Journal articles: '5s methodology'

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Orizano-Acuña, V., E. Orizano-Ponce, J. Villanueva-Tiburcio, R. Estacio-Laguna, and S. Muñoz-Garay. "Establishment of the 5S methodology in an agroindustrial microenterprise." Journal of Agro-Industry Sciences 1, no. 1 (June 28, 2019): 25–30. http://dx.doi.org/10.17268/jais.2019.004.

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Al-Toubi, Soud, Prof Babakalli Alkali, Prof David Harrison, and Prof Sudhir C.V. "Application of 5s Methodology: A Case Study Towards Enhancing Spare Parts Processing Efficiency." International Journal of Engineering and Advanced Technology 11, no. 5 (June 30, 2022): 1–15. http://dx.doi.org/10.35940/ijeat.e3508.0611522.

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This study investigates the significance of the 5s methodology and its applications in the efficient development of spare parts logistics and the handling of warehouse processes in the petroleum industry. The Delphi approach was used to obtain expert judgment opinion through a series of questionnaires. The information collected was assessed by a selected panel of experts to gather their consolidated opinion and propose their weighted final judgment. The Gemba walk approach was also used as a tool to describe the personal observation of the executed tasks based on random cross-checks of the interaction between senior staff and their employees to explore opportunities for continuous improvement. The results indicate that employee commitment toward implementing the 5s methodology contributes significantly to improve the processing of spare parts in a warehouse. Furthermore, the analysis exhibited 90.1% efficiency in the spare parts logistics in successive months. The results shows that 5s methodology improve the efficiency of the spare parts processing time in the warehouse and recommend the standardize pillar to be implemented weakly compared to the other four 5s pillars. The study shows the relevance of employees’ commitment toward using the 5s methodology to enhance the continuous improvement initiatives of the spare part logistics. This study explores the significance of the 5s methodology in improving the spare parts logistics in a warehouse and its use to overcome their deficiencies and improving the maintenance activities. It also seeks to eliminate downtime cost while improving safety, quality, and efficiency within the available resources. The research could help managers, operations professionals, and researchers investigate warehouse issues in many other industries.

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Kurmangulov, Albert A., Yulia S. Reshetnikova, Olga I. Frolova, and Natalya S. Brynza. "INTRODUCTION OF THE 5S LEAN MANUFACTURING METHODOLOGY IN THE HEALTHCARE SYSTEM OF THE RUSSIAN FEDERATION." Kuban Scientific Medical Bulletin 26, no. 2 (May 17, 2019): 140–49. http://dx.doi.org/10.25207/1608-6228-2019-26-2-140-149.

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Aim. In this study, we carry out a problem and critical analysis of the process of implementing the 5S lean manufacturing methodology in the Healthcare System of the Russian Federation.Materials. 33 Russian and foreign literature sources indexed in the RSCI, Scopus, Web of Science and PubMed databases were reviewed.Results. This article scrutinizes 5 consecutive steps of the 5S lean manufacturing method for organizing a workplace. This method, which is based on interrelated principles, is being actively introduced into the Russian Healthcare System with the purpose of identifying, reducing and preventing various types of losses.Conclusion. It is shown that the practical realization of the 5S method is hampered by the specifi cs of medical personnel work and the peculiarities of legislative regulation in RF medical organizations. The application of the 5S methodology, taking into account the existing regulatory framework in the fi eld of healthcare, can increase the manageability of workplaces and create conditions for the effective work of medical personnel.

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Moro, Nicolae. "Set in Order – Fundamental Stage for 5S Methodology." International conference KNOWLEDGE-BASED ORGANIZATION 26, no. 1 (June 1, 2020): 238–44. http://dx.doi.org/10.2478/kbo-2020-0038.

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AbstractA useful tool for organizing jobs is the 5S methodology, which is essentially a program structured in five stages to obtain systematically: organization, cleanliness and standardization in the workplace, thus contributing to improving productivity, reducing quality nonconformities and job security problems, being a method that involves employees from all hierarchical levels using standards and discipline. Being a Japanese method for organizing, cleaning, developing and sustaining a productive job, the origin of the name comes from five Japanese words that start with the S sound, respectively: Seiri, Seiton, Seiso, Seiketsu, Shitsuke. This technique was also adopted by the organizations from the strong economies and, by translating the five words from Japanese into English, resulting in an identical name of this methodology: Sort, Straighten, Shine, Standardize, Sustain.

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Vichare, Saurabh, Harsh D. Shah, Deeshen Shah, Maithil Naik, and Prateek Shah. "Implementation of 5S Methodology in Profile Cutting Industry." International Journal of Mechanical Engineering 4, no. 7 (July 25, 2017): 6–11. http://dx.doi.org/10.14445/23488360/ijme-v4i7p102.

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Gao, Sherry Shiqian, Chun Hung Chu, and Fanny Yuk Fun Young. "Integrating 5S Methodology into Oral Hygiene Practice for Elderly with Alzheimer’s Disease." Dentistry Journal 8, no. 2 (March 26, 2020): 29. http://dx.doi.org/10.3390/dj8020029.

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Dementia is a clinical syndrome of loss of intellectual capability. Alzheimer’s disease (AD) is the dominant subtype of dementia and is common among the elderly. Because of impaired memory and disturbed executive functioning, the elderly with AD often have difficulty to perform oral hygiene practice and are at high risk of dental caries and periodontal diseases. These dental problems are ambulatory care-sensitive conditions where effective community dental care can help prevent the need for hospital admission. Community dental care practitioners can formulate effective strategies for the elderly with AD to reduce their risk of dental diseases. One of these strategies is to integrate 5S into oral hygiene practice. 5S was originally developed for organising spaces for people to work efficiently, effectively, and safely. It consists of five steps which are (i) sorting to remove unnecessary items, (ii) setting-in-order to place the items in order of flow, (iii) shining to clean and maintain the environment, (iv) standardising to establish discipline for good oral hygiene habits, and (v) sustaining to keep 5S going by auditing and improving the environment and oral hygiene practice. This system helps the elderly with AD to put things where they belong and keep the workplace clean. Moreover, it facilitates the elderly with AD to perform oral hygiene practice without wasting time and risking injury. This paper discusses the use of 5S to help the elderly with AD build and sustain an effective oral hygiene practice habit to improve their oral health.

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Randhawa, Jugraj Singh, and Inderpreet Singh Ahuja. "An investigation into manufacturing performance achievements accrued by Indian manufacturing organization through strategic 5S practices." International Journal of Productivity and Performance Management 67, no. 4 (April 9, 2018): 754–87. http://dx.doi.org/10.1108/ijppm-06-2017-0149.

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Purpose The purpose of this paper is to evaluate the quantitative and qualitative benefits accrued by an Indian automotive parts industry through strategic 5S implementation initiatives. Design/methodology/approach The study involves evaluation of steps involved in systematic implementation of 5S program methodology in an automotive manufacturing organization and investigation of achievements accrued by the industry through the successful implementation of 5S program. Findings The empirical results of the study have revealed that effective practice of 5S program brings considerable level of improvements in the quality, production, cost optimizations, employee’s morale values and work culture in the manufacturing industry. The industry accrued both tangible and non-tangible benefits through the holistic adoption of 5S principals. 5S principals have been envisioned to further support other quality improvement programs like lean manufacturing initiatives of the organizations. Research limitations/implications The limitation of the study is that this research has been carried out in only manufacturing industry while similar study will be conducted in the service industry also. Originality/value Global competition in the manufacturing sector has provided necessary impetus for manufacturing organizations for affecting continuous improvements in manufacturing performance for achieving sustainability and profitability in the competitive market. 5S implementation is the fundamental tool for the overall achievements in both quantitative and qualitative performance enhancements in the manufacturing as well as service organizations.

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Chang, Yung-Chia, and Chuan-Yung Chen. "Prioritisation on 5S activities for a semiconductor wafer fabrication: an empirical study." International Journal of Quality & Reliability Management 31, no. 4 (April 1, 2014): 380–94. http://dx.doi.org/10.1108/ijqrm-01-2012-0003.

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Purpose – Semiconductor wafer fabrication (FAB) is recognized as one of the most complex manufacturing systems. A newly built FAB has to pass various audits from its customer before the customer's wafers are initially produced. 5S audit is one of them. In order to comply with customer (auditor) expectations toward 5S practice, this paper assists wafer fabrication managers in allocating the limited resources to places that are valued most by their customer. The paper aims to discuss these issues. Design/methodology/approach – This paper applied Yang's refined Kano model to Ho's 5S checklist to prioritise these checkpoints for a FAB. An empirical study based on Ho's 5S checklist from experienced internal auditors (respondents) to prioritise 5S activities was explored to justify its feasibility for a FAB and importance-satisfaction for customer. Findings – An empirical study in a case FAB demonstrated how the refined model prioritised 5S activities based on Ho's 5S checklist. The result of this study further showed that quality attributes possess different identities, which could offer management more framable scopes to implement 5S practice and sustain 5S scene management. Research limitations/implications – Since this empirical study was focused on a 300-mm wafer fabrication company, the results and findings may not generally explain other wafer-size fabrications. Practical implications – This study was applied to a real-world case of a newly built 300-mm semiconductor fabrication in Taiwan. It is a straightforward bridge to link a methodology in a practical manner to disseminate information to both researchers and practitioners. Originality/value – From the adoption of the refined Kano model, specific required check points for 5S practice are transformed from subjective, conceptual and linguistic practice to be identified, quantified and prioritised for semiconductor wafer fabrication under resources constraints to cater customer's 5S expectations and to generate more attention in building-up a much more robust scene management. This paper provided a systemic way to prioritise 5S activities for a semiconductor wafer fabrication.

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Singh, Arashdeep, and Inderpreet Singh Ahuja. "Evaluating the impact of 5S methodology on manufacturing performance." International Journal of Business Continuity and Risk Management 5, no. 4 (2014): 272. http://dx.doi.org/10.1504/ijbcrm.2014.068010.

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Rizkya, I., R. M. Sari, K. Syahputri, and N. Fadhilah. "Implementation of 5S methodology in warehouse: A case study." IOP Conference Series: Materials Science and Engineering 1122, no. 1 (March 1, 2021): 012063. http://dx.doi.org/10.1088/1757-899x/1122/1/012063.

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Freitas, Denise Souza de, Maiara Moreira Lucas, Maria Everlandia da Silva Pereira, Mirla Dayanny Pinto Farias, Leiliane Teles César, and Herlene Greyce da Silveira Queiroz. "5S Program: Definition of a methodology and implementation in laboratories at the Federal Institute of Ceará – Campus Sobral." Research, Society and Development 10, no. 5 (May 11, 2021): e41710515118. http://dx.doi.org/10.33448/rsd-v10i5.15118.

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The 5S Program is a Quality Management program created in Japan and today known and used worldwide, including in Brazil, in order to generate improvements in the work environment. This work had as main objective to evaluat the efficiency of the implementation of the 5S Program in the Laboratory of Sensory Analysis and in the Pilot Plants of Meat and Fish, Bakery and of Dairy of the Federal Institute of Ceará – Campus Sobral. The implantation took place at the same time in the four laboratories and was divided in to three phases: Pre – implantation or initial phase, the bases for the implantation were defined; Implementation of the “5S”, the five senses of quality were applied; E Post – implementation or final phase, actions were taken to promote continuous improvement. In the initial diagnosis, pre – implantation phase, using a checklist, the laboratories presented the following complianse results: Sensory Analysis 46% (Regular), Meat and Fish 50% (Regular), Bakery 40% (Regular) and Dairy 38% (Insufficient). In the implementation phase of the “5S”, the results obtained were qualitative with regard to the environmental transformation generated. In the Final Evaluation, post – implantation phase, through the application of the same checklist, the laboratories presented the following complianse results: Sensory Analysis 90% (Good), Meat and Fish 86% (Good), Bakery 78% (Good) and Dairy 90% (Good). Through the evolution shown in the images and graphics, it is concluded that the 5S is na efficient program capable of generating significant improvements in the work environment.

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WOLNIAK, Radosław. "Analysis of the 5S method functioning in a production company." Scientific Papers of Silesian University of Technology. Organization and Management Series 2020, no. 146 (2020): 523–31. http://dx.doi.org/10.29119/1641-3466.2020.146.37.

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Purpose: The goal of the paper is to analyses process of implementation and effectiveness of 5S method in an industrial enterprise. Design/methodology/approach: Critical literature analysis, questionnaire analysis, case study analysis. Findings: On theexample of industrial organization that was in the presented paper an analysis of effectivenes of 5S implementation. On the basis of conducted analysis the main objectives of using 5S are: order in the workplace, maintenance of cleanliness and efficiency of machines and devices, shorter duration of activities. The main causes of problems with 5S implementation are connected with no time to do the work and lack of funds. The overall rating of efficiency of 5S method in analyzed enterprise is very good. Originality/value: Detailed analysis of main objectives of using 5S method and the main causes of problems with it in the industrial enterprise

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Jaca, Carmen, Luis Paipa-Galeano, Elisabeth Viles, and Ricardo Mateo. "The impact of a readiness program for implementing and sustaining continuous improvement processes." TQM Journal 28, no. 6 (October 10, 2016): 869–86. http://dx.doi.org/10.1108/tqm-08-2014-0067.

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Purpose The purpose of this paper is to describe a readiness programme designed to increase employees’ awareness of order and cleanliness as a way of building the necessary foundation for implementing and sustaining continuous improvement processes. In this paper, the authors propose a new readiness programme based on the principles of 5S, with the aim of strengthening employees’ motivation and involvement prior to 5S being implemented. Design/methodology/approach The research is based on case study methodology, followed by a programme of four structured activities. The validity of the programme is shown through the implementation of the activities in two different organizations. Findings The readiness programme was applied before 5S was successfully implemented. The degree of awareness and motivation of the programme participants improved as a result of these activities. Moreover, the activities increased people’s motivation to participate in improvement activities. Originality/value Applying a readiness programme before implementing 5S can help organizations to achieve and sustain improvement activities, thus increasing worker commitment and motivation.

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Gupta, Shaman, and Sanjiv Kumar Jain. "An application of 5S concept to organize the workplace at a scientific instruments manufacturing company." International Journal of Lean Six Sigma 6, no. 1 (March 2, 2015): 73–88. http://dx.doi.org/10.1108/ijlss-08-2013-0047.

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Purpose – The purpose of this paper is to use the 5S tool to assist a small-scale manufacturing organization to become more productive and more efficient. Design/methodology/approach – A simple approach has been adopted to create the teams for implementing 5S. Cause-and-effect diagram has been studied for shop floor analysis. Later, four data collection methods have been used to ensure right implementation of the 5S. Findings – In the frames of this case study, it has been analyzed that implementation of “5S” resulted in overall improvement of the organization. With the implementation of “5S”, major benefits in the form of tool searching time have been achieved. Tool searching time from shop floor has been reduced from 30 minutes to 5 minutes. “5S” audit has been conducted in the organization. “5S” audit score has been increased from 7 (Week 1) to 55 (Week 20). Practical implications – 5S is a powerful tool and can be implemented in various industries whether micro, small, medium or large. Implementation of 5S has large horizontal development and can be implemented in all the workstations of an organization. Originality/value – The publications and case study presented in this paper will be useful to researchers, professionals and others concerned with this subject to understand the significance of 5S.

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Randhawa, Jugraj Singh, and Inderpreet Singh Ahuja. "Examining the role of 5S practices as a facilitator of business excellence in manufacturing organizations." Measuring Business Excellence 21, no. 2 (May 15, 2017): 191–206. http://dx.doi.org/10.1108/mbe-09-2016-0047.

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Purpose The purpose of this study is to evaluate the role of 5S initiatives as a facilitator of accruing business excellence in the manufacturing organizations. Design/methodology/approach The study involves empirical investigation of 92 manufacturing organizations to evaluate the contributions of 5S initiatives toward accruing business performance excellence in the respondent organizations. The study involves nine significant stimulants for 5S implementation and seven crucial performance parameters leading to realization of business excellence in manufacturing organizations. Findings The results clearly indicate close association between the significant nine stimulants for 5S implementation and seven crucial business excellence performance parameters. The study also establishes that 5S initiatives can significantly facilitate achievement of business excellence in the manufacturing organizations. Originality/value The study deploys various statistical and validation techniques to evaluate the contributions of effective 5S approach as a facilitator for accruing business excellence in manufacturing organizations.

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DOĞAN, Yavuz, Aydan ÖZKÜTÜK, and Özlem DOĞAN. "Implementation of “5S” Methodology in Laboratory Safety and Its Effect on Employee Satisfaction." Mikrobiyoloji Bulteni 48, no. 2 (April 28, 2014): 300–310. http://dx.doi.org/10.5578/mb.7053.

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Randhawa, Jugraj Singh, and Inderpreet Singh Ahuja. "5S – a quality improvement tool for sustainable performance: literature review and directions." International Journal of Quality & Reliability Management 34, no. 3 (March 6, 2017): 334–61. http://dx.doi.org/10.1108/ijqrm-03-2015-0045.

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Purpose The purpose of this paper is to present the comprehensive literature review on 5S and suggest possible gaps from the point of view of researchers and practitioners. The manuscript presents the overview of 5S implementation and highlights the achievements realized from deployment of 5S initiatives for sustainable performance of organizations. Design/methodology/approach The paper critically examines the literature on 5S, analyzes and reviews it systematically. The study highlights the critical barriers and success factors for sustainable 5S implementation in the organizations in the competitive world. Findings 5S is an outstanding Japanese philosophy for the development of any type organization all over the world. This study bring out the concept of 5S, requirements for its holistic implementation, relationship with other lean tools, benefits, success factors and obstacles in 5S implementation. The significant contributions through 5S initiatives in the organization like production, quality, safety and effective utilization of workspace for the sustained organizational improvement have also been highlighted in the study. Practical implications The literature on assortment of 5S technique has been so far very limited. The present paper reviews large number of research publications related to 5S to highlight the significance of 5S philosophy in the sustainable organizational improvement across the world. It foregrounds the approach advised by the various researchers, practitioners and appraises censoriously the reason behind the demand of 5S program in the organization. The needful steps and obstacles are also foreground for the effective implementation of 5S in the organization. Originality/value The paper presents a comprehensive review of literature publications in the area of 5S and their assortment to develop an understanding of the significance and implementation of 5S in the organizations. The paper will be helpful or useful to researchers, safety executives, development professionals and managers in the organizations.

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Moro, Nicolae, and Florin Ilie. "The Applicability of the First Stage of 5S Methodology to Improve the Quality of Processes in Military Organizations." International conference KNOWLEDGE-BASED ORGANIZATION 25, no. 1 (June 1, 2019): 261–66. http://dx.doi.org/10.2478/kbo-2019-0043.

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Abstract The paper addresses the first step of the 5S methodology, a widespread methodology in organizations that has as its primary focus the continuous improvement of the quality of material goods production processes or customer service delivery. This methodology has a very good application area within the defence system because this field is essentially based on a very strong organizational culture with a number of specific rigor and standards that contribute to the implementation of the five concrete stages of this methodology. In a synthetic analysis of these types of organizations, it is obvious that these activities necessary for the application of this useful tool for the organization of jobs have a solid foundation but it should be restructured according to the criteria set out in the 5S methodology.

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Kandpal, Rohit K. "Efficiency Improvement Opportunities of Unorganized Manufacturing Sector Using 5S Methodology." i-manager's Journal on Mechanical Engineering 5, no. 4 (October 15, 2015): 19–26. http://dx.doi.org/10.26634/jme.5.4.3617.

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Singh, Arashdeep, and Inderpreet Singh Ahuja. "Review of 5S methodology and its contributions towards manufacturing performance." International Journal of Process Management and Benchmarking 5, no. 4 (2015): 408. http://dx.doi.org/10.1504/ijpmb.2015.072320.

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Shamsi, Hammad Saeed. "5S Conditions and Improvement Methodology in Apparel Industry in Pakistan." IOSR Journal of Polymer and Textile Engineering 1, no. 2 (2014): 15–21. http://dx.doi.org/10.9790/019x-0121521.

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Srinivasan, Siddarth, Laura Hughes Ikuma, Mahmoud Shakouri, Isabelina Nahmens, and Craig Harvey. "5S impact on safety climate of manufacturing workers." Journal of Manufacturing Technology Management 27, no. 3 (April 4, 2016): 364–78. http://dx.doi.org/10.1108/jmtm-07-2015-0053.

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Purpose – 5S is a commonly used Lean tool that focusses on creating an organized work environment, but the effects of 5S on safety climate are not as well studied. The purpose of this paper is to determine the impact of a 5S event on safety climate. Design/methodology/approach – This pre-test post-test study examines the effect of implementing 5S on safety climate of the packaging area of a manufacturing plant. Two groups of employees (case and control groups) completed a safety climate questionnaire (Safety Climate Assessment Toolkit) prior to the 5S event, one month after, and two months after. Findings – Total safety climate significantly improved for the case group but remained unchanged for the control group over the study period. Specifically, management commitment and involvement dimensions of safety climate improved for the case group. Practical implications – These results show that two important aspects of safety climate (management commitment and involvement) can be significantly, positively influenced by successful 5S events, which may translate to improved safety overall. Originality/value – Prior literature on 5S speculates a positive impact of 5S on safety and safety climate, but this assertion is not well supported with empirical evidence. This study provides quantitative measurement of positive safety climate changes that resulted from a successful 5S event. The results provide additional incentive for management to continue 5S and other Lean activities with the possibility of also improving safety.

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Chang, Yung-Chia, and Chuan-Yung Chen. "Prioritizing 5S activities by Kano model with modified CS coefficient for a semiconductor wafer fabrication during ramp-up stage." TQM Journal 26, no. 2 (March 4, 2014): 109–24. http://dx.doi.org/10.1108/tqm-03-2013-0027.

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Purpose – Semiconductor wafer fabrication (FAB) is recognized as one of the most complex manufacturing systems. A newly built FAB has to pass various audits from its customer before the customer's wafers are initially produced. 5S audit is among one of them. When building a state-of-the-art 300 mm/130 μm FAB, it is common to find hundreds of action items to complete in order to comply with the customer's (auditor) expectations toward 5S practice. The purpose of this paper is to assist wafer fabrication managers in allocating the limited resources on 5S practice to the places that are valued most by their customer. Design/methodology/approach – This study proposes an application of the Kano model with a modified customer satisfaction coefficient (CS coefficient) to effectively prioritize thousands of action items for a wafer fabrication. Findings – Some new discoveries associated with shop floor management that may be neglected by academicians and practitioners are presented here. Surprisingly, greatly substantial non-linear contributions of attractive to-scene management are revealed with little efforts on the 5S practice. These attributes prove to be impressive to customers and typical instructions beneficial to future 5S practice are embraced as well. Practical implications – A real case drawn from a 300 mm semiconductor wafer FAB in Taiwan is analyzed to demonstrate the effectiveness of this approach. Originality/value – From the adoption of this proposed methodology, an influential set of specific required checkpoints for 5S practice is transformed from subjective, conceptual and linguistic practice to be identified, quantified and prioritized for semiconductor wafer fabrication under resources constraints to cater the customer's 5S expectations and to generate more attentions in building-up a much more robust scene management.

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Randhawa, Jugraj Singh, and Inderpreet Singh Ahuja. "Structural equation modeling for validating impact of 5S implementation on business excellence of manufacturing organizations." International Journal of Quality & Reliability Management 34, no. 9 (October 2, 2017): 1592–615. http://dx.doi.org/10.1108/ijqrm-08-2016-0129.

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Purpose The purpose of this paper is to deploy structural equation modeling (SEM) technique to empirically validate the interrelationships amongst significant variables of 5S implementation and business excellence performance parameters (BEPP) in SEM_5S model. Design/methodology/approach The confirmatory factor analysis approach is utilized to generate the effective SEM_5S model by using AMOS 20.0 (analysis of moment structures) software. The data have been collected from different manufacturing organizations that have successfully deployed the 5S program by using well-designed questionnaire for the evaluation of SEM_5S model. Findings SEM of 5S various parameters has established that attributes like top management involvement initiatives, employee involvement initiatives, basic 5S initiatives (BFSI) and fifth S initiatives (Shitsuke) should be holistically emphasized during the implementation of 5S program, leading to attainment of high level of melioration in the BEPP. SEM has been deployed to evaluate the original and modification indices of the model, which further establishes the improvement in SEM’s effectiveness. The model establishes the significant impact of 5S implementation on business excellence of manufacturing organizations. Originality/value The outcomes of the study will help the organizational managers, HR executives and practitioners from manufacturing organizations to know about the significant factors which should be followed holistically to achieve overall organizational business excellence through strategic 5S initiatives.

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Ishijima, Hisahiro, Kaori Nishikido, Masashi Teshima, Sayumi Nishikawa, and Eman Abdul Gawad. "Introducing the “5S-KAIZEN-TQM” approach into public hospitals in Egypt." International Journal of Health Care Quality Assurance 33, no. 1 (December 17, 2019): 89–109. http://dx.doi.org/10.1108/ijhcqa-06-2018-0143.

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Purpose The purpose of this paper is to identify how the introduction and dissemination of the 5S-KAIZEN-TQM approach positively influence the Egyptian health sector and its sustainability. It also seeks to encourage effective and efficient introduction of the 5S-KAIZEN-TQM approach into the health sectors of low- and middle-income countries. Design/methodology/approach The pilot program introducing the 5S-KAIZEN-TQM approach into five Egyptian public hospitals spanned over 13 months from January 2016 to February 2017. During the pilot program, a series of interventions occurred to introduce the approach, such as seminars on the 5S and KAIZEN approach, consultation visits and progress report meetings. Data and information were collected through conducting interviews, observing directly and evaluating the implementation progress of 5S-KAIZEN-TQM activities. Findings The study identified the following factors in effective and efficient dissemination of 5S-KAIZEN-TQM activities in the Egyptian health sector: restructuring the quality management structure to establish Quality Improvement Teams and Work Improvement Teams in hospitals, generating strong leadership and commitment among leaders, conducting effective in-house trainings on the 5S-KAIZEN-TQM approach, monitoring and following up on 5S-KAIZEN-TQM activities and introducing the 5S-KAIZEN-TQM approach using non-clinical sections, which could also influence the sustainability of the activities. Originality/value This study holds value in its clarification of meaningful ways to disseminate and encourage the sustainability of the 5S-KAIZEN-TQM approach in Egyptian public health facilities. Moreover, officials from the Ministry of Health and Population and hospital managers in Egypt can use the findings to plan and disseminate this approach nationwide.

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Randhawa, Jugraj Singh, and Inderpreet Singh Ahuja. "Evaluating impact of 5S implementation on business performance." International Journal of Productivity and Performance Management 66, no. 7 (September 11, 2017): 948–78. http://dx.doi.org/10.1108/ijppm-08-2016-0154.

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Purpose The purpose of this research paper is to evaluate the contributions of 5S implementation in the Indian manufacturing industries and its impact on the enhancement of their business performance. Design/methodology/approach The research study has been accomplished in the large number of manufacturing organizations that have successfully imbibed the 5S technique or are in the process of implementing 5S initiatives alone or along with other lean manufacturing practices. An elaborated “5S Questionnaire” has been designed to determine the contextual factors and their impact on the enhancement of business performance. Findings The results reveal that the majority of organizations have shown total commitment toward the implementation and objective realization of 5S quality policy at all levels in the organizations. The implementation of 5S has facilitated manufacturing organizations to accrue significant benefits such as improvement in overall organizational, productivity, quality, safety, employee morale values, effective workspace utilization, and cost optimizations. The results also show the elimination of serious chronic manufacturing system problems such as delays, breakdown, demoralized employees, declining profits, and dissatisfied customers through holistic 5S implementation. Research limitations/implications The limitation of the study is that it encompasses only the manufacturing organizations, while a similar study can also be conducted in services sector also. Originality/value The study highlights the detailed contributions of 5S principles in the development of manufacturing organizations and its impact on the enhancement of business performance for remaining competitive in global market world.

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Gupta, Shaman, and Pankaj Chandna. "A case study concerning the 5S lean technique in a scientific equipment manufacturing company." Grey Systems: Theory and Application 10, no. 3 (April 10, 2020): 339–57. http://dx.doi.org/10.1108/gs-01-2020-0004.

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PurposeThis paper's purpose is to help a scientific equipment company make use of the 5S tool on the shop floor so that the organization can become progressively beneficial and increasingly productive.Design/methodology/approachThe organization has adopted a simple approach for making a suitable team for 5S tool implementation at the workplace. After that, they have used three types of data-collection methods so that these methods could help in the correct introduction of the 5S tool in the business workplace. They have also analysed the regression analysis with the genetic algorithm for the audit scores to predict the behaviour of 5S implementation in the coming weeks.FindingsIn this case study, it has been found after the suitable analysis that the 5S tool implementation has resulted in the overall benefits of the workplace. The major benefit achieved with the 5S tool is that the searching time for the tool in the workplace has been improved significantly. Also, the safety level is increased. The 5S audit has been carried out in the workplace and the audit score has been improved from the level of 6 scores (in week 1) to 72 score (in week 24).Practical implications5S tool has emerged as an incredible asset and it tends to be actualized in any of the ventures whether it is of a miniature, small, medium or large scale industry. The 5S tool can be applied horizontally at a large scale and it can be applied to almost all the workstations in the workplace.Originality/valueThe presented productions and contextual investigation for the 5S tool will be helpful and useful for all the analysts, experts and all other people who are worried about this subject of the 5S tool and its implementation in the organization.

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Fernández Carrera, Jon, Alfredo Amor del Olmo, María Romero Cuadrado, María del Mar Espinosa Escudero, and Luis Romero Cuadrado. "From Lean 5S to 7S Methodology Implementing Corporate Social Responsibility Concept." Sustainability 13, no. 19 (September 29, 2021): 10810. http://dx.doi.org/10.3390/su131910810.

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Introducing methodologies that promote innovation and continuous improvement in organizations is no longer optional; therefore, organizations are increasingly using methodologies based on Lean principles. Among them, the 6S tool stands out from the rest, commonly used to establish and maintain a high-quality environment, which it has capacity for due to its status as a kaizen process. Thus, this research seeks to evaluate the relationship between Corporate Social Responsibility and the Lean 6S tool and, in the end, create synergies between them in order to enhance the 6S tool’s capabilities. To achieve this, a literature review and analysis of Lean 6S and CSR were performed, and a survey was also proposed to further the understanding of the relationship. With the analyzed sample, it can be confirmed that a relationship exists between the level of implementation of Lean tools and the level of development of CSR policies; therefore, companies that have implemented Lean tools such as 6S are organizations concerned with sustainability, and the hypothesis that organizations that apply Lean also have a high implementation of CSR is validated. Future work should further develop this relationship so that sustainability is no longer considered as implicit in the application of Lean tools but rather as part of them. This research proposes to develop the 6S tool toward the 7S tool to facilitate the inclusion of a CSR policy in a procedural and simple way.

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JESUS, N. M. R., R. S. SOUZA, R. C. M. S. CONTINI, T. M. SOUZA, and T. S. CASTRO. "PROPOSTA DE APLICAÇÃO DA METODOLOGIA 5S EM LABORATÓRIO DE PROCESSAMENTO DE MATERIAIS COMPÓSITOS." Revista SODEBRAS 16, no. 187 (July 2021): 20–26. http://dx.doi.org/10.29367/issn.1809-3957.16.2021.187.20.

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Randhawa, Jugraj Singh, and Inderpreet Singh Ahuja. "Empirical investigation of contributions of 5S practice for realizing improved competitive dimensions." International Journal of Quality & Reliability Management 35, no. 3 (March 5, 2018): 779–810. http://dx.doi.org/10.1108/ijqrm-09-2016-0163.

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Purpose The purpose of this paper is to evaluate the capabilities of 5S program to meliorate the different competitive dimensions of manufacturing organizations and extracts the various significant factors which influence its successful implementation. Design/methodology/approach The paper involves empirical study of responses collected from various manufacturing organizations to investigate the inter-relationships between various 5S implementation success factors and competitive dimensions parameters through different statistical techniques. The study deploys Bonferroni post hoc test to establish the statistical significance of competitive dimensions improvements, progressively accrued over a reasonable period of time, through holistic 5S implementation. Findings The study validates the contributions of 5S program toward realization of significant improvements of various competitive dimensions such as overall organizational achievements, production achievements, quality and continuous improvement achievements, cost optimization achievements, employee-related achievements, effective workplace utilization and safety enhancement achievements accrued by Indian manufacturing organizations. Finally the discriminant validity test has been used in the study for classifying highly successful and moderately successful organizations. Originality/value The research aims to empirically test the relationships among various 5S implementation constructs and competitive dimensions parameters constructs in manufacturing organizations. The research work establishes that 5S initiatives have effectively contributed for realization of significant competitive dimensions, progressively from introduction to maturity phases. The research highlights the key significant implications for manufacturing managers.

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Jiménez, Mariano, Luis Romero, Manuel Domínguez, and María del Mar Espinosa. "5S methodology implementation in the laboratories of an industrial engineering university school." Safety Science 78 (October 2015): 163–72. http://dx.doi.org/10.1016/j.ssci.2015.04.022.

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Attri, Rajesh, Bhupender Singh, and Sunil Mehra. "Analysis of interaction among the barriers to 5S implementation using interpretive structural modeling approach." Benchmarking: An International Journal 24, no. 7 (October 2, 2017): 1834–53. http://dx.doi.org/10.1108/bij-07-2016-0110.

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Purpose The purpose of this paper is to ascertain and analyze the interactions among different barriers of 5S implementation in manufacturing organizations. Design/methodology/approach In this paper, 15 barriers affecting the implementation of 5S in manufacturing organizations have been identified from literature analysis and discussion with academic and industrial experts. Afterwards, identified barriers were validated by using nation-wide questionnaire-based survey. Then, interpretive structural modeling (ISM) approach has been utilized to find out the interaction among the identified barriers in order to develop hierarchy-based model. Findings The research identifies several key barriers which have high driving power and weak dependence power. In this concern, these barriers entail extreme care and handling for successful implementation of 5S. Financial constraints, lack of top management commitment, and no proper vision and mission are found to be the key barriers. Research limitations/implications The developed ISM model is based on experts’ opinion. This developed hierarchy-based model requires further validation by using structural equation modeling approach or by performing detailed case studies. Originality/value In this paper, ISM-based structural model has been recommended for Indian manufacturing organizations, which is a novel exertion in the area of 5S implementation.

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Hama Kareem, Jamal Ahmed, and Othman Abdul-Qader Hama Amin. "Ethical and psychological factors in 5S and total productive maintenance." Journal of Industrial Engineering and Management 10, no. 3 (August 14, 2017): 444. http://dx.doi.org/10.3926/jiem.2313.

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Purpose: The purpose of this paper is to investigate the role of ethical and psychological factors in the implementation of 5S and TPM at cement plants in Kurdistan Region of Iraq.Design/methodology/approach: The mixed methods represented in a questionnaire survey and semi-structured interviews for data collection in the framework of the case study were chosen. The questionnaire survey already has been tested.Findings: The findings of this paper revealed that ethical factors had a larger role than psychological factors in the implementation. Thus, based on the findings, organisations are recommended to provide financial and moral support to employees to enable a comprehensive implementation of 5S and TPM aimed at obtaining the desired results. Originality/value: The current paper tried to introduce a new theoretical contribution by filling the gap in the literature regarding the important role that can be played by ethical and psychological factors of employees in the successful implementation of contemporary techniques, such as 5S and TPM in industrial organizations. This is contrary to what was done most of previous studies such as Ahuja & Khamba, (2008b) Panneerselvam (2012) Singh et al. (2013) and Poduval & Pramod (2015) in the area of 5S and TPM. Where, these studies have focused on studying the other factors such as (organizational, technological, operational and others) in implementing 5S and TPM. This without realizing the fact that it is also necessary to examine factors such as (ethical and psychological) that would affect the capabilities and employee morale before and during the implementation of those techniques (5S and TPM) that are used to bring out the best productivity.

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Dass, Vipul, and Abhishek Jain. "Case study: Implementation of 5S methodology in JCB assembly business unit material storage." International Journal of Engineering Research 6, no. 7 (2017): 373. http://dx.doi.org/10.5958/2319-6890.2017.00041.1.

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Deokar, Ameya. "Improved Methodology for Storage and Quick Retrieval of Hard Files using 5s Principles." International Journal for Research in Applied Science and Engineering Technology V, no. III (March 28, 2017): 831–37. http://dx.doi.org/10.22214/ijraset.2017.3156.

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Knechtges, Paul, Courtney J. Bell, and Paul Nagy. "Utilizing the 5S Methodology for Radiology Workstation Design: Applying Lean Process Improvement Methods." Journal of the American College of Radiology 10, no. 8 (August 2013): 633–34. http://dx.doi.org/10.1016/j.jacr.2013.05.001.

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Dölling, Karin. "Reaction of iodomethyltin(IV) compounds with (2s)-2,5-dihydro-3,6-dimethoxy-2-isopropylpyrazine." Journal of the Serbian Chemical Society 77, no. 7 (2012): 873–77. http://dx.doi.org/10.2298/jsc111215007d.

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Following the Sch?llkopf methodology the reaction of (2S)-2,5- dihydro-3,6-dimethoxy-2-isopropylpyrazine 1 with iodomethyl trimethylstannane gives (2S,5S)-2,5-dihydro-3,6-dimethoxy-5-trimethylstannylmethyl-2- isopropylpyrazine 2 in good yields. The obtained compound was characterized with elemental analysis and multinuclear (1H, 13C and 119Sn) NMR spectroscopy.

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Narciso Magalhães, Ricardo, Alexandra Priscilla Tregue Costa, David Barbosa de Alencar, and Antônio Estanislau Sanches. "Implementation of 5S Methodology in Stock Area in an Electronics Factory in Manaus Industrial Polo." International Journal for Innovation Education and Research 7, no. 11 (November 30, 2019): 788–98. http://dx.doi.org/10.31686/ijier.vol7.iss11.1933.

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In companies in the Manaus industrial district, a vision for continuous improvement is obtained, because large companies seek to follow a quality standard in their products and also in terms of organization in their work environment. This article seeks to describe the benefits of deploying the 5S program in a stock sector, where it is one of the shortcomings of large backlogs of manufacturing products in the manufacturing sector, acting with corrections in material allocation positions, as well as the use of appropriate tools and tools. expanding their spaces, having a low cost and also adapting storage of other different models without problems in identification.

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Ito, Shiro. "Enhancingshitsuke: a planned change intervention model for convenience stores in Japan." TQM Journal 31, no. 1 (January 14, 2019): 70–93. http://dx.doi.org/10.1108/tqm-05-2018-0070.

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PurposeThe purpose of this paper is to emphasize the importance of good management and well-disciplined workforce in convenience store operations as well as improve organizational performance using the 5S method. This study would be beneficial to convenience stores in Japan considering that it addresses some of the major issues involved in the maintenance of employee productivity. Specific objectives of the study were: determination ofshitsuke’s importance in employee behavior; and examination of the effects ofshitsukeon the performance of convenience stores.Design/methodology/approachFor this study, three convenience stores in Tokyo, Japan with a total of 23 respondent employees were selected as subjects. A qualitative research method was used, and the responses obtained before and after the 5S implementation were compared.FindingsThe results showed the following:shitsuke(discipline) was significantly important in maintaining store cleanliness, especially for toilets; the steps for undertaking a planned change to improveshitsukeinvolved developing a shared outlook for the business and reaching an agreement on basic processes; and enforcement of 5S and development of effective managers were deemed necessary.Originality/valueThe results of this research would provide substantial insights into various human resource management practices necessary to enhance work culture and organizational performance. In addition, this study may also be applicable to other small and medium business enterprises.

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Baškarada, Saša, and Andy Koronios. "The 5S organizational agility framework: a dynamic capabilities perspective." International Journal of Organizational Analysis 26, no. 2 (May 14, 2018): 331–42. http://dx.doi.org/10.1108/ijoa-05-2017-1163.

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Purpose Although there is widespread agreement that organizational agility is increasingly becoming critical to achieving sustained competitive advantage, there is little consensus on what exactly constitutes organizational agility, or how it may be assessed and improved. The purpose of this paper is to contribute toward operationalization of the organizational agility construct through a high-level conceptual framework grounded in dynamic capabilities. Design/methodology/approach This is a conceptual paper that presents a new organizational agility framework, which draws from, and builds on, the existing literature. Findings This paper defines organizational agility as rapid, continuous and systematic evolutionary adaptation and entrepreneurial innovation directed at gaining and/or maintaining competitive advantage. The 5S Organizational Agility Framework proposes five dynamic capabilities (sensing, searching, seizing, shifting and shaping) underpinning organizational agility. Originality/value The framework presented in this paper contributes toward operationalization of the organizational agility construct.

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Leming-Lee, Treasa ‘Susie’, Shea Polancich, and Bonnie Pilon. "The Application of the Toyota Production System LEAN 5S Methodology in the Operating Room Setting." Nursing Clinics of North America 54, no. 1 (March 2019): 53–79. http://dx.doi.org/10.1016/j.cnur.2018.10.008.

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Morgado, Teresa L. M., Jorge Sandiães, and Helena V. G. Navas. "TRIZ and Lean Philosophies Applied Together in Management Activities." Quality Innovation Prosperity 23, no. 3 (November 30, 2019): 90. http://dx.doi.org/10.12776/qip.v23i3.1289.

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Purpose: In the current market, the Portuguese industry faces strong competition from countries with substantially lower operating costs. The agri-food industry is also subject to increasing competition, both nationally and internationally. The utilization of methodologies that, in addition to continuous improvement, provide the development of creative and innovative solutions may be relevant for highlighting and differentiating between organizations. In this work, Teoriya Resheniya Izobretatelskikh Zadach and Lean Philosophies have been implemented together. Methodologies as Matrix of Ideality Matrix of Contradiction, Single Minute Exchange of Die, 5S and the Substance-Field analyses were used as complementary tools to improve the production management activities of agri-food sector. Strongly focused on the issues of time wastage and the organization and management of the filling line, the implementation of these methodologies led to a reduction of setup times, of the operators’ movement and an improvement in the line’s management and organization, and improve the results of 5S audits, depending on the work station. The aims of this study is the implementation of diferent methodologies, philosophies and tools to improve management activities.Methodology/Approach: The methodology presented in this work involves using Lean and TRIZ methodologies together. Namely Matrix of Ideality, the Matrix of Contradictions, SMED, 5S and the Substance-Field Analysis, were used to optimize the management activities, in agro-food industrial sector. The methodology strongly focused on the issues of time wastage, organization and management of an filling line.Findings: The implementation of methodologies led to a reduction of setup times by 60% to 70%, a reduction of the operators’ movement during format changes by 26.2%, and an improvement in the line’s management and organization by 9% to 12%, depending on the work station.Research Limitation/implication: In the management activities, the results are not universal. Therefore, the same methodology applied in another industrial sector will present differents results. Nevertheless, the application of this methodology and the tools choosen only make sense if it facilitates the management of improvements.Originality/Value of paper: There is a need and demand for innovative solutions that lead to continuous improvement, production processes optimization and resource saving. The combination of different validated methologies, with new concrete studies, is always in scientific and technical interest and continuously sought-after (demanded, welcome) by academic and industrial sectors.

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Jiménez, Romero, Fernández, del Mar Espinosa, and Domínguez. "Extension of the Lean 5S Methodology to 6S with An Additional Layer to Ensure Occupational Safety and Health Levels." Sustainability 11, no. 14 (July 12, 2019): 3827. http://dx.doi.org/10.3390/su11143827.

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This paper proposes an expansion of the Lean 5S methodology, which includes the concept of Safety–Security as 6S. Implementation was done by a standardized process tested in a pilot area that is part of the Integrated Industrial Manufacturing System Laboratory at the Higher Technical School of Engineering (ICAI). The additional 6S phase (Safety-Security) thoroughly reviews all areas of an industrial plant by analyzing the risks at each workstation, which let employees be fitted out with protection resources depending on each of their personal characteristics and to guarantee the safety of the workstation by strictly complying with occupational safety and health and machinery use standards, which must hold a CE certificate of compliance. The main objective was to increase the scope of 5S methodology to respond to the occupational safety and health needs for machines required in optimizing production processes. It is important to remember that companies must guarantee that their employees use personal protection equipment (PPE) at their work posts or stations that protect them properly from risks to their health and safety and that cannot be prevented or sufficiently limited by using collective means of protection or by adopting work organization measures. The industrial resources employed in the pilot area chosen for 6S implementation were a sheet metal deformation and cutting line comprised of a punch press, feeder, and winder, as well as a conventional machine tool with minimum safety specifications and without CE certification. Until now, there had been no plans to implement a 6S tool in this laboratory. However, given that the existing safety risk to operators is high, the implementation has led to obtaining optimal results, which justify the success of the 6S methodology proposal. In short, it lets us advance towards the zero accident target.

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Ishijima, Hisahiro, Eliudi Eliakimu, Shizu Takahashi, and Noriyuki Miyamoto. "Factors influencing national rollout of quality improvement approaches to public hospitals in Tanzania." Clinical Governance: An International Journal 19, no. 2 (April 1, 2014): 137–52. http://dx.doi.org/10.1108/cgij-09-2013-0033.

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Purpose – The purpose of this paper is to identify factors that influence the implementation of the rollout of the 5S approach in public hospitals in Tanzania, and share the way to scale this up for similar setting in developing countries. Design/methodology/approach – The effect size was calculated from pre- and post-assessment results of Training of Trainers (ToT) to examine the effectiveness of ToT. A questionnaire with 14 explanatory variables was developed and completed based on information collected during Consultation visits (CVs) and progress report meetings (PRMs). Then, data were analysed to identify the influencing factors in relation to outcome variables (CV average score). Findings – Among 14 explanatory variables, five explanatory variables showed statistical significant association with the CV average score. Those are: “Feedback and information sharing,” (p=0.031), “Quality Improvement Team roles and responsibility” (p=0.002), “5S knowledge,” “Involvement and commitment,” and “5S guidelines use and availability,” (p=0.000). When the explanatory variables were controlled by levels of hospitals; “involvement and commitment” was the only explanatory variable for national level hospitals. For regional referral hospitals, “QIT roles and responsibility” (p=0.02) and “5S knowledge” (p=0.03) were statistically significant. For district hospitals, “involvement and commitment” (p=0.01) and “availability of guideline (p=0.001)” were statistically significant. Research limitations/implications – This study has the following limitations. The data were collected from existing reports and presentation materials only. There might be reporting bias, as PRM data is self-reported from the hospitals. Caution is therefore needed in extrapolating the study results to other settings. Despite these caveats, the findings will provide important insights for designing and implementing QI programs in Tanzania and in other African countries. Originality/value – The authors' conceptual framework is based on the existing literature on the science of diffusion and scale up of innovation in the health sector. Few studies are known from resource constrain settings in Africa which assess the determinants of the process of nationwide scale-up of proven interventions.

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Ishijima, Hisahiro, Eliudi Eliakimu, and Jonathan Mcharo Mshana. "The “5S” approach to improve a working environment can reduce waiting time." TQM Journal 28, no. 4 (June 13, 2016): 664–80. http://dx.doi.org/10.1108/tqm-11-2014-0099.

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Purpose – The purpose of this paper is to assess causal relations between the implementation of the 5S approach and the reduction of patients’ waiting time at out patient departments (OPDs) of hospitals in Tanzania. Design/methodology/approach – Patients’ waiting time was measured under the cluster randomized control trial (c-RCT). In all, 16 hospitals were chosen and divided into treatment and control groups using block randomization. Before the intervention, a baseline study was conducted at OPDs in all 16 hospitals. After one year of the intervention, the end-line study was carried out in both the groups. A comparison of the average waiting time reduction and Difference-in-Difference (DID) analysis was carried out to see the effect of the 5S approach on the reduction of patients’ waiting time. Findings – Statistical significance in reduction of patients’ waiting time was seen in the medical records sections (p=0.002) and consultation rooms (p=0.020) in the intervention group. The same trend was also seen using DID analysis (−15.66 min in medical record, −41.90 min in consultation rooms). Research limitations/implications – This study has the following limitations in terms of the data. The data were collected for only three days at the time of baseline survey, and again for three days at the time of the end-line survey from 16 hospitals. Moreover, piloted areas for the implementation of the 5S approach vary from hospital to hospital. There might be a bias in the measurement of a patient’s waiting time. Caveats are therefore needed in extrapolating the study results to other settings. Despite these caveats, the findings will provide important insights for implementing quality improvement programs in Tanzania and in other African countries for improvement of time factors. Originality/value – This study used c-RCT, and has proven the effectiveness of the 5S approach in improving the working environment and reducing patients’ waiting time at OPDs in several hospitals at district level in Tanzania.

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Burawat, Piyachat. "PRODUCTIVITY IMPROVEMENT OF HIGHWAY ENGINEERING INDUSTRY BY IMPLEMENTATION OF LEAN SIX SIGMA, TPM, ECRS, AND 5S: A CASE STUDY OF AAA CO., LTD." Humanities & Social Sciences Reviews 7, no. 5 (September 28, 2019): 83–92. http://dx.doi.org/10.18510/hssr.2019.7511.

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Purpose: The objective of this study is to improve productivity by means of lean six sigma, TPM, ECRS, and 5S in the highway engineering industry. The study was conducted from November 2017 to April 2018 from a case study of AAA Co., Ltd. The data were collected from the managers and supervisors and the problems were analyzed by brainstorming, cause and effect diagram, and Pareto chart. Referring to the results, it was found that production problems occurred from the asphalt process. The majority problem was wet rock and rock sticking to the conveyor belt. Methodology: Considering the shed, the shed of stone storage could be changed from construction from net or fabric sieve to construction from the metal sheet. Regarding the conveyor belt, the conveyor belt could be changed from conveyor belt without roof to constructed conveyor roof from metal sheet. The messy construction area was improved by 5S. Essential materials and equipment were sorted in construction area, while the other remained materials and equipment were removed to another area. Main Findings: The findings demonstrated that Lean Six Sigma, ECRS, TPM, and 5S can be seen as an effective technique that can reduce waste and improve business performance which can be applied in any industry as well as any size of the company. It very well may be viewed as the advancement of the improvement strategies among the representatives and as a preparation technique for the workers. The discoveries illustrated, in any case, that there are snags in the viable execution of the improved methods for any improvement reason. Implications/Applications: The findings confirmed that it can be applied in both manufacturing and services business. Due to the lower resource investment, it can be implemented in any company like small, medium, and large company.

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Pačaiová, Hana, and Gabriela Ižaríková. "Base Principles and Practices for Implementation of Total Productive Maintenance in Automotive Industry." Quality Innovation Prosperity 23, no. 1 (March 31, 2019): 45. http://dx.doi.org/10.12776/qip.v23i1.1203.

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Purpose: IATF 16949:2016 standard requirements do not represent a totally new approach of quality improvement within the automotive industry. The change of the last, from 2009 year ISO/TS), the quality management standard is only an expected consequence of changes, which, in managerial systems, was brought by ISO Organization in 2012 (Annex SL). Implementation of the Total Productive Maintenance (TPM) requires several important steps. The article describes framework of TPM implementation on a basis of PDCA (P-plan; D-do; C-check; A-Act) cycle and evaluates influence of Occupational health and safety pillar (OHS) on the “stability” of TPM house.Methodology/Approach: Individual steps of TPM implementation are analysed and added with suitable tools for making the effective integration of TPM and IATF (which is expansion of ISO 9001:2015).Findings: Implementation of autonomous maintenance and other TPM pillars requires support from management. Although the 5S tool is understood as a basic TPM tool, knowledge from its implementation suggest the fact that 5S is also a significant tool of management integration within organisation.Research Limitation/Implication: Research presented in this article is influenced of the maturity of organisation as well as its size and types of its activities.Originality/Value of paper: Method of TPM implementation analysis in the conditions of integrated approach with an emphasis on 5S and its relation to OHS management is original approach.

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Infante, Carlos, and Manuel Manchado. "Multiplex-Polymerase Chain Reaction Assay for the Authentication of the Mackerel Scomber colias in Commercial Canned Products." Journal of AOAC INTERNATIONAL 89, no. 3 (May 1, 2006): 708–11. http://dx.doi.org/10.1093/jaoac/89.3.708.

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Abstract A multiplex-polymerase chain reaction (PCR) system was developed for the authentication of the mackerel Scomber colias in commercial canned products. This novel method consists of an S. colias-specific fragment [159 base pairs (bp)] located in the nontranscribed spacer (NTS) sequence, and a Scomber genus-specific PCR product in the 5S rRNA gene (196201 bp) as a positive amplification control. The system was assayed using 18 different canned products labeled as S. colias. A positive identification was made in all but one sample, revealing this methodology as a potential molecular tool for direct application in the authentication of S. colias canned products.

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Rebello, Maria Alice de França Rangel. "Implantação do Programa 5S para a conquista de um ambiente de qualidade na biblioteca do Hospital Universitário da Universidade de São Paulo." RDBCI: Revista Digital de Biblioteconomia e Ciência da Informação 3, no. 1 (September 30, 2005): 165. http://dx.doi.org/10.20396/rdbci.v3i1.2059.

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O trabalho relata a experiência da aplicação da metodologia do Programa 5S no Serviço de Biblioteca e Documentação Científica do Hospital Universitário da Universidade de São Paulo (SBDC-HU/USP) como ferramenta para implantação de um programa de qualidade. São descritas as estratégias utilizadas para a aplicação dos cinco sensos, que visam promover a alteração do comportamento das pessoas e transformar o ambiente das organizações. A implantação do Programa no SBDC-HU/USP proporcionou uma reorganização na Biblioteca, provocando uma mudança no ambiente físico, nas questões organizacionais, ajudando a melhorar a auto-estima do pessoal e auxiliando o relacionamento entre os setores do hospital. As ações implementadas apresentaram resultados efetivos, tais como: ambientes mais limpos e organizados, combate ao desperdício, motivação, flexibilização nas relações entre o chefe e a equipe, espírito de equipe, elevação do moral dos funcionários e maior comprometimento com a instituição. Percebeu-se que a mobilização de todos se deu mais pelo prazer do que pelo dever, resultando em um ambiente de qualidade com gestão participativa. Palavras-chave Programa 5S; Gestão da qualidade; Programa da qualidade. Abstract The work tells the experience of the application of the methodology of the Program 5S in the Serviço de Biblioteca e Documentação Científica of the Hospital Universitário da Universidade de São Paulo (SBDC-HU/USP) as tool for implantation of a quality program. The strategies used for the application of the 5 senses are described, that it aims at to promote the alteration of the behavior of the people and to transform the environment of the organizations. The implantation of the Program in the SBDC-HU/USP provided to a reorganization in the Library, provoking a change in the physical environment, in the organizational questions, helping to improve the self-esteem of the staff and assisting the relationship among the sectors of the Hospital. The implemented actions had presented effective results, such as: cleaner and organized environments, combat to wastefulness, motivation, flexibleness in the relations between the head and the team, spirit of team, rise of the moral of the employees and greater compromising with the institution. Perceived that the mobilization of all gave more for the pleasure that for the duty, resulting an environment of quality with participative management. Key words Program 5S; Management of the Quality; Quality program

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Zelenkova, E. N. "Application of the QFD methodology for the increasing of carrot juice competitiveness based on the wishes and needs of consumers." Vsyo o myase, no. 5S (November 30, 2020): 122–25. http://dx.doi.org/10.21323/2071-2499-2020-5s-122-125.

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Journal articles on the topic '5s methodology'

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