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A Project Report on

5S Implementation at Toybanks storehouse


for Toybank India in partial fulfilment of the requirements of Master of Management Studies through Rizvi Institute of Management Studies and Research under the guidance of Dr. Kalim Khan

submitted by Sandip Shivaji Kadam MMS (Operations) Batch: 2010 2012

CERTIFICATE
This is to certify that Mr. Sandip Shivaji Kadam, a student of Rizvi Institute of Management Studies and Research, of MMS IV bearing Roll No. 56 and specializing in Operations has successfully completed the project titled 5S Implementation at Toybanks Storehouse under the guidance of Dr. Kalim Khan in partial fulfilment of the requirement of Master of Management Studies by Rizvi Institute of Management Studies and Research for the academic year 2010 2012.

______________ Prof. Umar Farooq Academic Coordinator

_______________ Dr. Kalim Khan Director

ACKNOWLEDGMENT
Words often fail to express ones inner feelings of gratitude and indebtedness to ones benefactors, but then it is the only readily available medium through which the undersigned can express their sincere thanks to all those who are associated with the work in one way or the other. I express my sincere thanks to Toybank India, Mumbai for giving me an opportunity to do a project in the organization. I also take this opportunity to thank Ms. Shweta Chari (Founder/CEO at The OpenTree Foundation- Toybank) and all of them who have shared their valuable Knowledge and Experience with me during this period. I sincerely thank my guide Dr. Kalim Khan (Director Rizvi Management Institute) for his guidance and help throughout the project, without whom this project would have been a distant reality.

Sandip Shivaji Kadam Roll No: 87 MMS Operations Batch: 2010 12

Executive Summary
Toybank is a non-profit organization that was started to provide toys for children belonging to weaker socio economic backgrounds. The four Toybank activities include Toy collection drive, Gift wrapping sessions, Toy distribution events and Setting up toy libraries/Play centers. Toybank has reached out to around 15000 children by means of toys in 4 cities till date (Bombay, Pune, Delhi and Bangalore). It dreams of working harder and scaling up its reach in the years to come. Toybank has a storehouse in Mahalaxmi, Mumbai in the premises of Kaymo fasteners pvt ltd. This storehouse contains the toy inventory collected through collection drives. Toybank storehouse is a very small place (8ft10ft) and it has contained with too many toys. The main issues in the storehouse were inadequate space for toys, unorganized

workplace; break down of toys and waste of time in searching for toys during gift wrapping sessions. There was tremendous scope for improvement. This project was aimed to apply lean methodologies traditionally used manufacturing organizations. The project objectives were to create an organized storage area using principles of 5S; removing waste in the storage area, improve the accessibility of toys, creating guidelines for storehouse operations, maintaining documentation to track the toy inventory at any point of time, creating visual controls to lessen the mistakes in storehouse operations etc. A typical 5S steps are shown in figure at right hand side. While implementing 5S first unneeded items are removed from the storehouse in Sort step and special red tag area is created to monitor Red tag items. In set in order step the toys classification is done i.e. toys are classified into 8 categories. Then each category is assigned with particular location and these locations are identified with signboards. In third step i.e. Shine the workplace is cleaned thoroughly. In standardization i.e. 4th Pillar of 5S the steps are taken to maintain the first three pillars (Sort, Set in Order and Shine). Under this step an operations guideline is prepared to in

maintain smooth flow of operations in storehouse, Preventive measures are taken to avoid Non-core Toybank items coming to storehouse. In 5th Step Sustain Toybank employees and volunteers are trained on 5S activities. This project found that applying Lean methodologies in a non-profit was effective in producing both the quantitative and qualitative benefits. It achieved majority of its objectives i.e. maximum utilization storehouse space, improving accessibility of toys and making an organized store area etc. The colour coding of carton boxes also resulted into optimum utilization of cartons within storehouse.

TABLE OF CONTENTS Chapter 1: Organization Profile .............................................................................1


1.1 Introduction ....................................................................................................................... 1 1.2 Vision, Mission and Objectives of Toybank ..................................................................... 1 1.3 Toybank Activities: ........................................................................................................... 1 1.4 Reach so far ....................................................................................................................... 3 1.5 The direct beneficiaries at Toybank .................................................................................. 3

2. Introduction to 5S...............................................................................................4
2.1 What is 5S?........................................................................................................................ 4 2.2 What does it mean? ........................................................................................................... 4 2.3 Common type of resistances for 5S: ................................................................................. 5 2.4 Some significant benefits observed at companies practising 5S include: ......................... 6 2.5. Need for 5S in Toybanks Storehouse.............................................................................. 6

Chapter 3: Implementing 1st S (Seiri: Sort) .........................................................10


3.1 Definition of Sort ............................................................................................................ 10 3.2 Problems avoided by Implementing Sort: ....................................................................... 10 3.3 How to implement Sort? ................................................................................................. 10

Chapter 4: Implementing 2nd S (Seito: Set in Order) ...........................................15


4.1 Definition of Set in Order: .............................................................................................. 15 4.2 Problems avoided by Implementing Set in Order: .......................................................... 15 4.3 Implementation of Set in order at Toybank Storehouse: ................................................ 15

Chapter 5: Implementation of 3rd S (Seiso: Shine) ..............................................22


5.1Definition of Shine ........................................................................................................... 22 5.2 Problems avoided by Implementing Shine...................................................................... 22 5.3 Implementation of Shine at Toybanks storehouse: ........................................................ 22

Chapter 6: Implementation of 4th S (Seiketsu: Standardize) ...............................25


6.1 Definition: ....................................................................................................................... 25 6.2 Problems avoided by Implementing Standardization: .................................................... 25 6.3 Implementation of Standardization at Toybanks storehouse: ........................................ 25 7.1 Definition of Sustain ....................................................................................................... 34

7.2 Problems avoided by Implementing Sustain: .................................................................. 34 7.3 How to Implement Sustain? ............................................................................................ 34 8.1 Organized Workplace:..................................................................................................... 42 8.2 Maximum utilization of Storehouse space ...................................................................... 42 8.3 Improved accessibility of Toys. ...................................................................................... 42 8.4 Less fatigue to employees ............................................................................................... 42 8.5 Less chances of breakdown and pilferage of toys ........................................................... 42 8.6 Improved utilization of cartons. ...................................................................................... 43 8.7 Better Inventory Management ......................................................................................... 43

Chapter 9: Conclusion..........................................................................................44

Chapter 1: Organization Profile


1.1 Introduction Toybank was founded on the 15th of August, 2004, by self-motivated youngsters who wanted to Transform the lives of less fortunate children into a more meaningful and joyful existence. The objective of Toybank is to provide children from the weak socio-economic segments a happy childhood through toys. Toybank is a Non-Profit Organization, registered in 2009 as a Public Trust under the Bombay Charities Act. The office being based in Mumbai, activities are spread across 4 cities in India. With the efforts of all Toybankers, Toybank have touches the lives of 15000 children so far and is intending to reach out even further to spread the happiness. 1.2 Vision, Mission and Objectives of Toybank Toybank envision a world where all children have a happy and healthy Childhood. Toybank works on the belief that every child is endowed with the right to rest and leisure, to engage in play and recreational activities. Taking this idea forward Toybank serves as a leveller between the rich and poor, by collecting toys from the well-to-do families and distributing them to the underprivileged children. Goals: The goals of Toybank are: 1. To ensure that children from under privileged backgrounds receive toys through collection and distributions. 2. To bridge the gap between children from different backgrounds by creative play/group events/community events. 3. To make play space available for children through-- Toy libraries in available infrastructures; reclaim open public spaces for children. 4. To impart education and values through a Toy curriculum; play groups; children's parliament. 5. To design and thus provide toys that will be context specific, by having toys made in local languages as well. 1.3 Toybank Activities: Here are a few activities which we undertake: 1.3.1Toy collection drives:

These are arranged mostly in apartments, school, societies or corporate offices. Toybank spread a word about its activities and announces toy collection drive dates so that people get enough time to dig into their toys. Toybank follow few norms while collecting toys. They primarily are as follows: 1. Toys that promote violence such as, guns, swords and similar such toys are not accepted by Toybank 2. Toys in good condition are a must, if any part broken or torn from the toy then that toy should be kept aside. 3. Barbie dolls are also not accepted as Toybank does not believe in discrimination. 1.3.2 Gift wrapping sessions: The toys collected will go into tiny hands and Toybank understands that gift wrapping these will lighten up their faces. And to see the smiles on their faces is what Toybank works for. And also if Toybank do not gift-wrap the kids would see what their friends are getting as gifts and they might feel bad that they didn't get a toy of their choice. 1.3.3 Distribution events in NGOs: After the toys are gift-wrapped, Toybank identify NGOs/Municipal schools based on few things. Toybank short-list NGOs working on providing both formal and non formal education to children. Toybank also checks if they themselves have the right toys for the kids as NGOs might have kids of certain age groups and hence Toybank would carry those for the distribution. Toybank send out mails to volunteers in advance to help us in volunteering the event. Toybank then organizes an entire fun event with the toy donors where in they get to gift each child with a toy. Through these distribution events children are told stories with morals, employee volunteers get to spend quality time with the kids, there is plenty of interaction that takes place. The idea is to sensitize individuals about children through simple means of toys.

1.3.4 Toy Libraries/ Play Centers: Toybank also sets up Play Centers and Toy Libraries in various NGOs and Govt. Schools. Before establishing a Play centre/Toy Library we do a ground check of the NGO/Organization and then we set the Play/Centers/Toy Libraries, which functions similar to any book library. Toybank volunteers do monthly follow-ups at these Play/Centers/Toy Libraries, where they conduct play sessions and observe the impact of play on children. 2

1.4 Reach so far Toybank has reached out to around 15000 children by means of toys in 4 cities till date (Bombay, Pune, Delhi, and Bangalore). It dreams of working harder and scaling up its reach in the years to come. Recently Toybank has also established a Toy Library at a Govt. School in Mumbai, and 4 play centers in NGOs. Bhutan: Toybank has also gone international. Toybank has tied up with Early Childhood Development Center (ECDC) to send across toys to children from Changzamtok lower secondary school in Thimphu, Bhutan. With the help of a Toybank volunteer at Bhutan and ECDC Toybank is continuing the Toy Library and planning to establish more such Libraries in Schools of Bhutan.

1.5 The direct beneficiaries at Toybank The direct beneficiaries at Toybank are: A. The children that receive the toys from Toybank through the distribution events. These children are either street kids; children in hospitals; children belonging to various homes/NGOs; children from remand homes. The age groups vary from 0 to 15 years. B. The other individuals that are indirectly benefited and sensitized from Toybank are: The children that donate the toys to Toybank. The individuals from corporate organizations, NGOs, volunteers and schools that participate in the Toybank events.

2. Introduction to 5S
2.1 What is 5S? 5S is the name of a workplace organization methodology that uses a list of five Japanese words which are Seiri (Sort), Seiton (Set in order), Seiso (Shine), Seiketsu (Standardize) and Shitsuke (Sustain). The list describes how to organize a work space for efficiency and effectiveness by identifying and storing the items used, maintaining the area and items & sustaining the new order. The two most important elements are Sort and Set in order. The success of improvements activities depends upon them. 5S practise in a company is done not merely for aesthetic reasons. Underlying 5S practice at the office or Shop floor is a practice or economic reason. Achieving clean floor and organised racks is not an end in itself. In the case of manufacturing set up the ultimate goal of housekeeping through 5S is to reduce the cost of the product by increasing productivity and contributing to total quality. The removal of clutter along passageways is also done for practical reasons. It prevents obstruction to the smooth transportation of materials and work-in-progress. 5S is relevant for all industries, be it sales, service or manufacturing or non profit organization. It is believed that good housekeeping and workplace organisation are directly linked to achieving discipline in an organization. With foundation of 5S, they can proceed to take other measures in their pursuit of excellence. 2.2 What does it mean? Original English 5S Japanese Meaning 1st S 2nd S 3rd S 4th S 5th S Seiri Seiton Seiso Seiketsu Shitsuke Sort

Short Description

Sort of unnecessary items in the work-place and discard them Arrange necessary items in good order so that they can Set in Order be easily picked for use. A place for everything & Everything in its place Clean your work place completely so that there is no Shine dust on floor, machine and equipment. Maintain high standard of housekeeping and work Standardize place organisation at all times. Train people to follow good house keeping disciplines Sustain autonomously TABLE 2.1 5S SHORT DESCRIPTION

2.3 Common type of resistances for 5S: 1. Whats so great about Sort and Set in order? Counter argument: Sort and set in order are so simple that its hard to believe just how important and powerful they are. The facts remain s that 5S implementation is needed when work environment is not neat and organized.

2. Why clean, when it just gets dirty again? Counter argument: Sometimes people accept dirtiness as an inevitable condition in their workplace. They say that cleaning up would do little good since it would soon get dirty again. This logic does not hold however, when we look at the negative impact of dirty workplace on the quality and efficiency.

3. Sorting and Setting in order will not boost output. Counter argument: Sometimes employees assume that their job is to make things and not organize and clean things. This way of thinking is understandable if their job has never before included these functions. However it is an attitude that needs to be changed as employees come to understand how important the Sort, Set in order and Shine activities are to maximize output.

4. We already implemented Sort and Set in order. Counter argument: Some people consider only the superficial and visible aspects of the 5 pillars. They think that rearranging things a little and putting them into rows is all there are is to it. However, such orderliness only scratches the surface of what five pillars are all about.

5. We did 5S years ago. Counter argument: This type of comment is heard most often from people who think the five pillars movement is fad. If they attempted 5S implementation once 20 years ago, they dont see why they should do it again. The 5S is not a passing fashion. They are the fertilizer on the field of making all type of improvements.

6. We are too busy for 5S activities. Counter argument: In some work places, Sort, Set in order and Shine are the first things passed over when work gets busy. The explanation is that We are to busy for that. It is true that production priorities are sometimes so pressing that other activities need to wait. However, 5S activities are fundamental to daily life in in the factory as washing our faces or brushing our teeth in our personal lives. We may be able to put these activities off for a shorter time, under certain circumstances. But, putting them off, longer quickly has negative consequences.

2.4 Some significant benefits observed at companies practising 5S include: 1. Happier people involvement 2. Greater people involvement. 3. Low employee turnover. 4. Increased number of suggestions. 5. Better use of floor space. 6. Less work-in-progress and inventories 7. Better flow of works 8. Low accident rates 9. High yield of materials 10. Less breakdown of products and machinery 11. People are automatically disciplined. 12. People become proud of clean and organised workplace. 13. Results are visible to everyone Insider and outsider. 2.5. Need for 5S in Toybanks Storehouse 2.5.1 Partial utilization of store place and issues of Accessibility Before 5S implementation toys collected were kept on floor space them. and identifying them while wrapping session was a tough task. Besides this the toys were not kept on shelves. As most of the toys were lying on floor area so it was very difficult to navigate through store space.

Fig. 2.1 Issues of store Space utilization and accessibility of toys 2.5.2 Lot of junk material and obsolete toys were lying inside storehouse Lot of junk material (broken and obsolete toys) was lying inside the storehouse and occupying lot of space. This space needs to be freed.

Fig. 2.2 Issues of Waste Items

2.5.3 All the toys were collectively stored and (No classification of toys) and there is no place allocated for toys In current scenario there is no place allocated for toys neither there is classification regarding categories of toys. Currently toys are placed randomly as they come in through toy collection drives.

Fig. 2.3 No toy classification and allocation of place for toy categories 2.5.4 Chances of pilferage Toys were placed randomly before 5S being implemented. Some of the toys were placed near to sliding gate of the storehouse. Since sliding gate has wide gaps, so it was very easy to pick up small sized toys through those wide gaps.

Fig. 2.4 Chances of pilferage

2.5.5 Dirt in the Storehouse Store house was full of dust and Soft toys in the storehouse were getting dirty because of the dirt accumulated in the storehouse. Toybank was incurring extra cleaning cost to wash and sterilize these toys.

Fig. 2.5 Dirt accumulated in the storehouse

Chapter 3: Implementing 1st S (Seiri: Sort)


3.1 Definition of Sort This is the first pillar of visual workplace which means, Keep what is needed, only in the amounts needed, and only when it is needed. In other words sort means that you remove all items from workplace that are not needed for current production or operations. 3.2 Problems avoided by Implementing Sort: When first pillar that is Sort is not well implemented, the following types problems tend to arise: 1] The workplace becomes increasingly crowded and hard to work in. 2] Time is wasted in searching for parts and tools. 3] Unneeded items put walls between employees, getting in the way of communication. 4] Unneeded inventory is costly to maintain. 5] Unneeded items make it harder to improve the process flow.

3.3 How to implement Sort? It is not always easy to identify unneeded items in the workplace. The Red Tag strategy is a simple method to for identifying potentially unneeded items in the factor, evaluating their usefulness and dealing with them appropriately. 3.3.1 Overview of Red Tagging: Red tagging literally means putting red tags on items in the workplace that need to be evaluated as being necessary or unnecessary. The red tags catch peoples attention because red is a colour that stands out. To put a red tag ask following three questions: 1] Is this item needed? 2] If it is needed, is it needed in this quantity? 3] If it is needed, does it need to be located here? Once red tag items are identified, they can be evaluated and dealt appropriately. They may be: 1] Held in Red tag holding area. 2] Disposed of 3] Relocated 4] Left exactly where they are

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3.3.2 Steps in Red Tagging: Step1: launch the Red tag project. This involves organizing a team, schedule to perform red tagging, set aside a local red tag holding area, planning for disposal of red tagged items. Step2: Identify the red-tag targets. This is step to decide type of items to evaluate (in case of manufacturing set up whether WIP, equipments, warehouse inventory, parts products etc.) and Physical area where red tagging will take place. In case of Toybank storehouse Items to be evaluated were all the toys and other stuff in storehouse and area was the whole storehouse. Step3: Set the Red tagging criteria. Three main factors determine whether an item is necessary or not of items are: 1] Usefulness of item. 2] Frequency with which it is needed. 3] Quantity of item needed to perform this work. In case of Toybank Storehouse, Red tagging criteria were: a] A toy is red tag if it does not fit into the norms of Toybank like 1. Toys which promote violence 2. Toys which is not in a good condition 3. Barbie dolls are not accepted as Toybank does not believe in discrimination. b] A toy lying in the storehouse for more than 3 months. c] A toy in unhygienic condition d] Any stuff which does not belong to Toybank

Step4: Make the Red Tag items. Red tags made need to support the documentation process. Information on Red tag may include category of item, Date of red tagging, Name of the person who is conducting Red tagging, reason for Red tagging, how many such items are red tagged, value of the red tagged item, Action to be taken on Red tag item etc.

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Fig. 3.1 Example of Red Tag

Step 5: Attach the Red tags. The best way to carry red tagging is to do whole target area quickly- if possible in one or two days. Red tagging should be a short and powerful event. Attach red tag without evaluating what to do with them.

Fig. 3.2 Big Teddy Beer in Toybanks storehouse

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Fig. 3.3 Box of Books which forms Non Core Toybank items

Fig. 3.4 Broken Baby pram which cant be distributed to children

Step 6: Evaluate the Red Tagged items. It is a point to decide what to do with the Red tagged items. In case of Toybank following options were used to evaluate Red Tagged items: 1. Holding the item in a local area (A separate shelve is dedicated to hold red tagged items) 2. Dispose of the items 3. Auction it. (In case of big soft toys) 13

4. Non core Toybank items (Educational CDs, books) were distributed to NGO called Teach India 5. Unhygienic soft toys brought back to Toybank office to recycle and sterilize them before distributed them. Step7: Document the Results of Red tagging. To document the results of red tag is an important part of the red tagging process. It allows company to measure the improvements and savings produced as result of red tagging effort. In case of Toybank it was difficult measure red tagging in terms of savings produced in terms of money but by red tagging approximately 30% to 40% of the storehouse space was freed which was the sign of real progress.

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Chapter 4: Implementing 2nd S (Seito: Set in Order)


4.1 Definition of Set in Order: Set in Order means that you arrange needed items so that they are easy to use and label them so that anyone can find them and put them away. The key word in this definition is anyone. 4.2 Problems avoided by Implementing Set in Order: Setting in Order is important because it eliminates many kinds of wastes in critical activities. These include searching waste due to difficulty in using items. Following types of waste and the kind of problems can be avoided when Set in Order activities are well implemented. 1] Motion Waste: The person sent to find carton could not find out. 2] Searching Waste: No one can find the key to the locked cabinet that contains needed tools. 3] The Waste of Human Energy: A frustrated employee gives up on finding a needed item after looking in vain for half an hour. 4] The Waste of Defective Products: The storage location of two types of boxes are switched without telling to person who is receiving them, so he picks up wrong box without noticing and finds that this was not the needed part at last moment. 5] The Waste of Unsafe conditions: Boxes of supplies are left in a walkway, causing someone to trip and get injured. 4.3 Implementation of Set in order at Toybank Storehouse: Step1: Classifying toys Storehouse items into 8 categories.

Toy Classification Board Games Soft Toys Cars Electroni c Toys Sports Games Play Center Games Stationary

Toddlers

Fig.4.1 Toy Classification In this step we first identified 8 categories of toys and classified all toys into these 8 categories:

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1] Board Games: A Board Game is a game which involves pieces being moved on a pre-marked surface or Board", according to a set of rules. Category includes games like: Monopoly, Brain vita, Chess, Snake & ladder, Jig-saw puzzles, scrabble games etc. 2] Toddler Games: Games suitable for children having age group of 1- 4 years. Small toddlers we combine in the groups of 3-4 and then we pack them for distribution drive as a single unit. E.g. Small toys that makes sound when pressed (Squeezes), puller cars(toddler cars),Rattlers etc. 3] Soft Toys: A soft toy is a toy sewn from cloth, plush, or other textiles, and stuffed with Wood, wool, cotton, Synthetic fibers or other similar materials. 4] Cars: All the wheeled toys including cars, Aero planes etc. Though some of the cars are battery operated they are treated as a car at time of classifying them. 5] Electronic toys: Toys which are Battery Operated or pencil sells. 6] Sports Games: It includes outdoor games such as Cricket bats, balls, footballs, table tennis bats, Holly ball, skates etc. Most of the games are outdoor games. 7] Play Center: Games which can not be gifted to one child. E.g. Big teddy bears, Inflating toys, Punch bags, Some of the outdoor games, Construction games etc. 8] Stationary: Various materials employed in writing, painting etc. It includes notebooks, pens, pencils, paint boxes, drawing books etc. Step2: Assigning Locations In this phase we decided which category of type to place in which rack and in which Shelves. While assigning location to each category of toy following things are taken into consideration: 1] Weight of the toys: As Board Game boxes are very heavy they are kept in lower shelves of Rack. 2] Quantity of toys: If quantity of toys lying inside store house is more then additional store place is provided for that category. E.g. Board Games are large in quantity so Three shelves are dedicated for Board games. 3] Frequency of Distribution of Particular Toy Category: In most of the toy distribution drives Board games, Toddlers and cars are the common items. So they are placed at most accessible locations. 4] Floor Area Allocation: Based on the easy movement within the storehouse, different areas allocated for Received toys and Ready to Go Toys. Its shown in 5S Map.

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Fig. 4.2 5S Map of Storehouse In figure, 1. Receiving Toys in Area allocated to Receive 2. Classification of Toys and putting each category of Toy into Allocated Shelves 3. Wrapped Toys Comes to Ready To Area

Step3: Applying Visual Controls 1. There are 3 Racks in the storehouse. Each rack has assigned a name like Rack A, Rack B Rack C. Within each rack, number is assigned to each level. So suppose, a particular Toy category box can be easily searched by Rack name and level of shelve. E.g. Cars section lies at Rack C- level 4. So this reduces the searching time for the category. Each shelve has been put name plate by the toy category it is allocated to.

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Fig. 4.3 Nameplates put on shelves of all racks in the store house 2. Allocation of floor space for Received toys and Ready to go toys. Received toys are the toys which came through Toy Collection Drives and need to be classified before putting them into the shelves at their allocated places. Ready to Go Toys are the toys which are wrapped as per the need of Distribution Drive and placed in different area so they dont get mixed with the Received toys or the toys which are already classified.

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Fig.4.4 Ready to Go Area

3. Display of Toy category, date of classifying and Toy count on each carton box packed

Fig. 4.5 Carton box Naming System

4. Inventory status updates on slates hung on shelves. Latest updates about Toy count, Number of carton boxes and the date of update are shown on slate. It is mandatory to update it whenever some changes are made to the toy inventory. 19

Fig. 4.6 Slates showing Inventory status of Toy category

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5. Tool Box is made which required carrying out regular activities of storehouse.

Fig. 4.7 Tool Box for day to day activities 6. Identification of half filled boxes by Yellow stickers so that while filling or emptying the carton boxes first half filled boxes are used. In the same way green stickers are put on ready to boxes so that they dont get mixed with other boxes in the store house and easy to identify.

Fig. 4.8 Color coding system for carton Boxes

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Chapter 5: Implementation of 3rd S (Seiso: Shine)


5.1Definition of Shine It is the component that emphasizes the removal of dirt, grime and dust from the workplace. As such Shine means that we keep everything swept and clean. 5.2 Problems avoided by Implementing Shine One of the more obvious purposes of Shine is to turn the workplace into a clean, bright place where everyone will enjoy working. Another key purpose is to keep everything in top condition so that when someone needs to use something. Cleaning should become a deeply ingrained part of daily work habits. Cleanliness for work places is lot like bathing for human beings. It relieves stress and strain. Cleanliness is also tied in with the morale of employee and their awareness of improvements. When we clean area, it is inevitable that we will also do some inspection of machinery, equipments and work conditions. Because, of this cleaning also means inspection. This is another reason why Shine is important. Factories that do not implement Shine pillar suffer the following types of problems: 1] Windows are so dirty that very little sunlight filters through. This leads to poor morale and inefficient work. 2] Defects are less obvious in dark, messy factories. 3] Puddles of oil and water cause slipping and injuries. 4] Machines do not receive sufficient maintenance and tend to breakup frequently. 5] Filthy work environment can lower work morale. 5.3 Implementation of Shine at Toybanks storehouse: Step1: Determine Shine Targets. Shine targets can be grouped into three categories i.e. warehouse items, equipments and space. In Toybanks storehouse shine targets were warehouse items such as carton boxes of toys, big toys which could not be kept into carton boxes. Equipments included in shine targets were racks and stores sliding gate, ladder. Space was the floor space available within storehouse which needed to be cleaned.

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Step2: Determine Shine assignments and Methods. Workplace cleanliness is the responsibility of everyone who works there. 5S schedule is prepared which shows who is responsible for which area and, frequency of shine activity.

Shine Targets

What Contains

it Tasks

Frequency/ Month

Tools Needed Cloth

Responsibility

Store House Toys, Items Carton Boxes

Removing accumulated on boxes

dirt 2 times

Mr. Ajit

sterilizing dirty soft toys Washing 2 times Equipments Racks, Sliding Sweeping of Gate, Fan ladder, Shelves Oiling of Slider gate of 1 time storehouse Sweeping of ladder 2 times Lubricating oil Racks and 2 times machine Broom Mr. Ajit

Floor Space

Floor Area of Sweeping of floor Space 2 times Storehouse, Walls and walls

Broom, cloth, cleansing agents

Mr. Ajit

TABLE 5.1 SCHEDULE FOR SHINE ACTIVITY IN TOYBANK Step3: Prepare tools. Here we apply set in order to our cleaning tools storing them in places where they are easy to find, use and return.

Step4: Start to Shine. Following points taken into consideration while implementing Shine: 1] Sweeping dirt from floor cracks, wall corners. 2] Wipe off dust and dirt from walls, windows and doors 3] Use off cleansing agents when sweeping is not enough to remove dirt.

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Fig. 5.1 During the Shine activity at Toybank Storehouse

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Chapter 6: Implementation of 4th S (Seiketsu: Standardize)


6.1 Definition: Standardization means creating consistent way that tasks and procedures are carried out. Standardization is the result that exists when first three pillars Sort, Set in Order and Shine are properly maintained. 6.2 Problems avoided by Implementing Standardization: Standardize integrate Sort, Set in Order and Shine into a unified whole. After all what good is the implementation of first three pillars if condition constantly deteriorates to what they were before implementation? Here are some problems that results when we do not implement Standardize well: 1] Condition goes back to their old undesirable levels even after 5S implementation campaign. 2] At the end of the day, piles of unneeded items are left as it is in work place. 3] Storage site becomes disorganized and must be put back in order at the end of the day

The basic purpose of standardize pillar is to prevent setbacks in the first three pillars, to make implementing them a daily habit and to make sure that all the three pillars are maintained in their fully implemented state. 6.3 Implementation of Standardization at Toybanks storehouse: Step1: Assign 3S responsibilities. When it comes to maintaining three pillar conditions, everyone must know exactly what they are responsible for doing and exactly when, where and how to do it. If people are not clear 3S job assignments based on their workplaces, the Sort, Set in Order, and Shine activities will not have much meaning. Similarly, Clear 3S instructions given to the people who deliver toys. Toy donors, volunteers must be encouraged to join full 5S Implementation. Tools for assigning 3S Responsibilities include:

5S Maps 5S Schedule 5S Job Cycle Charts 25

1. 5S Maps 5S map is a map of the work area used to evaluate current locations of storage and operations and decide best locations for these items.

Fig. 6.1 5S Map for Toybanks Storehouse In this Map, 1. Receiving Toys in Area allocated to Receive 2. Classification of Toys and putting each category of Toy into Allocated Shelves 3. Wrapped Toys Comes to Ready To Area

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2. 5S Schedule 5S schedule shows in detail, who is responsible for cleaning which shine target and what is frequency to the particular Shine activity.
Shine Targets What Contains Removing accumulated on boxes it Tasks Frequency /Month dirt 2 times Tools Needed Cloth Mr. Ajit Responsibility

Store House Toys, Items Carton Boxes

sterilizing dirty soft toys 2 times Washing machine Equipments Racks, Sliding Sweeping of Racks and 2 times Gate, ladder, Shelves Fan Oiling of Slider gate of 1 time storehouse Lubricating oil Broom Mr. Ajit

Sweeping of ladder Floor Space

2 times

Broom Broom, cloth, cleansing agents Mr. Ajit

Floor Area of Sweeping of floor Space 2 times Storehouse, Walls and walls

TABLE 6.1 5S SCHEDULE 3. 5S Job Cycle Chart In 5S Job cycle chart 5S duties are sorted out according to 5 pillars and job scheduling cycle. Each 5S assignee can then use these charts as 5S check list.

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Date:

5S Job Cycle Chart For ToyBank

Entered by: Standardize Set in order

JOB CYCLE

. 1 2 3 4

5 S Job Red tagging Strategy Putting Received toys in allocated area Toy Classification Putting toys in assigned locations Updating Category and Numbers on Carton Boxes while putting /taking

Sustain

Shine

No Sort

A B C D E F O

O O O O

O O O

5 6

away toys in/from shelves Updating Inventory levels on Slates Putting wrapped toys in Ready to Go

O O

O O

area Colour coding of Ready to Go and

half filled Carton boxes Removing dirt accumulated on cartons

O O O O O O O O O O O

O O O O O O O

9 10 11 12 13 14 15 16

Sterilizing dirty soft toys Sweeping of Racks and Shelves Oiling of Slider gate of storehouse Sweeping of ladder Sweeping of floor Space and walls Preventive Sort procedures 5S Training sessions Rewards and Recognition

O O

TABLE.6.2 5S JOB CYCLE CHART 28

Job Cycle Code A is Continuously B is Weekly C is Once in two week D is Once a Month E is Quarterly F is Occasionally

Step 2: Integrating 3S duties into regular work duties. If people carry out three pillar maintenance duties only when they see three pillar conditions slipping, then 5S implementation has not yet taken root. Maintenance must become a natural part of everyones regular work duties. Visual 5S and five minute 5S are two approaches that help make 5S maintenance work part of the every day work routine. Visual 5S: The visual 5S approach makes the level of five pillar conditions obvious at a glance. Visual controls are devices that tell us at a glance how work should be done. Clearly, the use of 5S controls is central to the successful implementation of visual 5S. Five minute 5S: Another mechanism is 5-minute 5S. Dont get hung-up on the 5-minute part of this activity; its just an easy to remember tag. However, think of it as something you do quickly. One can use a visual display to make it easier to track your 5-Minute 5S activities.

Step 3: Check on 3S Maintenance level. After we have assigned three pillar jobs and have incorporated three pillars maintenance into the everyday work routine, we need to evaluate how well the three pillars are being maintained. For this we can use a Standardization-level check list. To evaluate the effectiveness of the maintenance activities, evaluator ranks the Sort, Set in Order and Shine levels on a scale of 1 to 5. Such Check list can be made for specific work places. Such Checklist is prepared for Toybank. 29

5S Audit Checklist - Workplace Evaluation Date: Auditor: Ms. Shweta Chari Score Category Item Red tagged items are put in Red tag area. Items are present in outside plastic bags, cartons Sort ( Organize ) Red tag area items are not properly tagged or disposition in a timely manner Subtotal (15 marks) Items are put at their allocated places Carton boxes are put up with tags mentioning Date, count and category of toys Half filled cartons/ Ready to Go cartons put up with Yellow & Green stickers. Set In Order ( Orderliness ) Toy classification time is occurring and as with Toy 1 2 3 4 5 T Time: Work Area: Toybank Storehouse

predetermined

schedule

classification manual Inventory status on slates is updated whenever changes made in toy inventory. Subtotal: (20 marks) Shine activities occurring as per schedule. Shine Toolbox is not easily accessible. Shine ( Cleanliness ) Lines, labels, signs, etc. are in proper condition and are readable Work Place is pleasant. Subtotal: (20 marks) Documentation is being done timely Standardize ( Adherence ) How many items, relevant to the work, can't be located in 5 / 30 seconds Visual 5S controls being maintained 30

Subtotal: (15 marks) 5S Trainings received by people working in Sustain (Selfdiscipline) Storehouse. 5S audits schedule is followed. Rewards and Recognition for Employees. Subtotal: (15 marks) Total (75 marks) TABLE 6.3 5S AUDIT CHECK LIST

No.

of

boxes/ Name of the Donor Sr. No. Donor 1 2 3 4 5 6 7 8 9 10 TABLE 6.4 DATA SHEET A TO BE FILLED AT THE TIME OF RECEIVING TOYS Type Contact no. Address bags received Donor's Receiver's

Signature signature

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Step 4: Preventive Sort procedures. Preventive sorting means that instead of waiting until unneeded items accumulate; we find ways to prevent their accumulation. To achieve this in Toybank, the sources of noncore items such as books, clothes etc. can be identified and these items can be diverted to other NGOs dealing with these items. For example clothes can be directly diverted to NGO named Goonj which collects clothes in the form of donations and distribute them to needy people. Similarly books can be diverted to NGO named Teach India which deals with books distribution to needy children.

Some documentation and flowcharts drawn to avoid mistakes in inventory control and storehouse operations are shown in next few pages.

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TABLE

6.5 DATA SHEET B TO BE FILLED AT THE TIME OF CLASSIFYING TOYS

TABLE

6.6 DATA SHEET C TO BE FILLED AT THE TIME OF WRAPPING SESSION

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Chapter 7: Implementing 5th S (Shitsuke: Sustain)


7.1 Definition of Sustain Sustain means to make a habit of properly maintaining correct procedures. Sustaining something means usually you think of it as drawing on something from inside yourself in order to maintain a course of action- even when forces in your life challenge this effort. 7.2 Problems avoided by Implementing Sustain: Here are some of the things that happen in a company when commitment to the 5 pillars is not sustained. 1] Unneeded items begins piling up as soon as sorting is completed. 2] No matter how well Set in Order is planned and implemented items and tools do not get back to the assigned places to them. 3] No matter how dirty workplace becomes, little or nothing is done to clean it. 4] Items are protruding into walkways causing people to trip and get injured. 5] Dark, dirty, disorganized workplace lowers employees morale.

7.3 How to Implement Sustain? 7.3.1 Creating Conditions to Sustain The implementation of the Sustain pillar is different from that of the Sort, Set in Order, Shine or Standardize pillars in the sense that the results are not visible and can not be measured. Commitment to it exists in peoples heart and minds and only their behaviour shows its presents. Because, of this it can not be implemented like a technique. However, we can not create conditions that encourage the implementations of Sustain Pillar.

The types of conditions that are most useful to Sustain are:

1] Awareness: If employees need to understand what the 5 pillars are and how important it is to sustain them. 2] Time: You need to have or make enough time in your work schedule to perform 5S Implementation. 3] Structure: You need to have structure for how and when 5S activities will be implemented.

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4] Support: You need to have support for your efforts from management in terms of in terms of acknowledgement, leadership and resources. 5] Rewards and Recognition: Employees efforts for maintaining 5 pillars must be rewarded. 6] Satisfaction and Excitement: The implementation of the five pillars needs to be fun and satisfying for you and the company. This excitement and satisfaction gets communicated from person to person, allowing 5S implementation to build as it involves more people. 7.3.2 Role in Implementation In 5S implementation both employees and management plays a vital role. The role consists of creating conditions that sustains 5S and demonstrating commitment to 5S yourself. 1. The role of Management: 1] Educating yourself and co-workers about 5S concept, tools and techniques. 2] Creating team for implementation. 3] Allowing time for implementation and creating schedule for this work. 4] Providing resources for 5S implementation. 5] Acknowledging and supporting 5S efforts. 6] Encouraging creative involvement by all employees, listening to their ideas and acting on them. 7] Promoting ongoing 5S efforts. 2. The role of Employees: 1] Continuing to learn more about 5S implementation 2] Helping other co-workers to about 5S 3] Being enthusiast about 5S implementation 4] Helping to promote 5S efforts. 5] Taking initiative to figure out ways to implement 5S in their own work.

7.3.3 Tools and techniques to Sustain 5S: 1. 5S slogans: 5S slogans communicate the themes of the 5Pillar campaign in your organization. They are most effective when suggested by employees. They can be displayed on stickers, flags or posters.

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2. 5S Posters: Posters displaying 5S slogans or descriptions of 5S activities can be posted throughout the workplace. They can serve and remind everyone of the importance of the five pillars, or to communicate the results or status of 5S activities.

3. 5S Photo Exhibits and Storyboards When it comes to communication about 5S implementation picture is worth a thousand words is definitely true. Photo exhibits and story boards showing the before and after 5S implementation activities are powerful tools for promoting 5S. Photos and story boards can also communicate the status of five pillar activities.

4. 5S Months Organization should designate 3-4 months every year as 5S Months, various activities such as 5S seminars, field trips and contests can be carried out to further promote 5S implementation in the organization.

Next pages shows 5S poster and Flowcharts created for Toybank Storehouse.

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7.4.1 5S Poster (hung in Storehouse premises) Operations Manual for Toybank Store House RECEIVING New carton boxes must be stored in Receiving Area assigned in the storehouse. Necessary entry details about the receipt of carton boxes must be noted in sheet A Sorting session must be planned within 6 days of the date of receiving Toys will be placed in the racks only after sorting SORTING/CLASSIFYING TOYS Toys in received carton boxes must be classified as per the Toybanks rules and then must be placed in area allocated for each type of toy. Necessary entry details about the sorting session must be noted in sheet B Ensure that all the toys go into right racks/shelves allocated. Check for yellow tag cartons. Yellow tag cartons are open /half filled cartons in the racks. Place sorted toys in yellow tag cartons first, update the label and then use new cartons for filling. While putting toys in New / Empty carton boxes please, count the number toys put in the carton box and stick new label to it. The label on each carton box must contain the information about Number of toys, Date & Category of toy. Update the total toy & carton box count in the slates placed on the racks. During sorting of toys unwanted/damaged toys must be thrown out. At the end of sorting session one must take photograph of junk material & final position of storehouse. Place Red tag on Non Core Toybank items, occupying space from a long time (e.g. showpiece, clothes, travel bags etc.) Remove these items as early as possible. C.WRAPPING AND DISTRIBTING Toys to be distributed must be wrapped 3 days before the date of the distribution drive. Necessary entry details about wrapping and distribution must be noted in sheet C Check for yellow tag cartons. Yellow tag cartons are open /half filled cartons in the racks. Remove toys for wrapping from yellow tag boxes first. 37

Place yellow tags on sealed boxes opened/half filled after removing toys. Carton boxes (of wrapped toys) must be kept in Ready to Go Area assigned in storehouse. Update the total toy & carton box count in the slates placed on the racks after removing toys. Put a Green Tag on the carton boxes ready to be distributed after wrapping session. Place green tagged carton boxes in Ready to go area assigned and do not mix with the received toys.

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7.4.2 5S Photo Exhibits Before 5S

Fig. 7.1 Toybank Storehouse before 5S

39

B. After 5S

Fig. 7.2 Toybank Storehouse after 5S

40

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Chapters 8: Benefits Achieved After Implementing 5S in Toybank Storehouse


Following benefits are observed because of implementing 5S: 8.1 Organized Workplace: Storehouse is now a more organized. There is place allocated for each category of toy. Shelves are easily identifiable as nameplates are put on each shelf. Toolbox is prepared to regular as well as shines activities. 8.2 Maximum utilization of Storehouse space. Due to removal of unneeded items from the storehouse place and maximum utilization of shelves storing capacity of is increased. Previously, out of 18 shelves only 14 being utilized because inaccessibility of shelves as well as unneeded stuff was stored in shelves. But, after implementing 5S all the 18 shelves can be utilized. This has increased storing capacity by almost 30-35%. 8.3 Improved accessibility of Toys. As toys are defined into 8 categories and each category has been assigned a definite place in the storehouse the accessibility of toys has been tremendously improved. Now, every required toy category can be accessed within 30-45 seconds. Besides this the toys going for the toy distribution event also placed in particular place so that is also an added advantage as these toys doesnt get mixed with unclassified toys. 8.4 Less fatigue to employees After 5S implementation lot of floor area is freed. So that person can freely move within storehouse place. Also, toys are assigned places based on their frequency of use, their carton boxes weights etc. So this has reduced the fatigue of person working in Storehouse. 8.5 Less chances of breakdown and pilferage of toys Implementation of 5S has reduced the chances of breakdown of toys, as no toys lie freely on free space or in shelf. Also no toy is lying close to the sliding gate of the storehouse. This reduces the chances of pilferage of toys.

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8.6 Improved utilization of cartons. Due to colour coding scheme of the half filled cartons, they can be easily identified. First they are filled or emptied during Sorting and wrapping session. This practice has improved the carton utilization to fullest.

8.7 Better Inventory Management During 5S implementation practices has been developed that to put sticker/ nameplate on the carton boxes indicating toy category, date of packing and toy count of the particular carton box. Besides this slates are hung in the storehouse on which toy count of particular toy category is written for particular date. It is mandatory to update that data whenever some changes are made to the toy count. This has helped to monitor the inventory of toys. At any particular date one can know the count of toys in each category available in storehouse and accordingly can plan for the future toy distribution event.

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Chapter 9: Conclusion
The basic purpose behind implementing 5S is making a workplace cleaner, clearly organized, free of clutter and arranged i.e. making workplace one would proud to work. After, implementing 5S these objectives achieved effectively. Now Toybank storehouse is pleasant place to work in and provides essential support for implementation of other important activities in organization.

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APPENDIX LIST OF FIGURES Fig. 2.1 Issues of store Space utilization and accessibility of toys ........................7 Fig. 2.2 Issues of Waste Items ...............................................................................7 Fig. 2.3 No toy classification and allocation of place for toy categories ..............8 Fig. 2.5 Dirt accumulated in the storehouse ..........................................................9 Fig. 3.1 Example of Red Tag ...............................................................................12 Fig. 3.3 Box of Books which forms Non Core Toybank items ...........................13 Fig. 3.4 Broken Baby pram which cant be distributed to children .....................13 Fig. 4.2 5S Map of Storehouse.............................................................................17 Fig. 4.3 Nameplates put on shelves of all racks in the store house ...................18 Fig.4.4 Ready to Go Area ..................................................................................19 Fig. 4.5 Carton box Naming System....................................................................19 Fig. 4.6 Slates showing Inventory status of Toy category ...................................20 Fig. 4.8 Color coding system for carton Boxes ...................................................21 Fig. 5.1 During the Shine activity at Toybank Storehouse ..................................24 Fig. 6.1 5S Map for Toybanks Storehouse .........................................................26 Fig. 7.1 Toybank Storehouse before 5S ...............................................................39 Fig. 7.2 Toybank Storehouse after 5S..................................................................40

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LIST OF TABLES:
FIG. 2.1 ISSUES OF STORE SPACE UTILIZATION AND ACCESSIBILITY OF TOYS ........ ERROR! BOOKMARK NOT DEFINED . FIG. 2.2 ISSUES OF W ASTE ITEMS ................................. ERROR! BOOKMARK NOT DEFINED . FIG. 2.5 DIRT ACCUMULATED IN THE STOREHOUSE ...... ERROR! BOOKMARK NOT DEFINED . FIG. 3.1 E XAMPLE OF R ED TAG .................................... ERROR! BOOKMARK NOT DEFINED . FIG. 3.3 BOX OF BOOKS WHICH FORMS NON CORE TOYBANK ITEMS ERROR!
NOT DEFINED .

BOOKMARK

FIG. 3.4 BROKEN BABY PRAM WHICH CAN T BE DISTRIBUTED TO CHILDREN ......... ERROR! BOOKMARK NOT DEFINED . FIG. 4.2 5S MAP OF STOREHOUSE ................................. ERROR! BOOKMARK NOT DEFINED . FIG. 4.3 NAMEPLATES PUT ON BOOKMARK NOT DEFINED . FIG.4.4 READY TO GO AREA ....................................... ERROR! BOOKMARK NOT DEFINED. FIG. 4.5 CARTON BOX NAMING SYSTEM ........................ ERROR! BOOKMARK NOT DEFINED . FIG. 4.6 SLATES SHOWING INVENTORY STATUS OF TOY CATEGORY ERROR! BOOKMARK
DEFINED . NOT SHELVES OF ALL RACKS IN THE STORE HOUSE ...... ERROR !

FIG. 4.8 COLOR CODING SYSTEM FOR CARTON BOXES .. ERROR! BOOKMARK NOT DEFINED . FIG. 5.1 DURING THE SHINE ACTIVITY AT TOYBANK STOREHOUSE ERROR! BOOKMARK
DEFINED . NOT

FIG. 6.1 5S MAP FOR T OYBANKS STOREHOUSE ........... ERROR! BOOKMARK NOT DEFINED . FIG. 7.1 TOYBANK STOREHOUSE BEFORE 5S ................. ERROR! BOOKMARK NOT DEFINED . FIG. 7.2 TOYBANK STOREHOUSE
AFTER

5S......................................................................ERROR! BOOKMARK NOT DEFINED .

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BIBLIOGRAPHY
[1] 5S for Operators: 5Pillars of the Visual Workplace [2] www.toybank.org [3] www.insyte-consulting.com

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