Introduction-Toyota

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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, over-production and inventory. Most literature now describes the 8 wastes, although Toyota have classified many more.

What are the 5S's?

5S is a systematic approach to workplace organization. The 5S's are: 1.Sort (Seiri) - sort out what is needed and get rid of what isn't 2.Set (Seiton) - a place for everything and everything in its place 3.Shine (Seiso) - clean and maintain so always looks like the photo 4.Standardize (Seiketsu) - make it the standard and instill discipline 5.Sustain (Shitsuke) - audit the system and improve it (start again)

It should be mentioned for accuracy that Toyota uses 4S. Sustainability, the fifth "S", is already encompassed within the TPS continuous improvement culture.

Beside the improvements on safety, quality, delivery and cost mentioned above, there are also additional behavioral benefits associated with 5S, such as increased pride and sense of ownership in the workplace, increased discipline and higher employee motivation.

Where does 5S succeed?

Hirano is reported to have said that good workplaces begin with 5S and bad workplaces fall apart beginning with 5S. So why is this?

5S only works when there is top-down commitment from senior management to operator level. Without this any 5S program is doomed from the outset. Also there needs to be an infrastructure in place for sustainability and continuous improvement (time and resources, ideas scheme etc.) otherwise the best you'll achieve is 4S before the system stagnates.

5S will not work if it is not correctly understood. It is not simply a tidying up exercise and if it is believed as such then the program will only succeed to the second "S" before eventually being considered a failure. It works when management understand 5S as being fundamental to good performance rather than secondary to it. 5S succeeds in environments where there is discipline and self regulations in place to ensure standards are kept, this being owned by the workforce itself. Standards are...
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