5S in a factory means “Sorting out, Setting in order, Shining, Standardizing, and Sustaining”.
5S, which shows “where, what, and how many” are there at a glance, makes you innovate to a profitable structure.
5S activity is the foundation of the TPS (Toyota Production System), basics of the productivity improvement activities, and the starting point for creating a profitable structure.
Solve these issues with 5S in a factory ISSUE
3 points
for 5S
FEATURES
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1
Clear at a glance
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5S shows “where, what, and how many” are there at a glance. Hidden wastes will be apparent.
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2
Eliminate unnecessary items
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First of all, start with sorting out and setting in order (2S). It eliminates unnecessary items and the “time to search for things”.
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3
Sustaining grows a company
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Sustaining is the creation of habits and a corporate culture that what is decided is surely practiced. Sustaining grows a company.
Clear “where, what, and how many” at a glance
Simply being clean is not enough to make a company better. Showing “where, what, and how many” are there at a glance can improve productivity and make a profitable 5S.
5S can bring out hidden problems and clarify waste.
Eliminate unnecessary items
The most important part of the 5S is sorting out and setting in order (2S). Waste is caused by inadequate sorting out and setting in order.
“Sorting out” is to separate what is needed and what is not needed, and throw out what is not needed.
“Setting in order” means to decide and display “where, what, and how many” so that you can find it and take out immediately.
Sustaining grows a company
Companies that continue growing have a corporate culture that what is decided is surely practiced. 5S will standardize the placement so that anyone can know what is normal and abnormal, so you can reprimand if someone placed it in an abnormal way. You have to follow what you have decided and should not make any exceptions to the rule.
Consultants from major companies
with experience in over 40 countries will respond.
Please feel free to contact us.
If you are in a hurry, please call us.
（Japan time）
Except for Saturday, Sunday, holidays, Year-End and New-Year holidays
5S specialist
ORITO, Tsutomu
Toyota Motor Corporation OB （ Manager, Production Control Dept. at Head office factory / GPC）
FUJITSU TEN OB（GM, Production Control Div. / Logistics Control Div. / GPC）
Profit improvements (break away from the deficit) Upon customer’s requests, I have improved domestic and overseas companies, for examples, productivity improvement, quality improvement, products and parts inventory reduction, logistics cost reduction, production lead time reduction, and human resource development for shop floor staff etc. I also conducted a wide range of seminar courses.
Case example of 5S RESULTS
Acquired orders from two new customers
by improving quality.
We reduced most work-in-progress inventories and defective inventories, which were found throughout the factory, and reduced manpower, and now we almost no longer receive customer complaints that we had every month before. (Automobile industry / Plant manager)
Turn the factory into a showroom
in order to improve profitability
We improved 250 cases out of 300 cases pointed out by the 5S patrol conducted for one year. The factory was realized to be the showroom and also achieved cost reduction of 30 million yen per year. (Metal processing / Director)
Productivity Up to 169.6%
by 6 months of improvement activities
the Japanese president decided to outsource a shop floor improvement consulting to have their shop floor checked, and asked us, Hirayama Consulting.（Auto parts manufacturer/Managing director）
3 reasons why we are chosen REASON
REASON 1
Improvement experience of
more than 1,500 companies in 40 countries
There must be the shop floor issues that cannot be solved by your own company alone. Improvements and reforms for manufacturing industry to survive, regardless of country or industry, need development of your human resources through practical experiences of improvement, and strengthening of your production system base.
REASON 2
Consulting that shop floor workers
acknowledge our superiority and be pleased
In conventional consulting styles, there was a distance between consultant and the shop floor because it was promoted mainly consultant and management executives. Our consultant can provide a guidance without a distance between consultant and the shop floor through the guidance based on the "seeds of improvement" in a concrete way, instead of "finding fault" like a critic.
REASON 3
Continuous improvement will continue
even after the end of guidance
While strengthening "human resource development", we focus on the "overall flow" from design to purchasing, manufacturing, logistics, and production control, and provide guidance that matches the actual situation of your company. Continuous improvement will continue even after the end of guidance through the guidance that is acceptable to the shop floor workers.
