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    Quality Procedure: Scope

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    Sivakumaar Nagarajan
    This document outlines a quality procedure for implementing 5S management. It discusses (1) the purpose of adopting 5S to improve quality, safety and productivity; (2) making 5S successful through a Plan-Do-Check-Act approach; and (3) focusing on the 5S principles of sorting, setting in order, shining, standardizing, and sustaining discipline. The methodology details how to implement each principle through techniques like red tagging unnecessary items, organizing the workspace, cleaning areas, generating maintenance systems, and developing good habits.

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    Quality Procedure: Scope

    Uploaded by

    Sivakumaar Nagarajan
    540 views3 pages
    This document outlines a quality procedure for implementing 5S management. It discusses (1) the purpose of adopting 5S to improve quality, safety and productivity; (2) making 5S successful through a Plan-Do-Check-Act approach; and (3) focusing on the 5S principles of sorting, setting in order, shining, standardizing, and sustaining discipline. The methodology details how to implement each principle through techniques like red tagging unnecessary items, organizing the workspace, cleaning areas, generating maintenance systems, and developing good habits.

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    5s procedure

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    This document outlines a quality procedure for implementing 5S management. It discusses (1) the purpose of adopting 5S to improve quality, safety and productivity; (2) making 5S successful through a Plan-Do-Check-Act approach; and (3) focusing on the 5S principles of sorting, setting in order, shining, standardizing, and sustaining discipline. The methodology details how to implement each principle through techniques like red tagging unnecessary items, organizing the workspace, cleaning areas, generating maintenance systems, and developing good habits.

    Copyright:

    © All Rights Reserved
    Download as DOC, PDF, TXT or read online from Scribd
    Download as doc, pdf, or txt
    540 views3 pages

    Quality Procedure: Scope

    Uploaded by

    Sivakumaar Nagarajan
    This document outlines a quality procedure for implementing 5S management. It discusses (1) the purpose of adopting 5S to improve quality, safety and productivity; (2) making 5S successful through a Plan-Do-Check-Act approach; and (3) focusing on the 5S principles of sorting, setting in order, shining, standardizing, and sustaining discipline. The methodology details how to implement each principle through techniques like red tagging unnecessary items, organizing the workspace, cleaning areas, generating maintenance systems, and developing good habits.

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    Doc.

    No-PR-CM-16
    QUALITY PROCEDURE Rev. No.-00
    Date -05-02-15
    TITLE: 5S MANAGEMENT Page: 01 of 03

    1. PURPOSE

    The Purpose of this procedure to adopt approach to its business to evaluate its workplace
    organization capability & visual management standards in order to achieve high levels of quality,
    safety & productivity through continual improvement.

    2. SCOPE
    2.1 This procedure is applicable to all process & areas in the organization.

    3. RESPONSIBILITIES
    3.1 HR head at AIL (G), AIL (M) & AIL (c) is responsible for implementation & sustenance of 5S
    supported by all Process owners & area in charges.

    4.0 DESCRIPTION: - A proper & step by step process has to be followed to make “5-S” successful.

    4.1 PLAN-DO-CHECK-ACT Approach to 5S to be followed as following -

    PLAN:-

    1. Committee for “5-S” is formed.


    2. Plan is prepared for each “S”.

    DO:-

    1. Starting of the program is announced publically.


    2. Banners & required posters are put at appropriate location for awareness in the
    Organization.
    3. “5-S” training is provided to every employee (Staff / Workers).

    CHECK:-

    1. Entire Organization is audited based on “5-S” check sheet.


    2. Gaps are identified in each area.

    ACT:-
    1. Corrective & preventive action are taken against the gap identified.
    2. Monitoring is done to review the effectiveness.

    4.2 “5-S” PRINCIPLE which needs to be focused are as following-


     SEIRI – Organisation / Sort out
     SEITON – Orderliness/Systemize
     SEISO – Cleaning/Shining
     SEIKETSU – Standardisation
     SHITSUKE – Sustain / Discipline

    Refer to clause: 6.4.2


    ISO/TS 16949:2009 Prepared by: ______________ Approved by:

    FM-226/000/22.1.2002
    Doc. No-PR-CM-16
    QUALITY PROCEDURE Rev. No.-00
    Date -05-02-15
    TITLE :5S MANAGEMENT Page:02 of 03

    4.3 Methodology of 5S implementation -

    1. SEIRI:-

     Decide what you need


     Remove unnecessary clutter
     All tools, gauges, materials, classified and then stored
     Remove items which are broken, unusable or only occasionally used

    RED TAG TECHINQUE:-


     Procure red Tags for identification.
     Staff to review each item in Gemba / Workplace
     Ask self-question “needed or not needed & needed in what quantity”
     Put red tag on itenms not needed.
     Store unwanted items in “Red Tag Area”

    FOR WAVERING ITMES:-


     Place the suspected items in the “Red Tag Area” for one week with intimation to all HODs
     Allow the staff to review the items for its untility in their respective area
     At the end of the week usable items should be lifted by concerned & unwanted items to be
    scrapped after due approval.

    2. SEITON:-

     Once eliminate all unneeded items.


     Organise layout of tools and equipment
     Designated locations
     Use tapes and labels
     Ensure everything is available as it is needed and at the “point of use”.
     Every item’s location to be fixed & the same shall be placed at its identified location

    3. SEISO:-

     Create a spotless workplace


     Identify and eliminate causes of dirt & eliminate the need to clean
     Sweep, dust, polish and paint wherever required
     Divide areas into zones
     Define responsibilities for cleaning with target date
     Tools and equipment must be owned by an individual
     Ultimately focus on removing the need to clean

    4. SEIKETSU:-

     Generate a maintenance system for the first three ie Seri, Seiton & Seiso
     Develop procedures, schedules, practices
     Continue to assess the use and disposal of items
     Regularly audit using checklists and measures of housekeeping
     Real challenge is to keep it clean & its sustenance

    Refer to clause: 6.4.2


    ISO/TS 16949:2009 Prepared by : _____________

    FM-226/000/22.1.2002
    Doc. No.-PR-CM
    QUALITY PROCEDURE Rev. No.-00
    Date -05-02-15
    TITLE :5S MANAGEMENT Page:03 of 03

    5. SHITSUKE:-
     Means inoculate courtesy & good habits
     Driving force behind all 5S
     Deming’s point number 1: Constancy of purpose

    Focus:

     Make it a way of life


     Part of health and safety
     Involve the whole workforce
     Develop and keep good habits

    5.0 Review of “5-S” to be done on daily basis by each Zone in charges & monthly compiled status to be
    put up by MR to MD for his suggestions & guidance.

    6.0 Record :-
    1. 5S audit check sheet (FM-183)

    7.0 Reference :-
     Training procedure (PR-CM-08)

    Refer to clause: 6.4.2


    ISO/TS 16949: 2009 Prepared by: ______________ Approved by:

    FM-226/000/22.1.2002

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