19/08/2017 EAC Management Consultants LLP

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2 o Management Consultancy o Digital Signature Certificates o Direct Taxation o Indirect Taxation o Internal Audit o Secreterial Compliances o Project Financing o Data Management o Government Liasoning o Compliance Management o Chartered Engineer Certificates o TEV Study Report o Outsourcing Support Services o Quality Audit/ ISO Audit Support o Placement/ Recruitment Assistance o Personality Development o Manpower Placement o Management Training s (Behavioural & Technical Skills) o Implementing HR System & Policy Format for Organisations o System Certification & Audit for ISO, SA8000, BSCI & others etc. o Legal Compliance Factory, Pollution Consent, Labour & Industrial Laws, Taxation & others etc. 2

3 o Introduction Faculty 5S o Brief about the Topic - 5S o Relevant definition o Why 5S o Various Terminologies used o Implication in Business & Industry o How to implement o Integration with Various departments and impact on the Business Housekeeping o Brief about the Topic Housekeeping o Relevant definition o Why Housekeeping o Various Terminologies used o Implication in Business & Industry o How to implement o Integration with Various departments and impact on the Business o Practical Examples of Various industries. 3

4 CS Neelabh Kaushik --- Practicing Company Secretary Neelabh Kaushik & Associates --- Designated Partner EAC Management Consultants LLP Qualifications --- ACS, GSTP, GSTC, CA (Inter), ATC, MBA (Fin.), MBA (Mktg), DTL, DIA, ADM, DBM, B.Com. Experience --- Deputy Manager Accounts & Compliances JSK Industries Pvt. Ltd. (Feb 15 to Mar 16). Asst. Manager Commercial Microfiber Corp Pvt. Ltd. (Mar 14 to Feb 15). Asst. Manager Accounts & Finance International Packaging Products Pvt. Ltd. (May 10 to Mar 14). Accounts & Finance Officer Mantech Automation Pvt. Ltd. (May 07 to Jan 08). Director Shubh-Nil Yarns Pvt. Ltd. (Sep 13 to Nov 15). Director Daro Energy Pvt. Ltd. (Sep 13 to Jan 15). Director Indo Canada Plastic Testing Labs & Institute Pvt. Ltd. (Sep 13 to Jan 15). Director Interwrap Building Systems Pvt. Ltd. (Sep 13 to Jan 15). Director Interflex Nets & Infrastucture Pvt. Ltd. (Sep 13 to Jan 15). 4

5 Sanjay Yadav --- Practicing HR, Labour Law & System Certification Consultant --- Certified Lead Auditor for ISO 9001, & S. K. Management Consultant Qualifications B.Sc. Industrial Chemistry --- M.B.A. HR & Marketing Experience --- Manager HR & Audit Bhalaria Metal Craft Pvt. Ltd. Manager HR & Admin Microfiber Corp Pvt. Ltd. Manager HR & Admin Invent Bio-Med Pvt. Ltd. Asst. Manager HR Gold Seal Sargummi (India) Pvt. Ltd. Asst. Manager HR Prestress Wire Industries 5

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7 --- CLAYGO Clean as you go. --- Eat and smoke at designated areas. --- Keep workplace always clean and tidy. --- Wear clean uniform and shoes. --- Follow safety rules. --- Put things back in their proper place after use. --- Work according to standards second Rule. --- Only feet on the floor. 7

8 Lean --3M Lean manufacturing or lean production, often simply "lean", is a --- systematic method for the elimination of waste ("Muda") within a manufacturing system. Lean also takes into account --- waste created through overburden ("Muri") and waste created through --- unevenness in work loads ("Mura"). Working from the perspective of the client who consumes a product or service, "value" is any action or process that a customer would be willing to pay for. 8

9 Lean --- SMED Lean implementation is therefore focused on getting the right things to the right place at the right time in the right quantity to achieve perfect work flow, while minimizing waste and being flexible and able to change. 9

10 Lean New Concept 10

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14 Kaizen 14

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16 Kaizen Japanese term for a gradual approach to ever higher standards in quality enhancement and waste reduction, through small but continual improvements involving everyone from the chief executive to the lowest level workers. Popularized by Mosaki Imai in his books 'Kaizen: The Key To Japan's competitive Success.' 16

17 Poka Yoke Japanese approach to 'mistake proofing' in all aspects of manufacturing, customer service, procurement, etc. It employs visual signals that make mistakes clearly stand out from the rest, or devices that stop an assembly line or process if a part or step is missed. Its older name is baka yoke (fool proofing). 17

18 Poka Yoke 18

19 Value Stream 19

20 Why Why Analysis 20

21 Fish-Bone Analysis 21

22 JIT Just in Time 22

23 JIT Just in Time JUST-IN-TIME APPROACH: (JIT) The aims of JIT are to produce the required items, at the required quality and in the required quantities, at the precise time they are required. JIT helps in cost reduction by a. elimination of non-value-added activities, b. zero inventory, c. zero defects, d. zero breakdowns, e. single batch ordering. Though the above goals are unlikely to be achieved, it represent targets and create a climate for continuous improvement and excellence. 23

24 TOTAL QUALITY MANAGEMENT: (TQM) TQM works on the philosophy that all business functions are involved in a process of continuous quality improvement. TQM reduces cost by producing the products correctly the first time rather than wasting resources making substandard items and incurring additional expenditure on inspection, rework and scrapping. It helps organisations to achieve their quality goals by providing reports and measures that will improve quality. TQM aims at a customer-oriented process of continuous improvement that focuses on delivering products or services of consistent high quality in a timely fashion. 24

25 80-20 Analysis 25

26 6 Sigma Originally developed in 1986 by Motorola, the business management strategy is now used in many different industries in an effort to improve the quality of products or services produced by the business through the removal of defects and errors. The strategy involves creating groups of people within the business or organization who have expert status in various methods, and then each project is carried out according to a set of steps in an effort to reach specific financial milestones. A six sigma process is defined as one in which 19/08/2017 EAC % Management Consultants of LLP products created are 26

27 6 Sigma 27

28 4 Quadrant Rule 28

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31 5S 31

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33 What is 5S all about? --- First and fundamental steps implemented by an enterprise towards the path of implementing Total Quality Management and continuous improvement at the operation level S is a process designed to organize the workplace, keep it clean, maintain effective and standard conditions. --- The use of this tool was started in 1972 by Henry Ford in the United States as the CANDO programme: Cleaning up, Arranging, Neatness, Discipline and Ongoing improvement. --- The technique was popularized as Japanese 5S in 1980 by Hiroyuki Hirano. --- In Japan it is also called workplace management. 33

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36 The five steps of Japanese 5 S Seiri (Sort) ---- Distinguish between necessary and unnecessary items. Remove the latter. Seiton (Set in order) ---- Enforce the dictum a place for everything and everything in its place. Seiso (Shine) ---- Clean up the workplace and look for ways to keep it clean. Seiketsu (Standardize) ---- Maintain and monitor adherence to the first three Ss. Shitsuke (Sustain) ---- Follow the rule to keep the workplace 5S-right. Hold the gain. 36

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38 Why do we practice the 5S? --- The purpose of 5S is to Promote a safe & efficient Work Environment How do we know if we have working 5S system? --- if we do not have to clean a bit extra before an important Visit. How do we know if we have working 5S system? --- HIGH ABSENTEEISM --- HIGH TURNOVER --- DEMOTIVATED EMPLOYEES --- DISORDERED/ CLUTTERED ENVIRONMENT --- MISTAKES/ERRORS 38

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40 This means distinguishing or sort out between wanted and unwanted items at place of work and removal of unwanted items. 40

41 Sort - Seiri Methods First decide what is necessary and what is unnecessary. To find out unnecessary items you should not only check the floor but also shelves, lockers, storehouse, stairs, roofs, notice boards, etc. Put a red tag on unnecessary items and keep them in a separate area. Discard or throw those items which have not been used in the past one year. Things used once in 6 to 12 months may be stored at a distance from work station. Things used more than once a month should be available at a central point in the workplace. Things used hourly/everyday/once a week should be near the work station or may be worn by or kept in the pocket of your work. Benefits --- Your useful floor is saved. --- Your searching time of tools, materials, and papers is reduced. --- You have better flow of work. --- Your inventory cost of unnecessary items is reduced. 41

42 Meaning --- Arranging items in such a manner that they are easy to use. --- Labelling them so that they are easy to find and put back. --- This means a place for everything (necessary) and everything in its place. --- No more homeless items. 42

43 Methods If necessary, reassign spaces, racks, cabinets, etc. Decide the right places for everything. Put all materials and equipment at a place allocated to them with proper label or signalization. Use alerts or indications for out-ofstock situations. Use floor paint marking to define working area, path, entrance/exit, safety equipment, cart/ trolley locations, etc. Use standard colour coding for pipelines for steam, water, gas, drainage, etc. Use display cautions, messages, instructions at proper place at proper height and written clearly Benefits You take things out and keep things back easily. You make lesser mistakes. You reduce searching time. Your work environment becomes safe 43

44 Meaning This means removing dirt, strain, filth, soot and dust from the work area. This includes cleaning and care for equipment and facilities and also inspecting them for abnormalities. In a way it also includes primary maintenance of equipment. Note: Cleaning is not polishing, etc., to make the piece of equipment more beautiful it looks after its condition and fitness for use. 44

45 Methods Divide the total area in zones and allocate responsibility for cleaning for each zone. Decide on cleaning points, order of cleaning, type of cleaning, cleaning aid required, etc. Display cleaning schedule. During cleaning look for defective conditions (loose bolts, vibrations, excessive sound, high temperature, fallen tools, etc.) and solve the problem. Allocate space for storage of cleaning aids and consumables for cleaning. Benefits --- Your work place becomes free of dirt and stains which is the starting point for quality. --- Your equipment lifespan will be prolonged and breakdowns will be less. --- Creates a pleasant environment. Prevents accidents. 45

46 Meaning This call for systematizing the above 4S practices. This means ensuring that whatever cleanliness and orderliness is achieved should be maintained. This requires that you should develop a work structure that will support the new practices and turn them into habits. The purpose of standardization is to make sure that everyone in the company follows the same procedure, the same names of items, the same size of signalization/floor marking, shapes, colours, etc. Standardize also helps to do the right thing the right way every time. 46

47 Benefits Your activities will be simplified. You will have consistency in the work practices. You will avoid mistakes. With better visual and transparency management work efficiency will improve. Methods Document procedures and guidelines for sorting, set in order and shine. Make a checklist for each section and train your people in using them Carry out periodic evaluation by using the above check list. Use visual management to act quickly, for example putting/using: Open and shut directional labels on switches, etc. Temperature and safety labels Zone labels on measuring metres (normal zone, danger zone, etc.) OK or hold marks on product. Put transparency control Make transparent covers of drawers. Put inspection windows in the metal covers. Use location maps with emergency exits, fire fighting equipment, etc. 47

48 Sustain also means Discipline. It denotes your commitment to maintain orderliness and to practice first 3S as a way of life. This also requires that your employees show positive interest and overcome resistance to change. 48

49 Methods Create awareness and publicize the system. For example develop 5S News, 5S Posters, 5S Slogans, 5S Day, etc. Create a structure of how and when 5S activities will be implemented. Formulate guidelines for audit/evaluation of 5S implementation. Provide management support by providing resources and leadership. Reward and recognize best performers. Benefits --- Promotes habit for complying with workplace rules and procedures. --- Creates healthy atmosphere and a good work place. --- Helps you to develop team work. --- Provides you with data for improving 5S. 49

50 What is management s role in implementing 5S? Acknowledging the importance of 5S for the organization; Allowing employees time for 5S; Providing resources and infrastructure for 5S implementation; Personal involvement in implementation of 5S; Creating tangible and intangible rewards and recognition for improvements; and Promoting ongoing 5S efforts. 50

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54 Additional guidelines for implementing 5S sensitize management and all employees concerned about the importance and benefits of 5S and get their commitment; conduct a status audit with photographs as is state. The diagnostic tool given in the appendix may be used; measure throughput, time in materials handling, floor space, flow distance, rack storage, engineering cycle times, annual physical inventory time, and defect ratios before and after the 5S implementation. develop an implementation plan, with clear responsibilities and deadlines, in consultation with management and all employees concerned; implement the 5 S plan; take photographs after the implementation and assess the difference; share the experience and extend the implementation to other areas; conduct periodic 5S Internal Audits with ratings to monitor progress. Several companies have introduced annual 5S awards where efforts of work teams are recognized and rewarded. 54

55 QUALITY PRODUCTIVITY Prevent errors Eliminate Wastes SAFETY Prevent accidents EQUIPMENT RELIABILITY Eliminate maintenance breakdowns 55

56 Apply stratification Management/Sorting and Evaluation Criteria SORTING CRITERIA LOW USE AVERAGE USE HIGH USE Things not used in the past years Things used only once in the past 6-12 months Things used only once in the past 2-6 month Things used more than once a month Things used once a week Things used every day Things used every hour Dispose properly Store at a distance Store in a central place Store near work site or carried by person 56

57 Filing Documents Categorization File Folder Ready access storage Transfer previous year documents Remote storage Storage of current year documents Storage of previous year documents Storage of two year old documents 57

58 5S PRINCIPLES POOR FAIR EXCELLENT 1.SORT (SEIRI) Take out necessary items & dispose. 2.SYSTEMATIZE/SET IN ORDER (SEITON) Arrange necessary items in good order for use 1 A lot of unnecessary things are at the workplace. 1 Employee often spend time looking for necessary things. 3 Unnecessary items are disposed, but not right away. 3 Necessary things are arranged but not in systematic order (not easy to retrieve and use). 5 Unnecessary things not found at any time. 5 Necessary things are always arranged in order for quick use. 3. SHINE/ SWEEP (SEISO) Clean your workplace completely. 1 Workplace as well as the machines are dirty and untidy. Many things are scattered around. 3 Workplace and machines are partially cleaned (Center and surface only) 5 Workplace and machines are completely cleaned. Area is free of dust. 4. SANITIZE/STANDARDIZE (SEIKETSU) Maintain high standard of housekeeping 1 No attention is given to keep workplace neat and tidy. 3 Workplace is tidy but not completely clean 5 Dust and dirt are completely shut out. 5. SELF-DISCIPLINE /SUSTAIN (SHITSUKE) Do things simultaneously without being told or ordered 1 No work discipline. People do what they like. 3 People follow rules. But just to start work on time, without enough preparation for the work 5 Prepares for work. Comes early to check machine condition. Cleans work area before and after work. 58

59 5S AUDIT CHECKLIST AREA Audit # Date Last Audit Score Audit by: Next Audit: 0 NO EFFORT 1 SLIGHT EFFORT 2 MODERATE EFFORT 3 MINIMUM ACCEPTABLE LEVEL 35 (4) ABOVE AVERAGE RESULTS AUDITING/FISCAL EXAMINATION DIVISION 4.5 (5) OUTSTANDING RESULTS SORT SET IN ORDER SHINE STANDARDIZE SUSTAIN TOTAL TOTAL SCORE # OF QUESTIONS AVERAGE SCORE 59

60 SORT ACTIVITY DESCRIPTIONS SORT ACTIVITY DESCRIPTIONS 1. Only the required paper works is present at the workstation. Outdated or unnecessary files or documents are removed from the workplace. 2. Only the required equipment is present at the workstation. All obsolete, broken or unnecessary equipment, tools, etc. are removed from the workplace. 3. Only the required furniture is present at the workstation. All broken unnecessary chairs, shelves, etc. not required for a current work to be done are removed from the workplace. 4. Tripping dangers such as electrical wires, cartoons and unnecessary files under the table are removed from the workplace. 5. Only the necessary data file organizer present at the workstation all unnecessary folders, data file organizers unnecessary table decors are removed from the workplace. SCORE 60

61 SET IN ORDER ACTIVITY DESCRIPTIONS SET IN ORDER ACTIVITY DESCRIPTIONS 1. Location for files or filing cabinets are properly labeled and can be easily identified if absent. 2. Paperwork's is properly labeled, clearly defined location that is visible to the operator and away from work surfaces. 3. Filing cabinets or file storage follows the uniform or the agreed file storage system of the office. SCORE 61

62 SHINE ACTIVITY DESCRIPTIONS SHINE ACTIVITY DESCRIPTIONS 1. File data organizers, trays, boxes, bins etc. are clean and not cracked torn or otherwise damage. They are neatly stacked. 2. Paperwork s is not torn, kept clean and protected from dirt. SCORE 3. Floors are free from dirt, empty boxes, files and other materials. 4. Office tables, computers, calculators and other office equipments are properly clean and dusted. 5. Computers are defragmented according to schedule and were done regularly. 62

63 STANDARDISE ACTIVITY DESCRIPTIONS STANDARDIZE ACTIVITY DESCRIPTIONS 1. tools, equipment, paperwork s, furniture etc. Are store neatly in designated areas and are returned immediately after each use. 2. Documents or files are clearly labeled and arranged in uniform order. SCORE 3. Preventive measures have been implemented to ensure the workplace meets the 5S guidelines (e.g. not allow waste to accumulate) 63

64 V. SUSTAIN ACTIVITY DESCRIPTIONS V. SUSTAIN ACTIVITY DESCRIPTIONS SCORE 1. The employee has participated in the 5S activity such as the audit activity. 2. Time and resources are allocated to 5S activities (e.g. designated daily, weekly clean-up and equipment maintenance) 64

65 5S SCORING GUIDELINES SCORE CATEGORY DESCRIPTION 0 Zero Effort There has been no 5S activity in the work area related to this criteria 1 Slight Effort Any 5S effort is probably the work of 1-2 people. There is no organized effort and plenty of opportunity for improvement. 2 Moderate Effort Some attempts have been made to implement 5S, but efforts are temporary and/or superficial. 3 Minimum Acceptable level The entire team is working on improving their 5S implementation. Previous improvements are becoming world class. 3.5 Above average results The level of 5S in the work is excellent. Although there is still room for improvement 4 Sustained above average results (3 audits After 3 consecutive scores of 3.5 a score of 4 maybe awarded 4.5 Outstanding Results The level of 5S in the work area is a world class, a showcase for the industry, 5S is fully institutionalized in the workplace. 5 Sustained outstanding results (6 audits) After 6 consecutive scores of 4.5 a score of 5 maybe awarded. 65

66 HOUSEKEEPING 66

67 Index What is Housekeeping? Why good housekeeping? How does good housekeeping help? Effects of good Housekeeping How Housekeeping relates with Safety? Signs of poor housekeeping Methods of Improving Housekeeping Establishing a housekeeping program 67

68 What is Housekeeping? G o o d h o u s e ke e p i n g m e a n s h av i n g n o unnecessary items about and keeping all necessary items in their proper places. A place for everything and everything in its place. Management and maintenance of the property and equipment of an institution or organization. 68

69 Why good housekeeping? Safety Productivity Quality Clean Environment Good housekeeping promotes

70 How does good housekeeping help? Inventory of every item Get rid of unwanted material Place for every thing Why do we need? Low inventory means less cost

71 How does good housekeeping help? Identification system in the dept. Searching time is eliminated Every thing in it s place Discipline in the dept. Improved productivity & high moral

72 Effects of good Housekeeping Eliminates accident and fire causes. Provides the best use of space. Keeps inventory of materials to a minimum. Helps control property damage. Guarantees a good workplace appearance. Reduces the amount of cleanup. 72

73 Housekeeping Is Safe-keeping At Work Good Housekeeping is the Foundation for a Safer Workplace. Housekeeping in any organization is the cornerstone of efficiency and the maintenance of operating standards. If you are going to increase safety levels, first of all to improve housekeeping. A messy working environment contributes to unsafe work practices, undesirable incidents and ultimately, workplace accidents A tidy workplace reduces the opportunity for accidents, incidence and prevents wasted energy. 73

74 Que: How does good housekeeping improve safety? Ans: By removing tripping hazards. By removing roadway surface obstructions for mobile equipment. By removing fire or explosion hazards. By setting a good example. By improving visibility to identify hazards. By reducing material re-handling and minimizing the risk of injuries from people bending over to pick up and move materials and debris. If you don't store or throw it on the ground or floor, you don't have to pick it up 74

75 Signs of poor housekeeping Poorly arranged work areas Untidy or dangerous storage of materials Dusty, dirty floors and work surfaces Items that are in excess or no longer needed Tools and equipment left in work areas instead of being returned to proper storage places Broken containers and damaged materials Overflowing waste bins and containers Spills and leaks. 75

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77 Methods of Improving Housekeeping Keep work areas clean. Keep exits and entrances clear. Keep floors clean, dry and in good condition. Stack and store items safety. Store all work materials in approved, clearly labelled containers in designated storage areas only. Use proper waste containers. 77

78 Ke e p s p r i n k l e rs, f i r e a l a r m s a n d f i r e extinguishers clear. Clean up spills and leaks of any type quickly and properly. Fix or report broken or damaged tools, equipment, etc. Keep lighting sources clean and clear. Follow maintenance requirements. 78

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81 ESTABLISHING A HOUSEKEEPING PROGRAM Careful planning A clean-up schedule or policy Effective inspection and Continuous supervision and enforcement of housekeeping rules 81

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85 Neelabh Kaushik EAC Management Consultants LLP Mobile : eacmcllp@gmail.com Sanjay Yadav S K Management Consultant Mobile : skmanagement16@gmail.com Address : A 11, Gurukrupa Business Centre, Plot No. 309/2P, Opp. Kotak Bank, Besides Union Bank, Vapi Road, Silvassa (D. & N. H.)