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Introduction-Toyota

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  • June 13, 2011
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Introduction

Brief outline of the organization
Implementation of 5S with respect of TQM and complement ISO
Organizational culture and change undertaken in implementing 5S

Content
Define 5S
Importance of 5S in the organization
Culture that supports the 5S in the organization
Methodology of 5S implementation
How it can complement TQM and ISO certification
Recommend organizational change that can to be undertaken to further improve quality

Conclusion
Outlook of 5S for the organization
Evaluate the organizational culture and change in implementing quality. Management prospective on 5S in regards to quality.

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An example of 5S by Toyota

Definition of 5S

5S, the brainchild of Hiroyuki Hirano from Japan, is widely considered as being the basis for Lean Manufacturing as it is concerned with stability and standardization to bring about improved safety, quality, delivery performance and cost control.

Why a basis for Lean?

Lean Manufacturing is a methodology derived from the Toyota Production System (TPS) which originated in post World War II Japan. It came about when Kiichiro Toyoda and Taiichi Ohno amongst others explored means of making a high variety of quality cars at minimal cost, given the lack of capital expenditure available at the time. The fundamental principle of TPS is to increase productivity and generate product flow through the value stream by a disciplined and focused effort on eliminating waste. The foundation for TPS is stability, i.e. minimal process variation, this being achieved by standardization of work practices.

What is Waste?

Waste (Muda) in "lean" terms is described perfectly by Wikipedia as being any expenditure of resources for means other than the creation of value for the presumed customer. Waste can include anything from excessive motion and transport of materials to defects,...