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1 – 10 of over 3000Jugraj Singh Randhawa and Inderpreet Singh Ahuja
The purpose of this paper is to present the comprehensive literature review on 5S and suggest possible gaps from the point of view of researchers and practitioners. The manuscript…
Abstract
Purpose
The purpose of this paper is to present the comprehensive literature review on 5S and suggest possible gaps from the point of view of researchers and practitioners. The manuscript presents the overview of 5S implementation and highlights the achievements realized from deployment of 5S initiatives for sustainable performance of organizations.
Design/methodology/approach
The paper critically examines the literature on 5S, analyzes and reviews it systematically. The study highlights the critical barriers and success factors for sustainable 5S implementation in the organizations in the competitive world.
Findings
5S is an outstanding Japanese philosophy for the development of any type organization all over the world. This study bring out the concept of 5S, requirements for its holistic implementation, relationship with other lean tools, benefits, success factors and obstacles in 5S implementation. The significant contributions through 5S initiatives in the organization like production, quality, safety and effective utilization of workspace for the sustained organizational improvement have also been highlighted in the study.
Practical implications
The literature on assortment of 5S technique has been so far very limited. The present paper reviews large number of research publications related to 5S to highlight the significance of 5S philosophy in the sustainable organizational improvement across the world. It foregrounds the approach advised by the various researchers, practitioners and appraises censoriously the reason behind the demand of 5S program in the organization. The needful steps and obstacles are also foreground for the effective implementation of 5S in the organization.
Originality/value
The paper presents a comprehensive review of literature publications in the area of 5S and their assortment to develop an understanding of the significance and implementation of 5S in the organizations. The paper will be helpful or useful to researchers, safety executives, development professionals and managers in the organizations.
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Rod Gapp, Ron Fisher and Kaoru Kobayashi
Building on previous studies of the managerial application and development of the 5S concept (5S), this research aims to identify and present key concepts of 5S from a Japanese…
Abstract
Purpose
Building on previous studies of the managerial application and development of the 5S concept (5S), this research aims to identify and present key concepts of 5S from a Japanese management perspective. These findings link 5S to aspects of Japanese management approach, which are aligned to an integrated management system rather than a simple management tool or technique.
Design/methodology/approach
Data were collected from Japanese companies that use 5S as a core management approach and use their organisational web sites to disseminate information in regard to this practise. The data were examined by the use of computer‐aided lexical analysis (Leximancer), which provided an insight into the nature of 5S within the original Japanese context.
Findings
The research found several key concepts behind the Japanese approach to 5S management. These findings demonstrate the importance of both the technical (visible) and philosophical (invisible) approaches required for each of the 5S components and are discussed in a managerial rather than cultural framework.
Practical implications
The findings are important both theoretically and practically as they provide insight into the meaning and logic, applied to the application of the 5S management approach within its original environmental context.
Originality/value
The originality and value of the paper is derived from the holistic understanding of the application of 5S and its use as a problem‐solving intervention at the system or process level; a necessary initiating point within lean management philosophies. 5S within the context identified is the strategic platform for the managerial decisions required for the development of an integrated management system.
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Shaman Gupta and Sanjiv Kumar Jain
– The purpose of this paper is to use the 5S tool to assist a small-scale manufacturing organization to become more productive and more efficient.
Abstract
Purpose
The purpose of this paper is to use the 5S tool to assist a small-scale manufacturing organization to become more productive and more efficient.
Design/methodology/approach
A simple approach has been adopted to create the teams for implementing 5S. Cause-and-effect diagram has been studied for shop floor analysis. Later, four data collection methods have been used to ensure right implementation of the 5S.
Findings
In the frames of this case study, it has been analyzed that implementation of “5S” resulted in overall improvement of the organization. With the implementation of “5S”, major benefits in the form of tool searching time have been achieved. Tool searching time from shop floor has been reduced from 30 minutes to 5 minutes. “5S” audit has been conducted in the organization. “5S” audit score has been increased from 7 (Week 1) to 55 (Week 20).
Practical implications
5S is a powerful tool and can be implemented in various industries whether micro, small, medium or large. Implementation of 5S has large horizontal development and can be implemented in all the workstations of an organization.
Originality/value
The publications and case study presented in this paper will be useful to researchers, professionals and others concerned with this subject to understand the significance of 5S.
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Yung-Chia Chang and Chuan-Yung Chen
Semiconductor wafer fabrication (FAB) is recognized as one of the most complex manufacturing systems. A newly built FAB has to pass various audits from its customer before the…
Abstract
Purpose
Semiconductor wafer fabrication (FAB) is recognized as one of the most complex manufacturing systems. A newly built FAB has to pass various audits from its customer before the customer's wafers are initially produced. 5S audit is among one of them. When building a state-of-the-art 300 mm/130 μm FAB, it is common to find hundreds of action items to complete in order to comply with the customer's (auditor) expectations toward 5S practice. The purpose of this paper is to assist wafer fabrication managers in allocating the limited resources on 5S practice to the places that are valued most by their customer.
Design/methodology/approach
This study proposes an application of the Kano model with a modified customer satisfaction coefficient (CS coefficient) to effectively prioritize thousands of action items for a wafer fabrication.
Findings
Some new discoveries associated with shop floor management that may be neglected by academicians and practitioners are presented here. Surprisingly, greatly substantial non-linear contributions of attractive to-scene management are revealed with little efforts on the 5S practice. These attributes prove to be impressive to customers and typical instructions beneficial to future 5S practice are embraced as well.
Practical implications
A real case drawn from a 300 mm semiconductor wafer FAB in Taiwan is analyzed to demonstrate the effectiveness of this approach.
Originality/value
From the adoption of this proposed methodology, an influential set of specific required checkpoints for 5S practice is transformed from subjective, conceptual and linguistic practice to be identified, quantified and prioritized for semiconductor wafer fabrication under resources constraints to cater the customer's 5S expectations and to generate more attentions in building-up a much more robust scene management.
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Manuel F. Suárez‐Barraza and Juan Ramis‐Pujol
Derived from work conducted on the topics of Lean‐thinking and Lean‐Kaizen some management practices or techniques, such as the 5Ss, have recently become important in this…
Abstract
Purpose
Derived from work conducted on the topics of Lean‐thinking and Lean‐Kaizen some management practices or techniques, such as the 5Ss, have recently become important in this research. The reason for this is that more and more of the companies that apply Lean‐thinking and Lean‐Kaizen are using the 5Ss as an essential step in their implementation. Therefore, this paper aims to explore the implementation of the 5Ss in multinational organisations in Mexico empirically, in order to analyse and compare them against the respective theoretical frameworks. The research question that governs the study is: “How are the 5Ss implemented in an organisational context such as that of a multinational company in Mexico?”
Design/methodology/approach
An exploratory multiple case study was conducted. Three multinational companies, which have been established in Mexico for at least 20 years, were selected. Two of these companies were from the automotive sector (suppliers) and the third was a company manufacturing hygiene and cleaning products. Four methods were used to gather data: direct observation, participative observation, documentary analysis, and semi‐structured interviews.
Findings
Based on cross analysis findings, a group of reasons was found for applying the 5Ss in the multinational organisations analysed, along with a group of drivers and inhibitors responsible for enhancing or blocking the successful implementation of the 5Ss. Finally, a conceptual framework was also established, based on the results of comparing theory and fieldwork: this provides a glimpse into the relationship of the 5Ss with other improvement programmes, known as Lean‐thinking or Lean‐Kaizen, in the organisations analysed. In particular, the framework show the importance between do (way: philosophy) and jyutsu (techniques) during the implantation process of 5Ss.
Practical implications
Derived to describe three case studies on how to implement the 5Ss within a programme or model for the Lean‐thinking or Lean‐Kaizen approach, it may prove to be of value to practitioners and managers involved in the field. Similarly, a section on managerial implications has also been included.
Originality/value
The study contributes to the limited existing literature on the 5Ss through research that seeks to understand how this technique is implemented in a context of multinational organisations, particularly emphasising the main drivers and inhibitors that enhance or block it during the implementation process. It also includes a theoretical framework that can demonstrate the relationship of the 5Ss with the Lean‐thinking and Lean‐Kaizen programmes in this context: In particular for Latin America and Mexico, where virtually no academic studies of this type have been conducted.
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Siddarth Srinivasan, Laura Hughes Ikuma, Mahmoud Shakouri, Isabelina Nahmens and Craig Harvey
5S is a commonly used Lean tool that focusses on creating an organized work environment, but the effects of 5S on safety climate are not as well studied. The purpose of this paper…
Abstract
Purpose
5S is a commonly used Lean tool that focusses on creating an organized work environment, but the effects of 5S on safety climate are not as well studied. The purpose of this paper is to determine the impact of a 5S event on safety climate.
Design/methodology/approach
This pre-test post-test study examines the effect of implementing 5S on safety climate of the packaging area of a manufacturing plant. Two groups of employees (case and control groups) completed a safety climate questionnaire (Safety Climate Assessment Toolkit) prior to the 5S event, one month after, and two months after.
Findings
Total safety climate significantly improved for the case group but remained unchanged for the control group over the study period. Specifically, management commitment and involvement dimensions of safety climate improved for the case group.
Practical implications
These results show that two important aspects of safety climate (management commitment and involvement) can be significantly, positively influenced by successful 5S events, which may translate to improved safety overall.
Originality/value
Prior literature on 5S speculates a positive impact of 5S on safety and safety climate, but this assertion is not well supported with empirical evidence. This study provides quantitative measurement of positive safety climate changes that resulted from a successful 5S event. The results provide additional incentive for management to continue 5S and other Lean activities with the possibility of also improving safety.
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Jugraj Singh Randhawa and Inderpreet Singh Ahuja
The purpose of this research paper is to evaluate the contributions of 5S implementation in the Indian manufacturing industries and its impact on the enhancement of their business…
Abstract
Purpose
The purpose of this research paper is to evaluate the contributions of 5S implementation in the Indian manufacturing industries and its impact on the enhancement of their business performance.
Design/methodology/approach
The research study has been accomplished in the large number of manufacturing organizations that have successfully imbibed the 5S technique or are in the process of implementing 5S initiatives alone or along with other lean manufacturing practices. An elaborated “5S Questionnaire” has been designed to determine the contextual factors and their impact on the enhancement of business performance.
Findings
The results reveal that the majority of organizations have shown total commitment toward the implementation and objective realization of 5S quality policy at all levels in the organizations. The implementation of 5S has facilitated manufacturing organizations to accrue significant benefits such as improvement in overall organizational, productivity, quality, safety, employee morale values, effective workspace utilization, and cost optimizations. The results also show the elimination of serious chronic manufacturing system problems such as delays, breakdown, demoralized employees, declining profits, and dissatisfied customers through holistic 5S implementation.
Research limitations/implications
The limitation of the study is that it encompasses only the manufacturing organizations, while a similar study can also be conducted in services sector also.
Originality/value
The study highlights the detailed contributions of 5S principles in the development of manufacturing organizations and its impact on the enhancement of business performance for remaining competitive in global market world.
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Jugraj Singh Randhawa and Inderpreet Singh Ahuja
The purpose of this paper is to deploy structural equation modeling (SEM) technique to empirically validate the interrelationships amongst significant variables of 5S…
Abstract
Purpose
The purpose of this paper is to deploy structural equation modeling (SEM) technique to empirically validate the interrelationships amongst significant variables of 5S implementation and business excellence performance parameters (BEPP) in SEM_5S model.
Design/methodology/approach
The confirmatory factor analysis approach is utilized to generate the effective SEM_5S model by using AMOS 20.0 (analysis of moment structures) software. The data have been collected from different manufacturing organizations that have successfully deployed the 5S program by using well-designed questionnaire for the evaluation of SEM_5S model.
Findings
SEM of 5S various parameters has established that attributes like top management involvement initiatives, employee involvement initiatives, basic 5S initiatives (BFSI) and fifth S initiatives (Shitsuke) should be holistically emphasized during the implementation of 5S program, leading to attainment of high level of melioration in the BEPP. SEM has been deployed to evaluate the original and modification indices of the model, which further establishes the improvement in SEM’s effectiveness. The model establishes the significant impact of 5S implementation on business excellence of manufacturing organizations.
Originality/value
The outcomes of the study will help the organizational managers, HR executives and practitioners from manufacturing organizations to know about the significant factors which should be followed holistically to achieve overall organizational business excellence through strategic 5S initiatives.
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Rajesh Attri, Bhupender Singh and Sunil Mehra
The purpose of this paper is to ascertain and analyze the interactions among different barriers of 5S implementation in manufacturing organizations.
Abstract
Purpose
The purpose of this paper is to ascertain and analyze the interactions among different barriers of 5S implementation in manufacturing organizations.
Design/methodology/approach
In this paper, 15 barriers affecting the implementation of 5S in manufacturing organizations have been identified from literature analysis and discussion with academic and industrial experts. Afterwards, identified barriers were validated by using nation-wide questionnaire-based survey. Then, interpretive structural modeling (ISM) approach has been utilized to find out the interaction among the identified barriers in order to develop hierarchy-based model.
Findings
The research identifies several key barriers which have high driving power and weak dependence power. In this concern, these barriers entail extreme care and handling for successful implementation of 5S. Financial constraints, lack of top management commitment, and no proper vision and mission are found to be the key barriers.
Research limitations/implications
The developed ISM model is based on experts’ opinion. This developed hierarchy-based model requires further validation by using structural equation modeling approach or by performing detailed case studies.
Originality/value
In this paper, ISM-based structural model has been recommended for Indian manufacturing organizations, which is a novel exertion in the area of 5S implementation.
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Shaman Gupta and Pankaj Chandna
This paper's purpose is to help a scientific equipment company make use of the 5S tool on the shop floor so that the organization can become progressively beneficial and…
Abstract
Purpose
This paper's purpose is to help a scientific equipment company make use of the 5S tool on the shop floor so that the organization can become progressively beneficial and increasingly productive.
Design/methodology/approach
The organization has adopted a simple approach for making a suitable team for 5S tool implementation at the workplace. After that, they have used three types of data-collection methods so that these methods could help in the correct introduction of the 5S tool in the business workplace. They have also analysed the regression analysis with the genetic algorithm for the audit scores to predict the behaviour of 5S implementation in the coming weeks.
Findings
In this case study, it has been found after the suitable analysis that the 5S tool implementation has resulted in the overall benefits of the workplace. The major benefit achieved with the 5S tool is that the searching time for the tool in the workplace has been improved significantly. Also, the safety level is increased. The 5S audit has been carried out in the workplace and the audit score has been improved from the level of 6 scores (in week 1) to 72 score (in week 24).
Practical implications
5S tool has emerged as an incredible asset and it tends to be actualized in any of the ventures whether it is of a miniature, small, medium or large scale industry. The 5S tool can be applied horizontally at a large scale and it can be applied to almost all the workstations in the workplace.
Originality/value
The presented productions and contextual investigation for the 5S tool will be helpful and useful for all the analysts, experts and all other people who are worried about this subject of the 5S tool and its implementation in the organization.
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