5s Implementation in Workplaces Samples for Students-Myassignment

Question: Discuss about the 5S Concept in an Organization. Answer: Introduction The 5S is a Japanese concept of how businesses should approach workplace organization. The strategy creates standards, disciplines, and organization that employees strive to maintain in the workplace as explained by Chiarini (2013). These goals ensure that the workplace is efficient and organized and productivity of employees is improved. 5S Steps Sort This is the first step where an office or company clutter is sorted out, and materials are separated. Relevant and important materials are kept while the junk materials are eliminated from the system. This step is referred to as the seiri in Japanese. Straighten The materials that were considered relevant in the workplace are arranged to ensure the effectiveness of the workplace. Employees should be able to move around their workstations easily and access work materials effectively. It creates order in the workplace and reduces time wastage. The term is referred to as seiton in Japanese. Shine This step involves cleaning all the workplace surfaces and materials on a regular basis. This ensures that the standards of the items are maintained, and any defect could be repaired or items can be replaced to avoid a decrease in productivity. By cleaning all surfaces, it reduces chances of contamination. This term is referred to as seiso in Japanese. Standardize The workflow is managed through the implementation of the first 3S by applying strategies that keep the workplace efficient and productivity is improved. This involves assigning tasks and responsibilities to ensure that the 5S is effective and realizable. Setting deadlines are important as it notifies employees when they are expected to finish a task and present it to the management. In Japanese, standardization is referred to as seiketsu. Sustain This is the final step in the implementation of the 5Swhich involves the development of strategies to make 5S implementation a long-term goal for the organization. Management is expected to undertake analysis on the implementation, and the results of the system created through the 5S to ensure that the desired outcome is realized (Levitt, 2008). These strategies involve bringing employees together to train them on the importance of the 5S implementation in the organization. In Japanese, sustain is referred to as shitsuke. Benefits of 5S implementation in workplaces The 5S strategy increases productivity and efficiency in the workplace. The regular maintenance on work items and surfaces has a preventive maintenance element that improves productivity and eliminates errors that could occur in the systems as pointed out by Fairbanks, C. (2007). The strategy brings implemented through steps with small changes on approach to work. These changes bring major improvements on the various aspects of workplaces that include the safety of the employees, profits, and quality of services and products. The system creates order in the workflow by reducing time spent on one task and eliminates errors that could occur in the system through preventive mechanisms. The visual element of the 5S creates effective communication in the workplace hence operation are improved. Conclusion The 5S lean tool is efficient and could be applied in any workplace setting because of its simplicity in implementation argued by Moore, R. (2007). Application of the strategies has desirable outcomes; institutions should use this strategy in the workplaces to realize their goals and objectives. References Chiarini, A 2013, Lean organization: from the tools of the Toyota Production System to lean office. Milan, Springer. https://public.eblib.com/choice/publicfullrecord.aspx? p=994180. Fairbanks, C 2007, Using Six Sigma and Lean methodologies to improve OR throughput. Aorn J. 14, 92-99 Levitt, J 2008, Lean maintenance. New York, Industrial Press. Leslie, M Hagood, C Royer, A Reece. CP Maloney, S 2006, Using Lean methods to improve OR turnover times. AORN J. 84, 849-855. Meier, J.L 2009, The Toyota Way. New York, McGraw-Hill Morgan, SP Cooper, C 2004, Shoulder work intensity with Six Sigma. Nurs Manag. 35, 28-32. Moore, R 2007, Selecting the right manufacturing improvement tools what tool? When? Amsterdam, Elsevier Butterworth-Heinemann. https://www.sciencedirect.com/science/book/9780750679169. Santos, J Torres, JM WYSK, RA 2015, Improving production with lean thinking. Hoboken, N.J., Wiley. https://rbdigital.oneclickdigital.co