5s a quality improvement tool for sustainable performance: literature review and directions
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- 1.7.5 Relation of 5S with other Quality Tools
| 1.7.4 RELATION OF 5S WITH TPM
During the implementation of TPM in an organization, 5S is the one of the basic step used for improving the workplace environment (Patra et al., 2005). 5S initiatives are pre- requisite for launch of the TPM program and act as base foundation (Gajdzik, 2009). 5S helps in achieving the success of TPM in the organization (Singh et al., 2013, Jain et al., 2014). The first two principles of 5S philosophy, Seiri and Seiton, facilitate TPM implementation because these principles are focused on removing the unwanted and unnecessary items from the workplace along with of placement of necessary items in proper sequence at their 5S kaizen TQM Downloaded by University of Colorado Boulder At 23:40 17 January 2017 (PT) 15 of 45 respective area with well-organized way thereby reducing wastage of time and time for repair (Moradi et al., 2011). The third S, Sesio, is related to the cleanliness of workplace, which facilitates identification the defects and leakages. The presence of dirt, dust, scrap or trash at workplace result in lowering of the work efficiency, increase the need for maintenance and repair which contradicts with defined principles of TPM (Moradi et al., 2011). Further, Seiketsu and Shitsuke, effect indirectly on establishing various pillars of TPM. 1.7.5 Relation of 5S with other Quality Tools 5S and kaizen are the foundation of JIT and considered to be the first stage during the implementation of JIT (Farooquie and Mohapatra, 2009). Rane et al. (2004) have emphasized that the effective use of 5S act as stepping stone for JIT implementation. 5S is a basic practice of JIT (Hirano, 1996; Chen and Tan, 2013).) For the successful conduct of quality circles, there is the need of 5S tool Ho (1997) and Ho (1999a, b). 5S implementation in an organization can also facilitate the realization of Environmental management standard (ISO 14000) (Ho, 1999c). Ansari and Modarress (1997) have discussed that Boeing carried out 5S as a world-class strategy or a tool for safety process improvement. Van Iwaarden et al. (2008) have observed that 5S initiatives can facilitate implementation of 6σ. 5S and 6σ have also been correlated positively in Toyota Production System by Ho (2006). Pil and Fujjimoto (2007) have discussed 5S as an integral component (DNA) of Toyota Production System. 5S can be part of the process of visual control of a well-planned lean system which help in the improving the visibility of problems (Hirano, 1995). Durmusoglu and Nomak (2005) have found that there is the need of flexible labor for the cellular manufacturing system, so training in 5S is needed for ensuring employee involvement. The development of IT-based integrated manufacturing management system (IMMS) requires the combination of manufacturing planning and control systems (viz. JIT, MRPII/ERP) with ecology oriented manufacturing (EOM) and 5S (Ahmed et al., 2005). It has been observed that 5S has good linkage with number of quality tools as represent diagrammatically in the Figure 5. Downloaded by University of Colorado Boulder At 23:40 17 January 2017 (PT) |