Chapter -5 IMPLEMENTATION OF 6S CONCEPT

Transcription

1 63 Chapter -5 IMPLEMENTATION OF 6S CONCEPT

2 CHAPTER - 5 Chapter -5: IMPLEMENTATION OF 6S CONCEPT 64 Name of the Sub-Title Page No. 5.1 INTRODUCTION AIM OBSERVATIONS AND PROBLEM IDENTIFICATION OBJECTIVES METHODOLGY ADOPTED WHAT ARE 6S BENEFITS OF 6S S IMPLEMENTATION PLAN DO SORT PREVENTIVE MEASURE SHOULD BE TAKEN STRAIGHTEN/ SET IN ORDER SHINE STANDRIDIZE SUSTAIN SAFETY STRENGHTHENING OF SIX S AND TRACEABILITY OF DOCUMENTATION 5.10 OVERAL IMPROVENMENTS SUMMARY 89 83

3 65 5. IMPLEMENTATION OF 6S CONCEPT 5.1 Introduction Many Japanese firms have been making the most of the practice of 6s concept to improve human competence and output. Meanwhile its overview by T. Osada in 1980, it has been demonstrated that the 6s techniques could considerably raise the performance in production line including housekeeping, health and safety. Although 5s technique is a simple tool in the lean glossary, its impact after implementation is very high in terms of employee motivation and productivity[67]. It is observed from the literature survey that most of the multi-end silk reeling process industries in Andhra Pradesh are not taking advantage of 5s. It is known that in any silk reeling process industries, the challenge is to keep the environment clean due to the dusty working conditions. 6s was thought of as a possible and potential tool to provided a solution to the above. A Silk reeling industry in Andhra Pradesh silk reeling industry which evinced keen interest in 6s implementation was chosen for the analysis and implementation. After initial discussions with the management, requisite information was gathered from the concerned managers and supervisors of the above firm. Essential information was collected before the implementation of 6s plan, an approach was proposed and implemented, and finally

4 66 the feedback was collected once again to make appropriate inferences. Details are discussed below. The Working environment of reeling units is of particular importance in the health of workers 5.2 Aim To introduce 6s concepts in order to make the silk reeling industry manufacturers utilize the benefits of good house-keeping procedures. 5.3 Observations and problem identification After analyzing and critically examining the existing silk reeling industry floor, the following observations (which speak of the poor housekeeping) were made. The crates for accommodating the cocoons filling were severely rust due to long time used Uneven arrangement of Cocoons Non availability of storage space for many types of Cocoons Used accessories improperly store Enormous time to identify accessories for retrieval Total absence of disposal of wastage and un wanted items Hap hazardous storage of Cocoons wastage samples, making location time consuming With poor ventilation and Lighting Reeling operation makes this Environment smoke and dusty Boiling of Cocoons is done at one corner of the reeling unit Most reeling units are dark filled with smoke and dust, with

5 67 makes visibility poor The condition of work, involving continuously placing their hands in hot water (While reeling) walking around on the floors which are most often wet, cause fungal infections and cracks in their skin, however skin problems through common among reeling workers 5.4 Objectives To establish effective house-keeping procedures in the silk reeling working floor. To implement and maintain an effective system to achieve a conducive environment for quality. Identify, reduce and eliminate waste Enhance team work Enhance operation effectiveness in a better working environment From the basic advance model for productivity and quality improvement 5.5 Methodology adopted Discussion with mangers to identify the department for 6s implementation Using the 6s master scoring criteria, record the present level of performance Implementation of 6s tools in Silk reeling industry Evaluate the performance of the stores after 6s implementation

6 68 Design the audit sheets and conduct the internal audit to gauge the performance. 5.6 WHAT ARE THE 6S? 6S is a lean practice focused on waste removal. The practice is recursive, never-ending and incessant. 6S is a principle to make problems visible. Whereas Lean is abundant 6S [68]. Fig.5.1. Source: American society of engineers (August 2001)

7 69 The 6S was derived from Japanese technology. They are described as follows

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9 71 Participation is key in applying 6S have been amassed as 1. Blame the process, not the person. 2. Let people to give ideas 3. Let 5S on the production Reverence, task and help your people and squads 4. Participation of all who involves in 5S methodology. 5. Grow leaders who live the philosophy. [69] 5.7 Benefits of 6S Arrogance is created in the workplace. Investors will see the variance Diminutions the likelihood of damages. Shop floor and office processes becomes safer. Upsurge product quality and process quality. Workroom develops into clean and neat. Noticeable results improve the cohort of better ideas.

10 72 Lead-time abridged. Exchange time condensed by reorganization procedures. Halts and minor stops can be minimized. Better place utilization Flaws condensed by error proofing. Clear and validated procedures recognized. In-process explanation is abridged. Better consumer acceptability 5.8 6s Implementation 6s It is simple and systematic method For application of 6seach step must talked using P-D-C-A Cycle Plan Earlier 6s is implemented the workers must be trained about it 6s assembly should be designed It should have 6s zones It should have 6s objectives The action plan is to be then enclosed and 6s is hurled.

11 DO Fig.5.2: Combination of the six pillars of 6s and PDCA cycle

12 SORT It is the first step of 6S. The main aim is to recognize the things which is not required in working area It requires placing the waste in another area by red tagging The Steps of Sorting Observing equipment, tools, storage areas, paperwork and supplies. Define what is required and what not Choose on the nature of the item Organize of items. Table- 5.1: Comparison between existing and proposed Sort Existing Proposed Benefits 33.33% of storage space in the form of empty racks in the floor layout storage not being used effectively. The storage space used effectively by placing Cocoons 100% utilization of storage space Break down parts of the machineries, un wanted equipments are placed improperly in the industry Break down parts are and un wanted equipments are dumped in specific location It helps the workers to move freely Racks and materials kept in sub store not used and the materials arranged haphazardly Un used materials removed and disposed off Unnecessary and infrequently used materials removed

13 75 Sorting of Coons After stifling cocoons are sorted for the second time prior to reeling so that cocoons uniform size and quality are reeled at time The common defective cocoons are Double cocoons Crushed cocoons Stained cocoons Flimsy cocoons Malformed cocoons While storing the cocoons some protections should be measured Preventive measure should be taken to Cocoons storage 1. Storage room should be have good ventilation 2. Cocoon storage place should be stored in the buildings. 3. Continuously safeguard drainage earlier to storage 4. RH at storage area should not more than 70% 5. The cocoon store room should be disinfected earlier to its storage 6. In case of storage of cocoons, frequent turning should be given. 7. Once again it should be checked prior reeling 8. Cocoons are unglued as per their sizes and collected in distinct containers 9. Cocoons waste and reeling waste must not be stored in the same room or in a nearly place. 10. Any stained or mould-attacked cocoons must be carefully removed. 11. Steam stifling, cocoons must be reeled within two or three day,

14 76 otherwise the cocoons become vulnerable to fungal infections. 12. Hot water between 35 c to 45 c must be minted in reeling basins of the Multi-end silk reeling machine. 13. Cocoon boiling water 70 c to 98 c 14. PH of reeling water 6.5 to 7.0 [70] STRAIGHTEN The key refrain is A place for everything and everything in its place. E. g., color coding substances for differentiation Have a glance for below substances: Equipment like tools, machinery and cleaning equipment, etc Furniture like carts, cabinets and desk space, etc Overall Layout like passage ways Material like work in progress, parts, parts storage and raw material, etc.

15 77 Table-5.2: comparison between existing and proposed STRAIGHTEN states Existing Proposed Benefits Reeling industry manually transported consuming about 10 minutes. Preventive measures should not be follow the Cocoons storage Material handling equipment used which reduces the time taken to about 5 minutes Preventive measure should be follow the Cocoon storage 50% o total transportation time is saved with less human effort. It will be reduce the cocoon defects Proper methodologies and procedures not used for identifying and types of cocoons Cocoons identified analysis implemented where in accessories are stored color labels used Easy visual identification of Cocoons. Less times to take identifying the cocoon types SHINE Label the material in physically cleaned area. Prepare a checklist for r e g u l a r cleaning of equipment Generate conceit for care the area clean. Steps of Shine Clean the workroom By preventative measures to keep the working area clean.

16 78 The silk reeling working floor was full of dirt and materials were dumped everywhere. Regular cleaning should be a habit and stores personnel should consider it as a form of inspection. Irregularities or malfunctions can be easily notices if the surrounding is clean. This was one of the objectives of this second S-Shine exercise. The comparative Analysis taken up subsequent to implementing the second S-Shine is shown in Table 5.3. Table 5.3: Comparison between existing and proposed SHINE states Existing state Proposed state Benefits Racks not properly maintained. Evidence of rusting Racks painted periodically and cleaned on a regular basis. Damage to the Cocoons are avoided. 6s corner (all cleaning agents and sweeping supplies) not provided. 6s corner placed at the sub-store are. Cleaning agent available readily at hand Water on the floor (walking not comfort feel) floor not seen clearly. Clean the floor at regular intervals Worker feels comfort and fungal infections are reduced

17 STANDARDIZE Steps of Standardize Recognize the errands that have to be finished. Naming possession of each task. A programmed time should be given for task completion. If employed suitably, standardization delivers the support to ease a culture change, practice clues to habit. Table-5.4 Comparison between existing and proposed standardize states

18 SUSTAIN This is most difficult phase of the 5S Etching 5S into the culture and confirming it as a single time event One must have overall participation, provision, promise and good communication to sustain this. Perform periodic auditing with best teams All problems are responded to punctually and give a great care to cause generator 5S generate a visual workplace Checklist in all departments should be made A new audit sheets should be designed A scheduled month wise audit for stores should be made Corrective measures should be taken Table 5.5 Relative Analysis after applying the Fifth s-sustain is shown in

19 81 Table: 5.5: Comparison between existing and proposed SUSTAIN states As a part of the Six s deployment in the stores department, the 3 sections mentioned earlier viz, silk reeling working floor area. These identified personnel were trained for Six S deployment (with the help of standard audit check sheet templates that are shown in appendices-ii&iii). With the help of identified tam members, the as is basis 6s basic audit of each identified area was completed. As a result, the gaps were identified for basic 6s improvements. The team members were immediately advised to improve their respective areas with systematic action plan and to show considerable improvement. The Area-wise

20 82 consolidated Audit results conducted subsequently are shown in Table Major observation and actions needed are listed in Table.5.7.the audit was conducted using the Marking Criteria: 1= very Bad, 2=Bad, 3=Average, 4=Good, 5= Very Good Safety A vital substance for all of the other steps. We develop and maintain workplaces that are safe for us, our customers and anybody can pretentious by t he workplace. Table 5.6: Three types audit results

21 83 Table: 5.7: Audit observations 5.9. Strengthening of Six S and Traceability of Documentation In view of the audit, special care was taken on housekeeping and traceability and retrieval working floor, working environment, Cocoon storage space. The following targets were met for retrieveability as shown in table 5.8.(The target times for retrieval at all the three different types were set by the manager of the stores by considering past data and experiences). The tightened of six s (6S) for retrieval of items for all the three different place is designed as part of the continuous improvement. (Appendix IV)

22 84 Table.5.8. Aggregate audit Results Overall Improvement After 6S implementation in the silk reeling industry, the following results were obtained (as per the 6S master scoring criteria) as indicated in table 5.8 Table.5.9.Exhibit 6s Influence Is Easy To Comprehend BEFORE AFTER

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25 87 Table-5.10: improvement after 6S implementation Sort Points Description 6 Un-needed items completely disposed off Straighten Points Description 6 All types of cocoon and their exact locations identified. Supplies and raw material areas clearly identifies types of cocoons Shine Points Description 6 Cleaning tasks combined with dirt prevention methods. Schedule Points Description 6 A periodic schedule/ methodology established to maintain the first three steps of 6s at highest possible levels for the entire facility. Sustain Points Description Safety 6 A disciplined system of control and maintenance in place to assure appropriate sorting, straightening and sweeping Description Points 6 A employees work in a better& safe working environment

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27 SUMMARY The primary aim of the 6S implementation was to achieve improved safety, efficiency, and employee morale in Silk reeling industry. With the full co-operation of the management and employees, the implementation was completed. By deciding what should be kept, where it should be kept, and how it should be kept, 6S eliminated wasteful clutter and created ownership of processes workers. The results of 6S were both visually and economically impressive. However, here are hurdles in the actual execution of the 6s. the most noteworthy barriers identified are related to communication gap among the top management and employees and the absence of exercise and awareness of this movement among the staff. The outcome of implementing the 6s house keeping procedures clearly demonstrates that the 6s is as an effective technique that can recover cleaning, ecological recital and fitness and protection values in an combined rounded way. The results achieved in this factory sand proof to the potent benefits of 6s.