5s a quality improvement tool for sustainable performance: literature review and directions
S - A QUALITY IMPROVEMENT TOOL FOR SUSTAINABLE PERFORMANCE
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| 5S - A QUALITY IMPROVEMENT TOOL FOR SUSTAINABLE PERFORMANCE:
LITERATURE REVIEW AND DIRECTIONS 1.1 INTRODUCTION The global marketplace has become highly competitive in the last few decades, thereby compelling the organizations for imbibing the challenge of continuous improvement for sustained customer satisfaction and organizational competitiveness (Singh et al., 2014). The ever increasing competition in the marketplace has been putting enormous pressures on organizations to continuously improve the quality of products and services for sustained organizational growth in order to enhance their position and reputation. This calls for attaining improved organizational performance by focusing on consistent quality improvements, cost optimization, enhancement in productivity, flexibility, safety and ensuring timely deliveries. Thus the turbulent market driven economy warrants the organizations to adopt the practices, programs or methods that facilitate continuous improvement in the organization (Patra et al., 2005). Lean manufacturing has emerged as an important philosophy for guiding an organization to succeed to overcome the unpredictable competition in industrial environment with lesser resources (Shah and Ward, 2007). It is a dynamic learning process which reduces the wastage and fully utilizes the resources and activities that add value from the customer’s perspectives (Ohno, 1988; Womack et al., 1990). The concept of lean manufacturing was coined by John Krafick in 1988 (Holweg, 2007). This management philosophy was derived from Toyota Production System (TPS) and was widely dispersed by several projects of the International Motor Vehicle – Massachusetts Institute of Technology Program (IMVP-MIT) program aimed at providing better products and services; navigating a challenging business environment, and balance mobility needs with environmental concerns (Womack and Jones, 1996; Monden, 1998). From many years, lean manufacturing was practiced in Japan because it greatly resulted in quality enhancement, cost optimization, waste elimination, employees empowerment and delivery adherence. These factors have motivated the organizations worldwide to holistically imbibe lean practices (Ohno, 1988). The lean ‘building blocks’ comprise of critical tools and techniques deployed during lean implementation include: kaizen, 5S, quality circles, Poka-Yoke, visual controls, cellular design, Downloaded by University of Colorado Boulder At 23:40 17 January 2017 (PT) 2 of 45 total quality management, total productive maintenance, quick changeover, pull scheduling and value stream mapping etc. (Pojasek, 2003). From the time of technical missions in Japan in 1984, ‘Housekeeping’ was the better technique that greatly affected the organizational quest towards continuous improvement. Later it turned out to be a movement in Japanese companies towards 5S program. The Japanese organizations discovered that it was not possible to develop well defined properly implemented operational procedures, other innovations to improve working conditions and to produce quality products without 5S program. After thoroughly analyzing of Japan’s development in quality and productivity, 5S was usually first step for several improvements program and considered as base of the quality pyramid by the other countries (Mendes-de-Toledo and Andde-Farias-Filho, 2001). tải về 0.69 Mb. Chia sẻ với bạn bè của bạn:
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