.Loseva, 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; per. T. Gutman. - M.: Alpina Publisher, 2013. 274 p.
	Grachev A., Kiselev I. Cultural aspects of company transformation based on the 5S/Standards and quality method. - 2009, N 5. S.88-93.


UDC 685.5.011:006.354	OKS 03.120.10

Keywords: workspace organization, sorting, self-organization (keeping order), systematic cleaning (cleanliness), standardization, improvement

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

The 5C system was developed in Japan and is considered the "fundamental" concept of the lean system.

DEFINITION:

The 5C system is a workplace organization system aimed at creating optimal conditions for performing operations, maintaining order, cleanliness, accuracy, saving time, energy and including five successive stages that begin with the letter “C”: (“sorting”, “ systematization", "cleanliness"; "standardization"; "improvement").

Five simple rules of the "5S" system indicate what employees need to do in the workplace!

Stage 1 Sorting (seiri)- freeing the workplace from everything that is not required to perform current production or office processes.

The purpose of the first stage is to free the workplace from unnecessary items (materials, tools, parts) that are not used directly or indirectly to perform production or office processes.

Stage 2 Systematization (seiton)- the arrangement of items in such a way that they are easy to use, find and return to their place, i.e. reduce losses on the movement of objects and workers. This allows you to reduce the time of the process and increase its efficiency.

The purpose of the second stage is to eliminate any manifestations of chaos during the storage of materials, parts, tools, equipment, products and the execution of the process. Those. at this stage, it is necessary to eliminate or minimize losses for movement, waiting, remove excess stocks, and also improve the ergonomics of the workplace.

The purpose of the third stage is to eliminate contamination of the workplace, which is a potential source of problems or hides existing problems.

Stage 4 Standardization (seiketsu)- development of instructions, methods, standards to fix and maintain the results of the implementation of the first three stages of the system. It provides for the presence of visual information (diagrams, drawings, pointers, etc.) on the RM.

The purpose of the fourth stage is the development of standards for control and maintenance of order.

Stage 5 Improvement (shitsuke)- developing the habit of caring for the workplace in accordance with the procedures established for the four stages of the system listed above. Rules must be consistently implemented and improved. This is how the initiative of employees, the desire for improvement develops. New ideas aimed at improving the process lead to a review of everything that was done in the first four stages.

The purpose of the fifth stage is to focus on continuous improvement!

IMPLEMENTATION OF THE 5C SYSTEM IN OAO TVZ

Since November 2010 At JSC TVZ, the implementation of the 5C system was started in all structural divisions of the main and auxiliary production.

For the successful implementation of the 5S system, working groups were organized, which included heads of departments, specialists and site workers. All current issues on the implementation of the 5C system were resolved jointly at meetings of working groups, taking into account the opinions of all categories of workers.

Currently, the 5C system has covered 165 sites, which accounted for 97% of the total number of sites.

TOOL ADVANTAGE:

A systematic approach to the organization of the workplace
Involvement of workers and line management in the improvement process
Achieve fast, visible results without attracting additional funds

5S system

5S is a workplace organization system that allows you to significantly increase the efficiency and manageability of the operating area, improve corporate culture, increase labor productivity and save time.

This is the first step towards creating a lean enterprise and applying other Toyota management system tools.

A Brief History of the 5S System

In Japan, a systematic approach to organizing, putting things in order and cleaning the workplace arose in the post-war period, more precisely, by the mid-1950s. At that time, Japanese enterprises were forced to work in conditions of scarce resources. Therefore, they developed a method for their production in which everything was taken into account and there was no place for any waste.

Initially, the Japanese system had only 4 actions. The words for these actions in Japanese begin with the letter "S":

Seiri (整理)– Sorting – sorting.
Seiton (整頓)– Straighten or Set in Order – rational arrangement.
Seiso (清掃)– Sweeping – cleaning.
Seiketsu (清潔)– standardizing – standardization of work.

Now the 5S system has the fundamental power to transform workplaces and involve all employees in the improvement process.

The 5s system includes five actions:

1) Sorting- means that you free up the workplace from everything that is not needed when performing current production operations.

Workers and managers are often not in the habit of disposing of items that are no longer needed for work, keeping them nearby "just in case of a fire". This usually results in unacceptable clutter or obstruction in the work area. Removing unnecessary items and putting things in order in the workplace improves work culture and safety. To more clearly demonstrate how much excess has accumulated in the workplace, you can hang a red label (flag) on each candidate item for removal from the work area.

All employees are involved in sorting and identifying items that:

must be immediately taken out, thrown away, disposed of;
should be moved to a more suitable storage location;
must be abandoned and their places must be created and designated.

The “red tag zone” of items with red flags must be clearly defined and monitored carefully. Items that remain intact for more than 30 days will be recycled, sold or disposed of.

2) Rational location- means to define and designate a "home" for each item needed in the work area. Otherwise, if, for example, production is organized by shifts, workers on different shifts will put tools, documentation, and components in different places. In order to streamline processes and shorten the production cycle, it is extremely important to always leave the right items in the same places reserved for them. This is a key condition for minimizing the time spent on unproductive searches.

3) Cleaning (keeping clean)- means to ensure that the equipment and the workplace are tidy enough to carry out inspections, and constantly maintain it. Cleaning at the beginning and/or end of each shift provides immediate identification of potential problems that could stop operations or even bring the entire site, shop or plant to a halt.

4) Standardization is a method by which one can achieve stability in the procedures of the first three stages of 5S - means to develop a checklist that everyone understands and is easy to use. Think through the necessary standards for the cleanliness of equipment and work areas, and everyone in the organization should know how important this is to overall success.

5) Improvement- means that the implementation of established procedures has become a habit

The activities underlying 5S (sorting, rational arrangement, cleaning, standardization and improvement) are absolutely logical. They are the basic rules for managing any productive department. However, it is the systematic approach that the 5S system applies to these activities that makes it unique.

Lean manufacturing: 5S system

5S- it is one of the methods of lean production and a system for improving the production process, the main goals of which are to reduce losses, organize the workplace and increase labor productivity. The 5S system involves organizing the workplace and using visual cues to achieve better performance. As part of a culture of continuous improvement, 5S is usually the first lean method that organizations adopt to facilitate the adoption of other lean methods that optimize workflow organization and workflows.

The system includes 5 components: Sorting ( Seiri), Keeping the 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. Typical instructions, templates, best practices for enterprises can be found inpractical guide to implementing 5S .

5S system components:

Sorting: getting rid of unnecessary things and cleaning the workplace.
Order keeping: organizing the storage of necessary things, which makes it quick and easy to find and use them.
Keeping it clean: keeping the workplace clean and tidy.
Standardization: Documentation of technological operations, the use of standard tools and the introduction and promotion of best practices.
Perfection: maintaining the improvement process, controlling 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. The successful implementation of this lean method also improves working conditions and encourages workers to become more productive and reduce waste, unplanned downtime and work in progress.

The result of the successful implementation of the 5S system is a significant reduction in the materials and space required for the implementation of production processes. The system involves storing tools and materials in dedicated, color-coded storage areas such as baskets and drawers. Such conditions provide the basis for the successful implementation of other lean manufacturing methods: Total Equipment Care, Flexible automated production, production just in time. Also, the 5S system prepares the ground and optimizes the organization of processes for the implementation 6 sigma methods.

The use of this system ensures the improvement of production indicators, namely:

Transparent technological route
Clean workplace
Reduced setup time
Cycle time reduction
Increasing the working space
Reducing the number of accidents
Reduction of lost working time
Improving equipment reliability

An example of using the 5S system

This project was carried out as part of a research program for teachers of the Industrial Department of the University of Jordan. The program provides funding for projects implemented by the faculty of the university on the basis of local enterprises. The duration of the project is 3 months of the summer trimester. Faculty lecturers, in consultation with representatives of the enterprise, find out what problems need to be solved and in what areas improvement is needed. A detailed “diagnostic study” is then submitted to the faculty administration, outlining the project idea, objectives, approach, intended outcomes, 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 results of the work done is submitted to the administration of the faculty and the heads of the enterprise.

The purpose of this project is the analysis of the production process and the organization of jobs at the Amman Prefabricated Structures Factory, which produces structures such as modular buildings, houses, offices and transformer boxes. Figure 1 is an example of a factory product.

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

Rice. 1. Modular design example

A. Needs analysis

The idea for this project was born out of an urgent need for a transformation at the Prefabricated Structure Factory to cope with the growing demand and the insistent demands of workers for better working conditions. Due to increased demand over the past year, the factory has experienced problems such as an undefined process route, excess waste, disorganized jobs and an unhealthy working environment, resulting in increased production costs, poor labor discipline and delayed delivery of goods. Therefore, the project is aimed at streamlining the production process, reducing the amount of waste, improving the working environment and organizing jobs. The 5S system was chosen as a methodology for achieving the project goals.

The prefabricated factory faced problems such as fluctuating output and frequent changes in equipment settings due to fluctuating product parameters and equipment characteristics. As a result, a lot of time and effort is spent changing and setting up production line configurations, as well as difficulties with production line rollback, workflow control, workplace organization, cleanliness and transparency of the process. All this has negative consequences: it leads to the deterioration of materials, the loss of resources and the need for their disposal, as well as overloading the production process and increasing the tension of workers. This means that there is a need to analyze production processes and redesign the enterprise in such a way that it meets the requirements of manufacturing products with flexible parameters and keeping workplaces clean and tidy, as well as to facilitate the control of the work process. Figure 2 shows the production waste and inventory stored on the shop floor.

Rice. 2. An example of the storage of production waste and inventory in the workshop

B. Project objectives

The prefabricated structure factory strives to increase the efficiency of production and installation by improving the production process and competent layout of the workspace. This is the most important step on the way of the enterprise to success in all aspects of activity. Thus, this project is aimed at studying 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 an organizational point of view, the project aims to develop a shop floor layout that takes into account the features of in-line production, with the least possible changes to the existing layout, as well as reducing the cost of setting up production, which will lead to more convenient plant management and control of work processes. For the management of the factory, the optimization of technological parameters (inventory, equipment location, sequence of operations, cycle time, etc.) was not a priority. From the point of view of the organization of the workshop space, the goal of the project is to optimize workplaces and improve the working conditions of workers at the machines, which will help improve production discipline, order fulfillment and communication in the team.

Based on an assessment of the state of the enterprise, the project will determine the necessary measures for the rationalization and reconfiguration of the production process and the reorganization of the workplace. The main purpose 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 objectives. The scope of the project is determined after a thorough study of the enterprise and the production process and a detailed discussion with the management of the enterprise, engineers, heads of departments 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. In this regard, the project took a simple yet practical approach to implement changes in the main shop of the enterprise, simplify the workflow and give impetus to further continuous improvement. The main provisions of the methodology are as follows:

Observe the work process in the enterprise, evaluate it and highlight the main problems in its organization.
Determine the structure of the current production process.
Assess the severity of problems with the organization of the workplace based on personal observations, as well as conversations with heads of departments, foremen of production sites and workers.
Use the 5S system to improve the production process and technological 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 shop management and improve communication in the team. As for 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 setting up equipment, and optimize the utilization of expensive assets and resources. A 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 scheme of the production process was determined, for which the enterprise was divided into 10 sections. This was necessary to draw up a plan for the placement of equipment, determine work areas and prepare for the implementation of the 5S system in all areas of the enterprise. After that, events were held to raise awareness of the company's staff 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 objectives, lean principles, time frame, and project milestones, a campaign to clean up the facility, inside and out, began. The cleaning of the production premises and surrounding areas was necessary to free up aisles, increase workspace and transform workplaces in the eyes of workers and visitors. These three steps were a preparatory stage for the implementation of the 5S system in certain areas of the enterprise. It took an average of a week to significantly transform each site. Several meetings were held with the management of the enterprise to discuss the success of the project and exchange ideas. To ensure the sustainability of the implementation of the 5S system, special questionnaires were developed. All activities were documented and reflected in the final report submitted to the management of the enterprise and the administration of the faculty.

Using System 5S

It's often easy to talk about how Lean and 5S work. However, putting these methods into 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 at the very beginning to explain to the workers and management why the 5S system is being introduced. As a result of a diagnostic study carried out at the Prefabricated Structures Factory, the following problems were identified, indicating the need to implement a 5S system:

the space is cluttered with tools and accessories;
unused materials and tools are stacked between workplaces;
unnecessary inventory is stored on the floor;
excessive tools and machines complicate the workflow;
the equipment is contaminated and is a storage place for various inventory;
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 Construction Factory to improve the production process were the following:

the 5S system simplifies the production process as a result of cleaning, sorting, ordering;
5S creates the infrastructure needed for enterprise-wide improvements;
the 5S system is necessary to adjust the process flow and redevelop the workspace;
the 5S system is necessary to increase the motivation and dedication of workers;
the 5S system is the key to a clean working 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:

waste minimization and reuse;
minimizing the time and effort spent searching for the necessary inventory or materials;
disposal of surplus inventories.

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 needs to be practiced constantly. Therefore, to achieve the best results, it is rational to use a step-by-step approach to the implementation of the 5S system. Here is a brief description of the stages of the project.

Defining the structure of the production process and the layout of the premises.
Explaining the principles of the 5S system to the enterprise team.
General cleaning of industrial premises and adjacent territories.
Application of the 5S system in all 10 areas of the enterprise.
Using a checklist to implement the 5S system and verify its operation.
Waste reduction (less waste and reuse of materials).
Freeing up space (freeing up the main aisle, clearing space for materials to be reused, freeing up workshop space, providing storage space for materials).
Creating a cleaner and safer working environment.
Creation of base for motivation of workers.
Improvement of the working 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 aisle, which facilitates the production process and simplifies the transport of materials. As shown in Figure 3, the facility is divided into the following sections.

woodworking
Foam handling
Welding fasteners
Folding machines
Sheet metal processing
Door installation
Presses
Frame manufacturing
metalworking
Stock

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

Initially, the company did not have clear boundaries between work areas. There were difficulties in 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 waste from production and processing. The redevelopment provides for the cleaning of the main passage, the elimination of interference with the production process, the marking of sectors, and the increase in space for working with tools and materials. These areas of the enterprise are well organized, the main passage is cleared and clearly marked.

After determining the structure of the production process and streamlining it, the implementation of the 5S system began at each of the 10 sites of the enterprise. An action plan was outlined, with the help of which the methodology and principles of the 5S system were transformed into practical recommendations that the workers had to follow. This stage of the project was the most difficult. It was required to work with the staff of the enterprise at the 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 focus efforts on the implementation of the 5S system in one area of the enterprise - woodworking - in order to increase the awareness of workers about the methods and principles of lean manufacturing and demonstrate to them the visible results of applying the 5S system, which would further incline them to cooperate and help increase confidence in innovations.

At the initial stage, cleaning and tidying of workplaces are carried out, while the workers themselves observe this and ask questions about why they take certain actions and whether this is part of the certification program. It was explained to them that the workplace needs to be tidy, that this is not part of the plant performance appraisal program, and that efforts to keep the workplace clean and tidy will be rewarded according to the employee motivation program. As a result, workers began to take part in ongoing changes in the woodworking 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 out and placed within sight at the polling stations.

Figure 4 shows a plan of a woodworking site, and Figure 3 shows a view of the site after cleaning according to the 5S system. After reviewing the plan and photograph, it becomes clear that the result of the 5S system is a clean and organized workplace. Improved inlet and outlet flow and cell layout are provided for easier machine control and process monitoring. The central aisle has been cleared, which facilitates the free movement of carts carrying materials.

A few days later, the entire staff of the enterprise noticed that the woodworking area had changed: it had become cleaner and more organized. Labor productivity and labor discipline of the workers in this section have also undergone changes for the better. It is time 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 sites, and lean manufacturing principles are applied everywhere. In combination with a comprehensive cleaning of production facilities and adjacent areas, a month later the company 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

In order to implement the 5S system in a sustainable and effective way and to test its functioning in all areas of the Prefabricated Structures Factory, it was necessary to develop a checklist that would help determine how the actual state of affairs corresponds to the system implementation plan described above.

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

Rice. 6. Control results

Conclusion

This article provides an example of the practical application of the 5S system at the Prefabricated Structures Factory. Some aspects of production required rapid intervention and improvement of the production process (combination of single-piece production and assembly operations). The manufacturing process is confusing and complicated by the variety of products produced, the growing demand, the push production strategy and the peculiarities of wood and metal processing. As a result, the plant became a warehouse of dirty machines and surplus materials, waste products and parts for rework, which were stored on the floor of the workshop, occupied the working space and created obstacles to the normal production process. In such conditions, it was not possible to make improvements, use the principles of kaizen and apply a system for ensuring the quality and reliability of products.

Thus, the main goals of the project are the organization and simplification of the production process. Lean 5S is used to create an infrastructure for continuous improvement. Within the framework of the project, the 5S system was applied for three months at 10 sites of the Prefabricated Structures Factory in order to streamline and improve the production process at the enterprise. Each site has been thoroughly cleaned, a new layout has been developed, and the principles of using the 5S system are set out using clear and accessible tables and instructions. As a result, there are significant changes 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.

5S (5s system) is a method of organizing the workspace (office), the purpose of which is to create optimal conditions for performing operations, maintaining order, cleanliness, accuracy, saving time and energy. 5S is a tool for lean manufacturing.

Order and cleanliness in the workplace, not “orderly chaos”, is the basis for all improvements, productivity and quality in manufacturing and other industries. Only in a clean and orderly environment can goods and services be produced without defects and meet the requirements of customers and the efficiency of the applied processes can be realized in accordance with the requirements. The necessary prerequisites for achieving this are the 5S methodology, or 5 steps. Typical instructions, templates, best practices for enterprises can be found in practical guide to implementing 5S .

5 steps of the 5S methodology

Step 1 - SEIRI - Sorting, removing unnecessary.

In the workplace, all items are divided into necessary and unnecessary. Unnecessary items are removed. These actions in the workplace lead to improved work culture and safety. All employees are involved in sorting and identifying items that should be: a) immediately removed and disposed of; b) moved to a storage location; c) left, as necessary and for the performance of work. It is necessary to establish rules on how to sort out unnecessary.

Step 2 - SEITON - Self-organization, observance of order, determination of a place for each thing.

Organize the necessary items. Necessary items are placed in certain places so that they are easily accessible to everyone who uses them! You should also mark them for quick retrieval.

Step 3 - SEISO - Maintaining cleanliness, systematic cleaning.

A system is created in which nothing else is polluted. Make sure everything is in its place. Work areas for workplaces should be demarcated and marked. Clean regularly and often so that when you need something, it is in place and in working order. Thorough cleaning of the equipment ensures the prevention and identification of possible problems in operation.

Step 4 - SEIKETSU - “Standardize” the process.

Maintain order and cleanliness through the regular implementation of the first three steps. The most effective solutions found during the implementation of the first three steps must be consolidated in writing in order to become visual and easy to remember. Develop standards for documents, work methods, equipment maintenance, safety precautions using visual control.

Step 5 - SHITSUKE - Improving order and discipline.

To maintain the workplace in good condition, perform work in a disciplined manner, in accordance with established standards. Awareness of the 5S system as a generally accepted daily activity and its improvement. Visualize improvement actions: identify improvements in equipment; write down suggestions for improvements; implement new and improved standards.

5S is a methodology for designing, organizing and standardizing the work environment:

5S is an orderly way of doing things for designing, organizing and standardizing the work environment. Well-structured working conditions make work easier and a good motivator.
5S improves work safety, performance, which assists in the growth of results and helps to identify with the workplace or work system.
5S helps office organization, the workplace and the work system as a whole through: reducing the need for what is needed; establishing where it is needed and how much of it is needed.

To ensure the consistency of cleanliness and order, on the one hand, the standardization of the implemented processes and the measures taken is assisted, on the other hand, auditing, possibly in conjunction with a remuneration system. Diagram 1 shows one of the options for the checklist plan (plan) for auditing the 5S method, the use of which will allow you to assess the actual situation at the workplace, production site, functional area and develop measures to restore cleanliness and order.

Scheme 1. Checklist for auditing the 5S method

Department head Auditor		Surname of the head Surname of the auditor		The date:
			Grade	Comments
Step 1 - SEIRI	1. All unnecessary things are removed or marked
	2. All unnecessary things are moved to a new location or disposed of
	3. Places for finding materials, stackers, etc. have been determined.
	4. A list of missing items has been developed.
Step 2 - SEITON	1. All paths and passages are accessible and free
	2. All means of production are clean and functional
	3. Workplaces are kept clean
	4. Workplaces for industrial waste and their processing are available and functional
Step 3 - SEISO	1. Cleaning and maintenance schedules are in place and followed
	2. Work areas for workplaces are demarcated and marked
	3. Download space available and free
	4. Order is maintained through visualization
Step 4 - SEIKETSU	1. All unnecessary things are regularly deleted
	2. Storage areas are set to the minimum requirement and used for the right purposes.
	3. All markings and designations are relevant
	4. Employees follow the regulations and instructions for labor protection and safety
Step 5 -SHITSUKE	1. The results of the previous audit are posted for review
	2. Action plans posted and implemented
	3. Corrective actions for the last audit completed
	4. Internal audit is carried out
	Overall score
	Set target

An example of 5S in the office (photo)

The image below helps to visually see the results of the implementation of the 5s system in the office: all tools are streamlined, categorized and easily accessible.

More articles on this topic can be found in section Lean manufacturing portal libraries.

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