UNIVERSITI TEKNIKAL MALAYSIA MELAKA

Quality Improvement Using 5S on!ept In Manu"a!turing In#ustry

Thesis submi e! i" #$$%&!#"$e 'i h he &e(ui&eme" s %) he U"i*e&si i Te+"i+#, M#,#-si# Me,#+# )%& he De.&ee %) /#$he,%& %) M#"u)#$ u&i". E".i"ee&i". 0M#"u)#$ u&i". M#"#.eme" 1

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SARVIN S$% SILVARA&%

F#$u, - %) M#"u)#$ u&i". E".i"ee&i". A2&i, 3445

ABSTRACT

)his thesis focuses on the *uality improvement at 0I'C1 2recision ,ngineering -02,. a precision machining company for 2anasonic&s air conditioners, compressors and refrigerator e*uipments" )he ob3ective of this research is to identify the current Quality Management System -QMS. implemented in this company company face hile carrying out their operation" 4rom this, the current *uality problems that the ill also be identified and studied" %s conclusion to this research, ill be suggested to the ell as increase recommendations and solutions to the problem faced efficiency" )his research only focuses on problem faced in the production section of the company" 1nly issues regarding to method of handling in *uality ill be address and none of the mechanical and machinery factor Control -SQC. tools ill be covered in this research" In order to gather and analy5e the data related to the *uality some of Statistical Quality ere used such as pareto chart, histogram, cause and effect ill be diagram and control chart" In improving the *uality related problem faced by the production section of the company, suggestions based on 5S *uality concept *uality problem ill be based on 5 *uality pillars of 5S concept used as an approach to solve the problems faced" %ll suggestions given to solve hich is seiri, seiton, seiso, shitsuke and seiketsu"

company&s management to improve the current *uality system as

iii

ACKNOWLEDGEMENTS

In pursuing this research, I comments on earlier drafts of the ,ngineering 4aculty significantly help,

ould li6e to than6 several people

ho have

contributed to this endeavour" )he follo ing individuals provided valuable or6# Mr %bdul /ahman +in Mahmood as my ho have official supervisor, 2rof" Madya (r" %di Saptari as the head of Manufacturing ho is also my second reader and others lecturers hether directly or not" Special than6s to all staff of 0I'C1

2recision ,ngineering -02,. especially to the top managements for their permission and support in allo ing me to perform my research at the company&s plant" I ould also li6e to than6 my family members especially my mother for her ho have supported love and support in helping me to overcome the hurdles in pursuing and performing this research" %lso not forgetting, special than6s to my friends and guided me in doing this research" % very huge appreciation also ould li6e to be given to all the academic staff from 4aculty of Manufacturing ,ngineering -472. and all the office staffs for their courage and support"

CHAPTER I
INTRODUCTION

1.1

Story of quality and 5S concept

During the time of World War II, it virtually destroyed the production capability of Europe and Asia. On the contrary, the United tates !U. " production capability greatly e#panded since their ma$or emphasis %as on &uantity and not &uality production. 'o%ever, as poor as it %as in &uality, the U. still produced the best in the %orld compared to other nations. In late 1()*s, Dr. W. Ed%ards Deming, a U. &uality control e#pert began %or+ing %ith the ,apanese and continued doing so periodically for several years. -he ,apanese developed the &uality circle concept during the early 1(.* and /* years later, the concept had e#panded to more than a million organi0ations. At the same time, Dr. 1enichi -aguchi, a ,apanese &uality e#pert, introduced ne% statistical concept that %as invaluable in improving process and product &uality. Due to this improvement, ,apanese industry ultimately has developed in various technologies all over the %orld. 2ollo%ing in their footsteps, U. made some drastic changes in strengthening their po%er in the global age. E#ample of their improvement is34 Ford Motor Company decided to do things differently following the Japanese. From the beginning all the disciplines from design through assembly to

marketing came on stream in unison. All of the relevant disciplines therefore interacted and contributed from the beginning. The plant was modernized and Ford personnel visited assembly plants new car !Waterman, 1(56". 7esides all +inds of &uality improvement techni&ues developed, one of the most famous is the 8 concept developed by the ,apanese. !Osada, 1((1" developed the original concept of 84 ,apanese %ords. -hey are34 !a" "eiri !b" "eiton !c" "eiso !d" "eiketsu !e" "hitsuke 9espectively, Osada refers to the 8 s as the five +eys to a total &uality environment. -he ,apanese have been %idely practicing 84 believe it can help in all aspects of life. techni&ue and in the early 1(5*s. 8 is the acronym for five manufacturing facilities ma!or suppliers. The Ford employee was also asked what they would like to see in a

1!

"ac#$round of t%e pro&le'

atisfying the customer, through ma+ing a good product is the main ob$ective of every manufacturing company. In competition, company is not only to provide cost effective products but also good in &uality as %ell, %hich satisfy the demand. 2ail to chec+ the level of their &uality consistently %ill have a conse&uence on the continuation of the product. It is necessary for the company to have the suitable &uality management methods that fits to the needs, types of product and its activities. -his study is based on a case study in a manufacturing

company and %ill access the current &uality management tool %hich is 8 method in achieving company ob$ectives as %ell as recommended improvement if necessary.

1(

O&)ecti*e
-here are a fe% ob$ectives for this study. -hose ob$ectives are3 !a" -o research on the currently used &uality management system in the company !b" -o identify &uality problems faced by company !c" -o use various methodology in analy0ing causes of the identified problem !d" -o give suggestion improvement to solve the problem using 8 concepts &uality

1+

Scope
-he scopes of this study are as follo%s3 !a" -o study the current :uality ;anagement ystem !:; " applied in the

WI<=O >recision Engineering. -his study %ill only focus on the production section of the company regarding to method used to monitor &uality and not on any mechanical and machinery aspect such as machine maintenance. !b" -he product chosen for this research is cran+shaft and only main cran+shaft produced %ill be studied %hich is the 9? uper cran+shaft. !c" >erform necessary analysis on the data and identify problems faced by company in the production section. !d" uggest improvement for top @ critical problems by applying 8 concept.

1 5 Arran$e'ent of t%i, pro)ect

=hapter 1 -his chapter gives an introduction to the pro$ect along %ith ob$ectives and scope. 7esides that, it also describes about bac+ground of &uality and bac+ground of problem in the case study =ompany. =hapter / -his chapter presents the literature revie% on -otal :uality ;anagement !-:;", I O system !previous and current" and 8 :uality =oncept. 7esides that it also describes about 8 :uality =oncept %ith other :uality approaches. =hapter @ -his chapter describes bac+ground of the company and description regarding to the companyAs production field. =hapter ) Description regarding to the methodology used in this pro$ect to analy0e problem as %ell as methods that %ill be used in performing this study %ill be discussed in this chapter. =hapter 8 -his chapter %ill describe and display all results ac&uired from the research done at WI<=O >recision Engineering. -he data %ill be sorted out and arrange for analy0ing process. 7esides that analysis %ill be done on the data ac&uired to identify root cause of each problem. -hen improvement for each problem %ill be done using 8 methodology. -his %ill be analy0ed stage by stage by using the five different +ey elements in 8 seiton, seiso, seiketsu, and shitsuke. concept %hich is seiri,

=hapter . -his chapter presents the conclusions of the %hole pro$ect and suggestion as %ell as suggestions for future study.

CHAPTER II
LITERATURE STUDY

2.1

Introduction
This chapter will describe topics related to quality such as Total Quality Management, 5S methodology, ISO 9000 and ean manu!acturing" This chapter will begin with de!initions o! quality by quality gurus and an introduction and implementation o! Total Quality Management #TQM$" %e&t is !ollowed by 5S methodology and a comparison o! 5S with other quality approaches"

2.2

Definitions of qualit
In the 'ebster(s %ew 'orld )ictionary quality is de!ined as physical or nonphysical characteristic that constitutes the basic nature o! a thing or is one o! its distinguishing !eatures" Shewhart, said that there are two common aspects o! quality, one o! these has to do with the consideration o! the quality o! a thing as an ob*ecti+e reality independent o! the e&isting o! man" The other has to do with what we thin,, !eel or sense as a result o! the ob*ecti+e reality" This sub*ecti+e side o! quality is closely lin,ed to +alue" It is con+enient to thin, o! all matters related to quality o! manu!actured product in terms o! these three !unctions o! speci!ication, production and inspection" #-rant and ea+enworth, .9//$" Quality is !itness !or use, #0uran, .9/9$" Quality is con!ormance to requirements

#2rosby, .939$ and quality should be aimed at the needs o! the customer present and !uture #)eming,.9/1$" 4eigenbaum said that quality is the total composite product and ser+ice characteristics o! mar,eting, engineering, manu!acture and maintenance through which he product and ser+ice in use will meet the e&pectations o! the customer" Mi5uno said that product quality encompasses those characteristics which the product most posses i! it is to be used in the intended manner" 6ctually, quality can ta,e many !orms" 6ll the de!initions mentioned abo+e can be classi!ied into three types" They are quality o! design, quality o! con!ormance and quality o! per!ormance" Quality o! design means that the product has been designed to success!ully !ill a consumer need, real or percei+ed" Quality o! con!ormance re!ers to the manu!acture o! the product or the pro+ision o! the ser+ice that meets the speci!ic requirements that set by customer" !unction as identi!ied by the customer" 6s !or )r" '" 7dwards )eming, well8,nown consultant and author on the sub*ect o! quality said, 9quality as non!aulty system" )r" )eming stresses that quality e!!orts should be directed at the present and !uture needs o! the customer" In other words, customers do not necessary ,now what they want until they ha+e seen the product or recei+ed the ser+ice" 6nother de!initions is !rom, )r" 0oseph M" 0uran, in his boo, describes, quality as !itness !or use" :e discusses that quality as con!ormance to requirement and nonquality as noncon!ormance" astly, quality o! per!ormance brings out the de!initions that the product or ser+ice per!ormance its intended

Quality can ta,e many !orms" Quality can be summari5ed as terms o! an e&cellent product and ser+ice" There are three term in quality, Quality o! design, Quality o! con!ormance, and Quality o! noncon!ormance" Quality o! design means the product has been designed to success!ul !ill a customer need, real or not percei+ed" The design should be an e&cellent product or ser+ice that !ul!ills or e&ceeds customer e&pectation" Quality con!ormance means, con!ormance to requirement" ;e!ers to the manu!acture o! the product or the ser+ice that meet the speci!ied requirement set by the consumer" Quality per!ormance, means, that the product or ser+ice per!orms its intended !unction as identi!ied by the consumer"

2.!

I"#ortance of $ualit %ana&e"ent

Quality management theory has been in!luenced by the contributions made by quality leaders #2rosby, .939< )eming, .9/=< Ishi,awa, .9/5<0uran, .9//< 4eigenbaum, .99.$" The research by all these authors shows both strengths and wea,nesses, !or none o! them o!!ers all the solutions to the problems encountered by !irms #)ale, .999$, although some common issues can be obser+ed, such as management leadership, training, employees( participation, process management,planning and quality measures !or continuous impro+ement" These ideas ha+e e&erted an in!luence upon later studies, in such a way that the literature on TQM has progressi+ely de+eloped !rom these initial contributions, identi!ying di!!erent elements !or e!!ecti+e quality management> customer8based approach, leadership, quality planning, !act8based management, continuous impro+ement, human resource management #in+ol+ement o! all members in the !irm, training, wor, teams, communication systems$, learning, process management, cooperation with suppliers and organi5ational awareness and concern !or the social and en+ironmental conte&t"

BType a quote !rom the document or the summary o! an interesting point" Cou can position the te&t bo& anywhere in the document" @se the Te&t ?o& Tools tab to change the !ormatting o! the pull quote te&t bo&"D

4igure =".> 7mpirical research o! quality management 6longside these studies, we may mention the de+elopment o! !ormal e+aluation models, such as the Malcolm ?aldrige %ational Quality 6ward model in the @S6, the 7uropean 4oundation !or Quality Management #74QM$ model in 7urope and the )eming 6pplication Ari5e model in 0apan" 6lthough there are some di!!erences between these models, they ha+e a number o! common elements #;itchie and )ale, =000$" 'e should also quote here a number o! empirical studies leading to a scale !or TQM measurement as shown in 4igure ="." These constructs are all present in the !ramewor, used !or the national quality awards we ha+e listed"

2.'

Total $ualit %ana&e"ent (T$%)

Total Quality Management is a management approach that originated in the .950Es and has steadily become more popular since the early .9/0Es" Total Quality is a description o! the culture, attitude and organi5ation o! a company that stri+es to pro+ide customers with products and ser+ices that satis!y their needs" The culture requires quality in all aspects o! the companyEs operations, with processes being done right the !irst time and de!ects and waste eradicated !rom operations" Total Quality Management, TQM, is a method by which management and employees can become in+ol+ed in the continuous impro+ement o! the production o! goods and ser+ices" It is a combination o! quality and management tools aimed at increasing business and reducing losses due to waste!ul practices" Some o! the companies who ha+e implemented TQM include 4ord Motor 2ompany, Ahillips Semiconductor, S- 2arbon, Motorola and Toyota Motor 2ompany" #-ilbert, .99=$

2.'.1 T$% Definition

TQM is a management philosophy that see,s to integrate all organi5ational !unctions such as mar,eting, !inance, design, engineering, and production, customer ser+ice, etc" to !ocus on meeting customer needs and organi5ational ob*ecti+es" TQM +iews an organi5ation as a collection o! processes" It maintains that organi5ations must stri+e to continuously impro+e these processes by incorporating the ,nowledge and e&periences o! wor,ers" The simple ob*ecti+e o! TQM is F)o the right things, right the !irst time, e+ery timeF" TQM is in!initely +ariable and adaptable" 6lthough originally applied to manu!acturing operations, and !or a number o! years only used in that area, TQM is now becoming recogni5ed as a generic management tool, *ust as applicable in ser+ice and public sector organi5ations" There are a number o! e+olutionary

.0

strands, with di!!erent sectors creating their own +ersions !rom the TQM is the !oundation !or acti+ities, which include commitment by senior management and all employees, meeting customer requirements, reducing de+elopment cycle times, 0ust In TimeG )emand !low manu!acturing and impro+ement teams" This shows that all personnel, in Manu!acturing, Mar,eting, 7ngineering, ;H), Sales, Aurchasing, :;, etc must practice TQM in all acti+ities" #:yde, .99=$

2.'.2 I"#le"entation Princi#les and Processes of T$%

6 preliminary step in TQM implementation is to assess the organi5ationEs current conditions" ;ele+ant preconditions ha+e to do with the organi5ationEs history, its current needs, precipitating e+ents leading to TQM, and the e&isting employee quality o! wor,ing li!e" I! the current reality does not include important preconditions, TQM implementation should be delayed until the organi5ation is in a state in which TQM is li,ely to succeed" I! an organi5ation has a trac, record o! e!!ecti+e responsi+eness to the en+ironment, and i! it has been able to success!ully change the way it operates when needed, TQM will be easier to implement" I! an organi5ation has been historically reacti+e and has little s,ill at impro+ing its operating systems, there will be both employee s,epticism and a lac, o! s,illed change agents" I! this condition pre+ails, a comprehensi+e program o! management and leadership de+elopment may be instituted" 6 management audit is a good assessment tool to identi!y current le+els o! organi5ational !unctioning and areas in need o! change" 6n organi5ation should be basically healthy be!ore beginning TQM" I! it has signi!icant problems such as a +ery unstable !unding base, wea, administrati+e systems, lac, o! managerial s,ill, or poor employee morale, TQM would not be appropriate" #Tichey, .99I$ :owe+er, a certain le+el o! stress is probably desirable to initiate TQM" Aeople need to !eel a need !or a change" Janter #.9/I$ addresses this

..

phenomenon as building bloc,s, which are present in e!!ecti+e organi5ational change" These !orces include departures !rom tradition, a crisis or gal+ani5ing e+ent, strategic decisions, indi+idual Fprime mo+ers,F and action +ehicles" )epartures !rom tradition are acti+ities, usually at lower le+els o! the organi5ation, which occur when entrepreneurs mo+e outside the normal ways o! operating to sol+e a problem" 6 crisis, i! it is not too disabling, can also help create a sense o! urgency, which can mobili5e people to act" In the case o! TQM, this may be a !unding cut or threat, or demands !rom consumers or other sta,eholders !or impro+ed quality o! ser+ice" 6!ter a crisis, a leader may inter+ene strategically by articulating a new +ision o! the !uture to help the organi5ation deal with it" 6 plan to implement TQM may be such a strategic decision" Such a leader may then become a prime mo+er, who ta,es charge in championing the new idea and showing others how it will help them get where they want to go" 4inally, action +ehicles are needed and mechanisms or structures to enable the change to occur and become institutionali5ed" #Smith, .99I$

="5

IS* +,,,-2,,, S ste"

ISO 9000 is a Quality Management System #QMS$ or series o! international quality standards, the guiding principle o! which is the pre+ention o! de!ects through the planning and application o! best practices at e+ery stage o! business !rom design through to installation and ser+icing" These standards !ocus on identi!ying the basic disciplines and speci!ying the general criteria by which any organi5ation, regardless o! whether it is manu!acturing or ser+ice oriented, can ensure that product lea+ing its !acility meets the requirements o! its customers" These standards as, a company to !irst document and implement its systems !or quality management, and then to +eri!y, by means o! an audit"

.=

The term ISO 9000 re!ers to a set o! quality management standards currently includes three quality standards> ISO 9000>=005, ISO 900.>=000, and ISO 900K>=000" ISO 900.>=000 presents requirements, while ISO 9000>=005 and ISO 900K>=000 present guidelines" 6ll o! these are process standards and ISO(s purpose is to !acilitate international trade by pro+iding a single set o! standards that people e+erywhere would recogni5e and respect" The ISO 9000>=000 standards apply to all ,inds o! organi5ations in all ,inds o! areas" In the past, ISO had three standards> ISO 900.>.99K, ISO 900=>.99K, and ISO 900I>.99K" %ow thereEs only one standard which is ISO 900.>=000" ISO 900= and ISO 900I ha+e been dropped" ISO 900. includes speciali5ed quality management standards" 6 Quality Management System is a system o! clearly de!ined organi5ational structures, processes, responsibilities and resources used to assure minimum standards o! quality and can be used to e+aluate an organi5ations o+erall quality management e!!orts conducted by an independent accredited third party, the compliance o! those systems to the requirements o! the standards"

2...1 Pre/ious IS* +,,, s ste"

The ISO 9000 series is comprised o! the !ollowing international standards> #a$ ISO /K0= 8 Quality management and quality assurance +ocabulary #b$ ISO 9000 8 -uidelines !or selection and use #c$ ISO 900. 8 Model !or quality assurance> design, de+elopment, production, installation and ser+icing #d$ ISO 900= 8 Model !or quality assurance> production, installation and ser+icing #e$ ISO 900I 8 Model !or quality assurance> !inal inspection and test #!$ ISO 900K 8 Quality management and quality system elements

.I

#g$ ISO .00.. 8 -uidelines !or auditing quality systems #h$ ISO .00.= 8 ;equirements !or measuring equipment #i$ ISO .00.I 8 -uidelines !or quality manuals" 4undamentally these standards can be grouped into two categories> #a$ ;equirements 8 These mandatory standards dictate what a company shall do" 2ompanies become registered to or compliant with one o! the requirements standards" There are !our requirements standards> #i$ #ii$ #iii$ #i+$ ISO 900. ISO 900= ISO 900I ISO .00.= #b$ -uidelines 8 These assist a company to interpret the requirements standards, suggesting what a company should do" There are also !our guidelines> #i$ #ii$ #iii$ #i+$ #+$ ISO /K0= ISO 9000 ISO 900K ISO .00.. ISO .00.I

;egardless o! whether an organi5ation is in+ol+ed in a total manu!acturing operation, including design, or only inspection and testing process, it can de+elop a quality management system based on one o! the ISO 9000 requirements standards" ?y design, these standards can accommodate +ariation !rom company to company and between economic sectors" It is simply up to each indi+idual business to interpret the appropriate requirements standard in light o! its own processes"

.K

The principle standards within the group are ISO 900., 900= and 900I" These are the requirements standards, and all o! the other standards within the series are related to these three" O! the three, ISO 900. is the most comprehensi+e" )i+ided into =0 speci!ic elements, deliberate and organi5ed, it pro+ides a !oundation !or basic quality management and continuous impro+ement practices" 7ach o! its =0 elements co+ers a particular area o! an organi5ationEs business processes> #a$ Management ;esponsibility #b$ Quality Alanning #c$ 2ontract ;e+iew #d$ )esign 2ontrol #e$ )ocument and )ata 2ontrol #!$ Aurchasing #g$ 2ontrol o! 2ustomer8Supplied Aroduct #h$ Identi!ication and Traceability #i$ Arocess 2ontrol #*$ Inspection and Testing #,$ 2ontrol o! Inspection, Measuring and Test 7quipment #l$ Inspection and Test Status #m$2ontrol o! %oncon!orming Aroduct #n$ 2orrecti+e and Are+enti+e 6ction #o$ Storage, :andling, Aac,aging, Areser+ation and )eli+ery #p$ 2ontrol o! Quality ;ecords #q$ Internal Quality 6udits #r$ Training #s$ Ser+icing #t$ Statistical Techniques

.5

ISO 900= and ISO 900I are deri+ati+es o! the 900. requirements standard" 6n ISO 900. certi!ication assures a company(s customers that minimum acceptable system and procedures are in place in the company to guarantee that minimum quality standards can be met"

2...2 0e1 IS* +,,, s ste"

'hen comparing ISO 900.>.99K and ISO 900.>=000 you(ll notice that ISO has abandoned the =08clause structure o! the old standard" Instead o! =0 sections, the new standard now has 5 sections" ISO reorgani5ed the ISO 900. standard in order to create a more logical structure, and in order to ma,e it more compatible with the ISO .K00. en+ironmental management standard" 'hile this reorgani5ation is largely a cosmetic change, it could ha+e some rather pro!ound implications i! the new current quality manual is organi5ed around the old =08part structure" In the past, organi5ations that wished to be certi!ied were re!erred to as suppliers because they supplied products and ser+ices to customers" Since many people were con!used by this usage, ISO has decided to use the word organi5ation instead" %ow the ISO standards !ocus on the organi5ation, not the supplier" The term supplier now re!ers to the organi5ation(s supplier" The new rede!ined term supplier replaces the old term subcontractor" 'hile this may sound a bit con!using, this new usage simply re!lects the way these words are normally used" 'hile many are probably !amiliar with the pre+ious concepts, many may not ha+e heard o! the ne&t one" ISO now uses the phrase product realization " 'hile this is a rather abstract concept, it is now central to ISO(s approach" In !act, ISO de+otes an entire section to this new concept"

.1

2...2.10e1 require"ents
The new ISO 900.>=000 standard introduces some new requirements and modi!ies some old ones" The requirements were listed below>8 #a$ 2ommunicate with customers" #b$ Identi!y customer requirements" #c$ Meet customer requirements" #d$ Monitor and measure customer satis!action" #e$ Meet regulatory requirements #!$ Meet statutory requirements #g$ Support internal communication #h$ Aro+ide quality in!rastructure #i$ Aro+ide a quality wor, en+ironment #*$ 7+aluate the e!!ecti+eness o! training #,$ Monitor and measure processes #l$ 7+aluate the suitability o! quality management system #m$7+aluate the e!!ecti+eness o! quality management system #n$ Identi!y quality management system impro+ements #o$ Impro+e quality management system

2...2.20e1 a##roac2
In order to understand ISO 900.>=000 at a deeper le+el, it is important to recogni5e that ISO uses a process approach to quality management" 'hile the process approach is not new, the increased emphasis ISO now gi+es to it is new" It is now central to the way ISO thin,s about quality management systems" 6ccording to this approach, a quality management system can be thought o! as a single large process that uses many inputs to generate many outputs" This

.3

large process is, in turn, made up o! many smaller processes" 7ach o! these processes uses inputs !rom other processes to generate outputs which, in turn, are used by still other processes" 6 detailed analysis o! the Standard re+eals that an ISO 900.>=000 Quality Management System is made up o! at least =. processes" These =. processes are listed below> #a$ Quality Management Arocess #b$ ;esource Management Arocess #c$ ;egulatory ;esearch Arocess #d$ Mar,et ;esearch Arocess #e$ Aroduct )esign Arocess #!$ Aurchasing Arocess #g$ Aroduction Arocess #h$ Ser+ice Aro+ision Arocess #i$ Aroduct Arotection Arocess #*$ 2ustomer %eeds 6ssessment Arocess #,$ 2ustomer 2ommunications Arocess #l$ Internal 2ommunications Arocess #m$)ocument 2ontrol Arocess #n$ ;ecord Jeeping Arocess #o$ Alanning Arocess #p$ Training Arocess #q$ Internal 6udit Arocess #r$ Management ;e+iew Arocess #s$ Monitoring and Measuring Arocess #t$ %oncon!ormance Management Arocess #u$ 2ontinual Impro+ement Arocess

./

In order to de+elop a quality management system that meets the new ISO 900.>=000 standard, an organi5ation must create or modi!y each o! the abo+e processes" This is done by>8 #a$ )esign each process" #b$ )ocument each process" #c$ Implement each process" #d$ Support each process" #e$ Monitor each process" #!$ 2ontrol each process" #g$ Impro+e each process" 7ach process uses inputs to generate outputs, and all o! these processes are interconnected using these input-output relationships" The output !rom one process becomes the input !or other processes" ?ecause o! this, inputs and outputs are really the same thing" Some general types o! inputsGoutputs are>8 #a$ Aroducts #b$ Ser+ices #c$ In!ormation #d$ )ocuments #e$ ;eports #!$ ;ecords #g$ ;esults #h$ %eeds #i$ )ata #*$ 7&pectations #,$ ;equirements #l$ 2omplaints #m$2omments #n$ 4eedbac,

.9

#o$ ;esources #p$ Measurements #q$ 6uthori5ations #r$ )ecisions #s$ Alans #t$ Ideas #u$ Solutions #+$ Aroposals #w$ Instructions In summary, an ISO 900.>=000 Quality Management System is made up o! many processes, and these processes are glued together by means o! many input8output relationships" These input8output relationships turn a simple list o! processes into an integrated system" 'ithout these input8output relationships, there would not be a Quality Management System"

=0

2.3

.S $ualit Conce#t

2.3.1 42at is .S5

6 E5SE dri+en wor,place enhances producti+ity and competiti+eness and !osters a producti+ity culture through a continual process o! identi!ying, reducing and eliminating M@)6 #0apanese !or 'aste$" E5SE helps to> #a$ Identi!y, ;educe and 7liminate M@)6 #b$ Organi5ed H 'orld 2lass -emba #'or,place$ #c$ 7nhancement in Aroducti+ity H 2ompetiti+eness #d$ ?etter i+ing and impro+ed wor, li!e There are many organi5ed methods to do so one o! them is called '5S'. 5S'' is a tool with 0apanese roots, !ocused on !ostering and sustaining high quality house,eeping" The physical en+ironment determines ones beha+ior" On the other hand, a similar beha+ioral pattern among group o! people de!ines culture" Thus, there is a strong lin, between culture and physical en+ironment" 7&trapolating, one can also !ind a strong lin, between the physical en+ironment at the wor,place and producti+ity" Many people thin, that house,eeping should be done by a cleaners and sweepers at their wor,place" They donEt reali5e that they too play an important part in ,eeping their wor,place clean" More importantly, they donEt ,now how much they can gain !or themsel+es by *ust practicing good house,eeping"

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7+erything that the people do at their wor,place is +ery important to o+erall cleanliness, orderliness and sa!ety o! the wor,place" 2lean wor,ing en+ironments where e+erything is properly placed and where clear instructions are readily a+ailable tend to be a sa!e place to wor, in" The wor, en+ironment also determines how !ast and how e!!iciently wor, could be done" -ood produce in a clean and well8organi5ed en+ironment also tends to be o! better quality" In a company where 5S are seriously practiced, the numbers o! de!ect products will be relati+ely lower that o! a disorgani5ed company" Aroducti+ity will there!ore be higher" ?y practicing 5 S at the wor,place, itEs not only produce quality, but also actually help to ensure the sa!ety o! that wor,place" 5S is a set o! techniques pro+iding a standard approach to house,eeping" It is o!ten promoted as being !ar more than simply house,eeping and some o! the elements described below certainly mo+e into broader areas" #a$ Seiri > Sorting out 8 F'hen in doubt, throw it outF #b$ Seiton > Systematic 6rrangement 8 7+erything has a place, e+erything in its place #c$ Seiso > Spic and Span Scrub 8 2lean it up #d$ Seiketsu > Standardi5ing8 Stabili5e 8 Standardi5ed cleaning and house,eeping #e$ Shitsuke > Sel!8discipline Sustain 8 Ma,e it a way o! li!e

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2.3.1.1Seiri
#a$ Seiri is the identi!ication o! the best physical Organi5ation o! the wor,place" It has been +ariously anglici5ed as Sort, Systemati5ation or Simpli!y by those wishing to retain the S as the initial letter o! each element" #b$ It is the series o! steps by which we identi!y things which are being held in the wor,place when they shouldnEt, or are being held in the wrong area o! the wor,place" #c$ Aut simply, we may identi!y a large area de+oted to tools or gauges, some o! which are needed regularly and some used in!requently" This brings all sorts o! problems, including> #d$ Operators unable to !ind the item they need, being unable to see wood !or trees" The time spent searching is a waste #or in 0apanese lean8spea, a Lmuda($ and i! we only held the items needed regularly in a prominent position we would sa+e time" #e$ Quality issues when gauges are not calibrated on time because too many are held" #!$ Sa!ety issues when people !all o+er things" #g$ oc,ers and rac,ing cluttering the production area ma,ing it hard !or people to mo+e around or to see each other and communicate

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2.3.1.2 Seiton
#a$

Seiton is the series o! steps by which the optimum organi5ation identi!ied in the !irst pillar are put into place" The standard translation is Orderliness but again some wish to ,eep the initial S and use Sort #yes, that is also one o! the translations o! Seiri$, Set in order, Straighten and Standardi5ation"

#b$

#c$

The sorting out process is essentially a continuation o! that described in the Seiri phase" ;emo+ing items to be discarded or held in an alternati+e location will create space" This space will be +isible and !acilitate the alternati+e layout o! the area"

#d$

2.3.1.! Seiso
#a$ 6nglici5ed as 2leanliness but again the initial S can be retained in Shine, or Sweeping" #b$ The principle here is that people are happier and hence more producti+e in clean, bright en+ironments" There is a more practical element in that i! e+erything is clean it is immediately ready !or use" #c$ 'e would not want a precision product to be ad*usted by a spanner that is co+ered in grease which may get into some pneumatic or hydraulic !ittings" 'e would not wish to compromise a A2? assembly by metallic dust pic,ed up !rom an unclean wor, sur!ace" Other issues are health and sa!ety #people perhaps slipping in a puddle o! oil, sha+ings blowing into peopleEs eyes$ and machine tools damaged by coolant contaminated by grease and dust" #d$ The tas, is to establish the maintenance o! a clean en+ironment as an ongoing, continuous program"

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