Proceedings of 10th Asia - Pacific Business and Humanities Conference
22 - 23 February 2016, Hotel Istana, Kuala Lumpur, Malaysia
ISBN: 978-1-925488-00-5
Action Research for Solving Tools Management Problem
using 5S Principles
Aakash Dinesh Shetty*, Lewlyn L. R. Rodrigues** and
Asish Oommen Mathew***
This case study is motivated by the reoccurring tools management
problems in the magnet manufacturing department of a FMCG electronic
products manufacturing company situated in India. The standard for tools
management prior to this research did not aid in visual management of
tools and machine operators were experiencing fatigue and wasting their
time in searching tools. Hence a new system of tools management is
proposed that will reduce the search time for tools and the fatigue of the
operators caused due to searching tools. Initially an exploratory research
was conducted by observation and in depth interviews with the machine
operators to identify the problem. The past 5S audits sheets were
reviewed under triangulation research method for validation purposes.
Action Research methodology is followed to solve the tools management
problem. The new system of tools management could reduce the search
time and the distance travelled by the operators to fetch tools. This new
system can also have a positive economic impact.
Keywords: 5S system, Visual management, Action Research (AR), Triangulation,
Exploratory research.
Field of Research: Operations Management, Total Quality Management
1. Introduction
Continuous improvement is one of the main ways by which any organization can survive
and prosper in the present competitive world. Modern management in the company is not
only based on the quality management but also very importantly on continuous
improvement. 5S system is one of the tools of continuous improvement (Gupta & Jain,
2015). 5S is a methodology of creating and maintaining well organized, clean and high
quality workplace. It results in effective organization of the workplace; elimination of
losses connected with failures and breaks, improvement of the quality and enhanced
safety at work.
The philosophy of 5S originated in Japan and was identified as one of the techniques to
achieve Just in time manufacturing (Womack, Jones & Roos, 1991). 5S is the acronym
of five Japanese words which mean the following: Seiri (sort), Seiton (set in order), Seiso
*
Department of Humanities and Management, Manipal Institute of Technology, Manipal University, India,
Email: aakashshetty590@gmail.com
** Department of Humanities and Management, Manipal Institute of Technology, Manipal University,
India, Email: rodrigusr@gmail.com
*** Department of Humanities and Management, Manipal Institute of Technology, Manipal University,
India, Email: asishmathew@gmail.com
1
Proceedings of 10th Asia - Pacific Business and Humanities Conference
22 - 23 February 2016, Hotel Istana, Kuala Lumpur, Malaysia
ISBN: 978-1-925488-00-5
(shine), Seiketsu (standardize), Shitsuke (sustain) (Michalska & Szewieczek, 2007).
Takashi Osada and Hiroyuki Hirano proposed frameworks to apply 5S in business
environments. Hirano provided a structure for improvement with a set of clearly defined
steps, each step building on the previous step. Toyota production system provides a
renowned paradigm of 5S system practice (Ohno, 1998) and Boeing airlines in USA
consider 5S system as a world class strategy (Ansari & Modarress, 1997) and although
5S methodology was originated in a manufacturing industry but now it is being applied to
various industries including healthcare, education, government, and also to knowledge–
economy work.
This research was carried in magnet manufacturing department of a FMCG electronic
products manufacturing company situated in India. This area was chosen because it
houses continuous production machines in which it is preferred to have least possible
down time and the magnets manufactured in this area constituted 89% of the total
production of magnets. Through analysis of documents it was found that 5S principle was
being followed since 2009 in the department, but due to present situation of tools
management the department was losing its 5S score. As the standard for tools storage,
i.e., the tool cribs did not aid in visual management of tools it was difficult to maintain 5S
principles. The standardized method for tools storage and handling was not being
followed due to this the machine operators spent their productive time in search of tools
and also borrowed tools from fellow operators. This lead to misplacement of tools and
gave rise to a blame game for missing tools. Due to the flaws in the present system the
operators were experiencing fatigue in searching of tools. As the tool cribs provided more
storage space than required, operators used the tool cribs for storage of personal items
which was against the company policy. At some machines the distance between the
location of the tool cribs and the operators was comparatively more causing the operators
to travel a longer distance to fetch tools. Many solutions were implemented in past to
solve these problems but those solutions did not sustain. As new products were
introduced in the department, shop floor space was required to store WIP (work in
progress) and finished goods, the location and the space occupied by the tool cribs was
causing difficulty in temporary storage of finished goods and WIP. Hence the main
objectives of this research were, to propose a solution which will aid in effective tools
management at the department, to find a solution that is cost effective, aids in increased
visual management of tools, reduces search time for tools and fatigue of the operators,
makes the required shop floor space available and helps in maintenance of 5S system.
5S was the tool used in this research.
Action Research methodology was applied to conduct this research, the research
methods used were Exploratory and Triangulation and the research techniques employed
were observation study, in-depth interviews and analysis of past documents.
2
Proceedings of 10th Asia - Pacific Business and Humanities Conference
22 - 23 February 2016, Hotel Istana, Kuala Lumpur, Malaysia
ISBN: 978-1-925488-00-5
2. Literature Review
2.1 5S Literature Review
5S methodology is used in various organizations around the world to achieve benefits like
cost reduction, improved efficiency of men and machinery, improved safety at work and
reduction in pollution. 5S is one of the essential tools to commence and lead to a
successful lean culture (Cooper,Keif & Macro, 2007). 5S system is a key to total quality
management and is a method used to establish and sustain quality environment in an
organization (Luthra, Dixit & Haleem, 2013). Work study method when combined with 5S
and other lean tools can provide a universal solution for any type of industry having any
type of problem regarding productivity. If implemented accurately positive results are
assured (Kulkarni, Kshire & Chandratre, 2014).
The 5S system is divided into 3 core ideas which are orderliness, clenliness/visual
mangement and discipline. Improper communication can lead to failure of 5S system and
management plays an important role in implementation of 5S system (Maharjan, 2011).
A company cannot effectively implement 5S unless it provides training to its employees
about the 5S rules (Michalska & Szewieczek, 2007). According to Prabowo(2011) for
effective implementation of 5S system overall employee involvement is required. The final
responsibility of practising 5S rests with the managers, its their responsibility to point out
the positive and negative points in 5S implementation.
HungLing (2011) applied 5S system to a manufacturing industry which was failing in
meeting its customer requirements due to messy tool setting, bad working environment,
inefficient process flow and improper categorizing of tools. After implementation of 5S
system the search time for tools was reduced by average of 44%. 5S not only improved
the working environment but also the efficiency of the organization. 5S system not only
reduces the time required to perform an operation but also reduces the energy required
to perform those operations (Khandelwal, Prathik, Kikani & Ramesh, 2014).
2.2
Action Research
Kurt Lewin first coined the term action research in 1944. After a series of practical
experiments Lewin concluded in early 1940’s that” No action without research; No
research without action” (Adelman, 1993). According to Lewin action research uses a
spiral of steps, each of which is composed of a circle of planning, action and fact-finding
about the result of the action (Lewin, 1946). Action research is a flexible spiral process
which allows action and research to be achieved at the same time (Dick, 2002).
Close collaboration between the researcher and practitioner is of most importance to
bring out a collaborative solution, which is a distinct feature of Action Research
methodology (Hahn, 2014). Ivankova (2014) in his research highlighted the advantages
of using mixed method (both qualitative and quantitative) in Action research methodology.
Combination of multiple sources of data is a core element of action research. According
3
Proceedings of 10th Asia - Pacific Business and Humanities Conference
22 - 23 February 2016, Hotel Istana, Kuala Lumpur, Malaysia
ISBN: 978-1-925488-00-5
to Coghlan & Brannick (2014) the individuals conducting action research should be from
within the organization because they would be immersed in the situation and can
generate knowledge backed up with experience. Second person practice or inquiry for
action research is important because it addresses researcher’s ability to inquire into and
work with others on issues of mutual concern, through face-to-face dialogue, conversation
and joint action. Costa et al. (2014) used action research methodology to apply lean
concepts to a elevator manufacturig company. This venture not only had an positive
economic impact but also proved beneficial to the organization, researcher and research
subjects.
2.3 Exploratory Research
Exploratory research is conducted in the preliminary stage of the problem solving (Babbie,
2007). Researches employ exploratory research to understand the research problem and
to acquire ideas/suggestions (Malhotra, 1996). The research design for exploratory
research must be flexible to provide opportunity for considering different aspects of a
problem under study; this is required because the research problem which is defined
broadly initially turns into more precise one due to exploratory study. The research
designs suitable for exploratory researches are; survey of concerning literature;
experience survey and analysis of ‘insight-stimulating’ examples (Kothari, 2004). Shields
and Rangarajan (2013) stated that exploratory research often relies on secondary data.
Monetary resources required to conduct exploratory research is comparatively less as it
can be conducted by a single researcher without the need to mobilize, train or pay for
large apparatus. Exploratory research has a constructivist view. It has an anti
authoritarian and anti dogmatic trait.
2.4 Triangulation
Triangulation is combination of various research approaches and the use of different data
collection methodologies for the objective of fact finding and analysis in the study of
identical facts as the convergence of multiple views allow for greater accuracy in
objectivity (Scandura & Williams, 2000). Triangulation includes the combined use of
qualitative and quantitative research methods to check how far their results converge.
The use of different sources of information will help to ensure the precision of the research
study (Ritchie & Lewis, 2003). Triangulation research methodology uses more than one
method for validation to ensure a full reflection of exact traits of the phenomenon rather
than that of the methodology (Campbell & Fiske,1959; Jick 1979). Triangulation
effectively cross check the internal reliability within methods while it tests the validity level
between methods (Jick, 1979), thus confirming the validity of the process (Stake, 1995).
The effectiveness of triangulation depends on coordination and collaboration; between
those who are actively involved in response and collection of data.
4
Proceedings of 10th Asia - Pacific Business and Humanities Conference
22 - 23 February 2016, Hotel Istana, Kuala Lumpur, Malaysia
ISBN: 978-1-925488-00-5
3. Research Methodology
To solve the tools management problem of the magnet manufacturing department and at
the same time gaining knowledge in its course, a research methodology which is mutually
beneficial to the researcher and the subjects of the research i.e. machine operators of the
department, was required. Action research methodology was appropriate for this research
because it is future-oriented and collaborative. It deals with system development and
generates theory based on action, independent, and contextual characteristics (Susman
& Evered, 1983).
Figure 1. Research Methodology Steps (Source: Author)
Although many researchers have developed different models for action research, all
models are based on the same principle of plan, act, observe and reflect. In this research
Elliot’s (1981) model of action research is used to solve the tools management problem
because this model proposes evolution of the general idea or plan to reflect changes
gained via experience through earlier stages of iterations. This model emphasizes
redefinition of the original goal through a series of fact finding occurring every cycle. The
fact finding or reconnaissance at every stage of this model requires some degree of
analysis. This model permits much greater flexibility (Hopkins, 1985). Changes are made
in the model according to this research because excessive reliance on a particular model,
or following the stages or cycles of a particular model too strictly, could adversely affect
the unique opportunity offered by the emerging nature and flexibility that are the hallmarks
of action research (Koshy, Koshy & Waterman, 2010). The sequence and the steps that
were followed to solve the tools management problem are explained in the Figure 1.
5
Proceedings of 10th Asia - Pacific Business and Humanities Conference
22 - 23 February 2016, Hotel Istana, Kuala Lumpur, Malaysia
ISBN: 978-1-925488-00-5
4. Results
4.1 Observations at the PMM department
With this step the first cycle of action research begins. Being involved in the “Shop Floor
Rounds”, it was observed that operators complained about missing tools and loss of
productive time caused in searching of the tools on daily basis. By observing the machine
operators and their activities for a period of 2 months the following issues were noticed:
 The operators were leaving their workplace in search of tools and borrowing tools from
other operators.
 The standard for tools storage was not being maintained, due to this the search time
for tools was increasing and the operators experienced fatigue in searching tools.
 Operators carried tools in their pockets while working on the machines and stored
them on the machine which was unsafe.
 The existing tool storage cribs provided more storage space than required and the
operators were using it to store personal belongings. The tool storage crib was used
to store broken tools, worn out machine parts which were not meant to be stored there.
 As new products were introduced; there was a shortage of shop floor space to store
raw materials and WIP items.
The above observations highlighted a tools management problem in the PMM
department.
4.2 Solving the Tools Management Problem
From the observations at the shop floor it was very clear that the tools were handled and
stored in a very inappropriate manner. The present system for tools management had
flaws in it which need to be solved. In using the tool crib for storage of tools, the operators
were wasting their productive time in search of tools and this activity was causing them
fatigue. Hence,” Solving the tools management problem” is a main idea or plan of
improvement of this research.
4.3 Recording the Present Situation
To record the present situation, initially photographs were taken as a proof of the exciting
condition. The research area of this paper houses 4 automatic continuous production
machines and a punching press. In this paper the tools management problems and
solutions of 2 grinding automat machines are described, namely AX 1 and AX 2. The tool
crib shown in figure 2 is the standard method for tools, machine parts and manufacturing
consumable items storage.
6
Proceedings of 10th Asia - Pacific Business and Humanities Conference
22 - 23 February 2016, Hotel Istana, Kuala Lumpur, Malaysia
ISBN: 978-1-925488-00-5
Figure 2. Tool Crib (Source: Author)
Figure 3.Rexin Jackets for tools storage (Source: Author)
Figure 4. Tools kept without classification (Source: Author)
From the figures 3 and 4, it is evident that the standard for tools management is not being
maintained and the tools are stored in a shabby manner in the tool cribs. Time spent by
operators in search of tools was also recorded for comparison purposes. Condition for
7
Proceedings of 10th Asia - Pacific Business and Humanities Conference
22 - 23 February 2016, Hotel Istana, Kuala Lumpur, Malaysia
ISBN: 978-1-925488-00-5
measurement of time was that the stop clock was started when the operator leaves the
machine and stopped when he comes back with the required tool.
Below mentioned table 1 and 2, list the time spent by operators in search of tools at the
tool crib provided for AX 1 and 2 automats respectively. 4 operators in the department
possess the skill and grade level to operate AX automats.
Table 1. Time spent in searching tools from AX 1 tool crib at present conditions in
seconds (Source: Author)
Operators Time spent in searching of tools in seconds
1
2
3
4
5
6
7
8
9
10
Average
1
19
22
22
24
23
22
19
20
25
25
20
2
19
22
25
25
20
20
22
25
20
22
22
3
23
20
22
22
20
25
20
20
18
19
20.9
4
20
25
24
20
19
26
22
25
20
18
21.9
Average
21.2
Table 2. Time spent in searching tools from AX 2 tool crib at present conditions in seconds
(Source: Author)
Operators Time spent in searching of tools in seconds
1
2
3
4
5
6
7
8
9
10
Average
1
28
32
30
29
35
25
29
30
35
27
30
2
29
32
35
32
30
29
32
35
30
27
31.1
3
33
35
32
29
30
35
28
32
35
29
31.8
4
28
35
34
29
30
35
32
30
30
32
31.5
Average
31.1
AX 1 and 2 share a single tool crib. The tools used at both machines are different and
their WIS (work instruction sheet), MIS (method instruction sheet) and production books
are stored in a single tool crib. This tool crib is located behind the AX 2 machine as shown
in figure 5; this increases the distance travelled by operators working on both machines.
It was also observed that after using the tool, operators placed the tools near the grinding
section of the machine which is an unsafe act. The distance between operators location
and the tool crib was measured used a measuring tape for comparison purposes as
shown in table 3. The bold lines in the figure 5 depict the distance travelled by operators.
Table 3. Distance between the operators and tool cribs in millimeters (Source: Author)
Machines
Distance between the operator and tool crib(in millimeters)
AX 1
4200
AX 2
8200
8
Proceedings of 10th Asia - Pacific Business and Humanities Conference
22 - 23 February 2016, Hotel Istana, Kuala Lumpur, Malaysia
ISBN: 978-1-925488-00-5
Figure 5.Distance travelled by operators (Source: Author)
4.4 Reimplementation of 5S system
5S system was applied and is being followed in the department, since 2009 and audits
were also conducted to check with what effectiveness it is being followed. Even though
claims were made about following the 5S system the tools management problem was
very much evident and there was a scope for improving it. Hence it was decided to reimplement the 5S system to check if following the standard set for storing and handling
of tools previous to this research, could solve the tools management problem or not. The
sorting, keeping things as per order and cleaning steps of 5S system were done on all
tool cribs of the research area. The documents, tools, consumable items, machine parts,
etc. were kept as per standard mentioned in the “tool lists” which is maintained in WIS
files of the machines and to check the sustenance of the system, observation method
was used.
4.4.1 Sorting
Using the tool list items like tools, consumables, machine components were sorted and
the broken, worn out and useless items were disposed. During sorting activity it was
observed that, the standard “tool list” was not being followed for storing tools,
consumables, machine parts, etc. more storage space was provided than required due
to this the operators used to tool cribs to store personal belongings. This sorting activity
was done in the presence of the executives and absence of the operators to avoid
resistance from their end. As shown in the figures 6 and 7 the items of the tool cribs were
taken in a Schaeffer box then they were sorted, after sorting the broken spares and tools
were thrown away , the extra spares and tool were then stored in vertical storage
machine. The photographs were taken before and after conducting sorting activity and
the change is very much evident.
9
Proceedings of 10th Asia - Pacific Business and Humanities Conference
22 - 23 February 2016, Hotel Istana, Kuala Lumpur, Malaysia
ISBN: 978-1-925488-00-5
Figure 6.Before Sorting (Source: Author)
Figure 7. After Sorting (Source: Author)
4.4.2 Orderliness
Setting in order is all about an organized way of storing tools, equipments, components
of the machine, etc. so that they are easily accessible and less amount of time is required
for searching them. In this case using the “tool list”, all the tools and spares were kept in
their respective places. The tools were kept in the rexin jackets and the consumables
items and machine spare parts were placed in their defined locations. Photographs were
taken before and after the orderliness procedure for comparison purposes.
Figure 8. Before Seiton (Source: Author)
Figure 9. After Seiton (Source: Author)
4.4.3 Cleanliness
Though many might consider this step of 5S as very minimal and not give it importance,
it should be noted that without this step the 5S concept is incomplete. In the department
10
Proceedings of 10th Asia - Pacific Business and Humanities Conference
22 - 23 February 2016, Hotel Istana, Kuala Lumpur, Malaysia
ISBN: 978-1-925488-00-5
after sorting and keeping all tools, components, etc. in order the next step was cleaning
the tool crib. Multiple cleaning activities had to be performed to clean the tool cribs.
Photographs were taken before and after the cleaning procedure for comparison
purposes.
Figure 10. Before Seiso (Source: Author)
Figure 11 .After Seiso (Source: Author)
4.5 Ranzatsu, Shogai and Kitanai
Above words mean clutter, disorderliness and dirty respectively, these are the opposites
of Sort, Orderliness and Cleanliness. After “Reimplementation of 5S system for tools
management” the condition of the tools cribs in the department returned to its previous
state. The problems that were observed initially resurfaced, again tools were missing from
their positions, the operators were borrowing tool from fellow operators, they were
spending unnecessary time for searching of tools, there was lot of materials in the tool
cribs which didn’t belong there like eatables, worn out machines components, rusty
magnets, etc.
To brief it all the problems which were thought to be solved where actually just hidden for
some time. Hence it was important to find the root cause of these problems which required
collaboration between management and workers.
4.6 Root cause of the tools management problem
Even though 5S principle is followed in the magnet manufacturing department, it is facing
issues related to tools management, so exploratory research method was implemented
to understand the problem and find the best research methodology to solve this problem.
To find the root causes of the tools management problem exploratory research was
conducted through observation and in depth interviews with the operators. It was also
used to gather ideas/suggestion from operators to solve the problem.
Observation method used is of uncontrolled type in which the machine operators were
observed in their usual working environment to understand their work practices and to get
to know their problems and their behavior (Kothari, 2004). The findings of the observation
method have been mentioned earlier at the beginning of this research.
In-depth Interviews
11
Proceedings of 10th Asia - Pacific Business and Humanities Conference
22 - 23 February 2016, Hotel Istana, Kuala Lumpur, Malaysia
ISBN: 978-1-925488-00-5
As the main subjects of this research are the machine operators and workers it was
necessary to gather information from them about the problems they were facing and the
possible solutions from their end to solve this problem. In depth interviews reveal
information on concerning matters which could not have been predicted in advance
(Kordova & Frank, 2014). There are a total of 22 machine operators in the department
who belonged to various work grades. Grades are given to the operators depending upon
their skill levels. After building a level of confidence with those in depth interviews were
conducted. In-depth interviewing is a qualitative research technique that involves
conducting individual interviews with a small number of respondents to explore their
perspectives on a particular idea, program, or situation (Boyce & Neale, 2006). The
questions were framed with the help of the managers, supervisors and the 5S facilitator
of the plant. A set of 8 open ended questions were asked to all the operators. The
questionnaire set included of factual and opinion questions. Factual questions helped to
understand the facts of tools management problems and the opinion questions helped to
get each individual response to find the root cause and suggestions to solve the problems.
The following questions were asked in the interview:
1. What problems are you facing with the old existing tool box?
2. How are these problems causing fatigue to you?
3. In what ways are these problems affecting your productive time?
4. What might be the reasons for tools mismanagement from your end (machine
operator)?
5. Even though 5S audits are conducted, why is the tool box in such condition?
6. What do you do when tools are missing?
7. What are your suggestions to solve the tools mismanagement problem?
8. If a new tool box is designed what are your suggestions and requirements?
By analyzing the response to the interview these points came to light:
 Most participants agreed that due to missing tools they borrowed tools from fellow
operators and if a fellow operator borrowed a tool he would not place it at its
definitive location after use.
 The existing tool cribs do not aid in visual management of tools, due to which the
search time for tools is increased, which causes fatigue to the operators.
 The tools are not classified as they belong to which operator or which machine.
 The rexin jackets provided for storage of tools are not appropriate for all tools.
 5S activities are only done effectively during audits.
 The operators were provided 5S training only during the initiation of the 5S system
and many operators linked 5S to mere housekeeping.
 There is no sense of responsibility regarding tools management.
 The requirements of the operators were visual management, categorization,
protection of tools by which the search time and fatigue will be reduced.
12
Proceedings of 10th Asia - Pacific Business and Humanities Conference
22 - 23 February 2016, Hotel Istana, Kuala Lumpur, Malaysia
ISBN: 978-1-925488-00-5
Interactive Presentation
In this presentation operators were given a brief idea about this research and the
problems they are facing which was mentioned by them itself, so that everyone knows
about it. The operators were asked to point out reasons, according to them were the
cause of tools management problem.
Unanimously all the operators pointed out that during breakdown or preventive
maintenance of machines, the maintenance department operators don’t bring their tool
boxes and borrow tools from the operators of the magnet manufacturing department. After
use they do not place the tools in their definitive location and sometimes do not return the
tools. Other than asking the maintenance operators to bring their own tool boxes, an
effective locking system which also aided in visual management of tools was required.
Triangulation
There are 4 types of triangulation out of which, “methodological triangulation” was used
in this research, which refers to more than one method to accumulate data. Hence
analysis of past 5S audit sheets were conducted to validate the findings of exploratory
research. The past 5S audits sheets are an important source of data which is quantitative
in nature and can be considered as secondary data (Kothari, 2004).
Analysis of the audit sheets put forward the following points:
 Prior to this research 5S audits were conducted quarterly,(i.e. 4 times a year)
 Last documented audit was conducted prior to a year.
The table 4 highlights the area in which the department was losing its score and also
reason behind it.
13
Proceedings of 10th Asia - Pacific Business and Humanities Conference
22 - 23 February 2016, Hotel Istana, Kuala Lumpur, Malaysia
ISBN: 978-1-925488-00-5
Table 4. Analysis of past 5S Audit Sheets (Source: Author)
Department
Audit Month Standardization Scores(4S)
Remarks
and Year
Max Score
Obtained
Score
Magnet
April 2013
10
6
In tool cribs
Manufacturing
tools are not
Department
found as per
the list.
Magnet
July 2013
10
7
In tools crib
Manufacturing
tools not
Department
found as per
the list
Magnet
November
10
7
Tools found is
Manufacturing
2013
the drawer for
Department
storage of
files at AX
Magnet
February
10
7
40 T tool crib
Manufacturing
2013
not
Department
maintained as
per the list
Magnet
November
10
8
Tools not in
Manufacturing
2012
the
Department
designated
place
Magnet
July 2012
10
7
Worn out
Manufacturing
tools,machine
Department
parts and
magnets
stored in the
tool crib
The 5S score cards are evidence that the department is losing its score due to non
maintenance of standards. The Seiketsu i.e. standardization step of 5S system connects
the sorting, cleanliness and orderliness steps to the sustaining step of 5S, if
standardization of a process or system is not done effectively then the organizational
efforts are not sustained in the long run. Hence it can be stated that due to flaws in the
standardization process of the tools management, 5S system could not be sustained.
If after implementation of 5S system the result is below the target score, the reasons
behind it could be lack of effective training to the employees, lack of requested feedback
in standardization of process and lack of time for 5S (Ferraro, 2015). The lack of time
factor is ruled out because under MOST (Maynard operation sequence timing)
calculations machine operators are given extra time for machine cleaning and 5S
practices.
14
Proceedings of 10th Asia - Pacific Business and Humanities Conference
22 - 23 February 2016, Hotel Istana, Kuala Lumpur, Malaysia
ISBN: 978-1-925488-00-5
After triangulation the reasons behind and the solution for the tools management
problems were found:
 The present standard for tools storage and management is not appropriate which
is causing operator fatigue and loss of productive time.
 More effective 5S training is required to understand its importance and to motivate
everyone to practice it on daily basis.
 New standards for tools storage is required in the department for which the
opinions and suggestions of the operators should also be taken in to
consideration.
To find the reason behind the negligence attitude of the operators towards the 5S
practices a triangulated approach was required, for the same the managers, operators
and the 5S facilitator of the plant were consulted, analysis of their response put forward
the following points:
According to the management:
 The culture and the mindset of the operators is the reason behind the negligence
towards the 5S system.
 As the 5S activities are not connected with monetary values some operators don’t
pay attention to them.
 The “What I am going to lose if I don’t do 5S?” attitude of the operator needs to
change.
 The present audit sheets of 5S does not take into consideration the cultural change
, areas for improvement and the best practices towards 5S which needs to be
changed.
 The quarterly audits needs to be changed to monthly audits for better monitoring
of the 5S system.
According to operators:
 No remuneration for effective practicing of the 5S system.
 No strict rules to maintain the 5S practice.
 Careless attitude towards the 5S system by some.
 Lack of effective training.
5. Implications & Future Directions
As the “Reimplementation of the 5S system” which was the general plan failed to solve
the tools management problem at the department and by reconnaissance it was found
that one of the reasons behind its failure was the flaws in the standards of tool
management. Under this context management decided that developing an innovative
solution for tools storage and handling is required in the department. The usage of old
tool cribs be reduced and removed where they are not required as it will also save shop
floor space.
15
Proceedings of 10th Asia - Pacific Business and Humanities Conference
22 - 23 February 2016, Hotel Istana, Kuala Lumpur, Malaysia
ISBN: 978-1-925488-00-5
Before developing a solution it was necessary to know the requirements of operators and
management, following are the requirements:
 One of the foremost requirements was that the new system should be helpful in
maintaining the 5S principle.
 It should aid in visual management of tool and occupy minimum shop floor space.
 It should protect the tools from dust, theft and misplacement.
 Tools should be classified according to the machines.
 It should reduce the search time for tools and operator’s fatigue caused to search
tools.
 Cost and safety of the operators should be given importance while deciding on a
new system.
To develop a solution to solve the tools management problem, visits were conducted to
various departments of the factory, the visits continued to various departments of other
manufacturing factories where the use of tools were must. This was done to review the
different methods and techniques used for tools storage and handling. None of the
present tools storage techniques could meet the requirements of the magnet
manufacturing department. After discussion with all the stake holders involved, it was
proposed to develop an innovative tool cabinet.
The highlights of the proposed tool cabinets are:
 Using the Concept of notice boards and shadow boards for the tool cabinets.
 Designing standard fixtures for holding tools.
 Making the fixtures with mild steel and providing it with zinc coating to avoid rusting.
 Providing the tool cabinets with acrylic doors and lock which will aid in visual
management of tools and also protect the tools.
 Using materials like aluminum and wood for manufacturing of the tool cabinet to
reduce its weight.
 Mounting the tool cabinets on the machines itself.
During the course of this research, expert advice from 5S facilitator of the plant was taken
to find the reasons behind the tools management problem. It was found that 5S audits
were conducted quarterly and there was no remuneration for operators who regularly
followed 5S system. It was also found that the previous audit system, did not take in to
consideration certain things which needed to be considered. Hence management took
initiative towards 5S and bought about the following changes:
 The new 5S audit sheets took into consideration area for improvements, good
practices followed in a department and sustained cultural change in operators.
 Previously audits were conducted quarterly which was now changed to monthly.
 Before displaying 5S scores on the shop floor after audits it was announced by
mangers or executives to all the operators and good practices were encouraged
and appreciated, suggestions were taken to improve in areas of low marks.
16
Proceedings of 10th Asia - Pacific Business and Humanities Conference
22 - 23 February 2016, Hotel Istana, Kuala Lumpur, Malaysia
ISBN: 978-1-925488-00-5
These were the present changes management bought to improve following of 5S system.
The proposed future changes are:
 Combining 5S and safety audits together to save time and effort.
 Linking operator incentive with the 5S and safety scores.
 Organizing plant level training for operators on 5S system.
 Sudden observation of the operators to find out the one frequently following 5S
and remunerating them.
These are the future projects for effective implementation and sustaining of 5S system all
over the plant.
6. Conclusion
After exploring the magnet manufacturing department through observation and
conducting in-depth interview with the operators and managers, root causes behind the
tools management problem were found. Triangulation research methodology was used
to validate the findings. Action-Research was the methodology used, allowing the
academy/industry collaboration where both parts benefited by learning from each other.
Finally, a new solution is proposed to solve the tools management problem. It was
recommended to the managers to implement the proposed changes to improve the
productivity of the operations.
References
Adelman, C., 1993. Kurt Lewin and the origins of action research.Educational action
research, 1(1), pp.7-24.
Ansari, A. and Modarress, B., 1997. World-class strategies for safety: a Boeing
approach. International Journal of Operations & Production Management, 17(4),
pp.389-398.
Babbie, E., 2007. The Practice of Social Research. Belmont : Thompson Wadsworth.
Boyce, C. and Neale, P., 2006. Conducting in-depth interviews: A guide for designing
and conducting in-depth interviews for evaluation input (pp. 3-7). Watertown, MA:
Pathfinder International.
Campbell, D. T., and Fiske, D.W., 1959. Convergent and discriminant validation by
multitrait-multimethod matrix. Psychological bulletin, 56(2),pp. 81-105.
Coghlan, D. and Brannick, T., 2014. Doing action research in your own organization,
London: Sage.
Cooper, K., Keif, M. G., and Macro, K. L., 2007. Lean printing: pathway to success.
Sewickly, PA.: Printing Industries Press.
Costa, E., Braganca, S., Alves, A., and Sousa, R., 2014. Action-research methodology
to improve performance using lean production tools, Technics Technologies
Education Management, 9(2), pp.253-264.
17
Proceedings of 10th Asia - Pacific Business and Humanities Conference
22 - 23 February 2016, Hotel Istana, Kuala Lumpur, Malaysia
ISBN: 978-1-925488-00-5
Dick, B, 2002. Action research: action and research, Retrieved July, 14, 2015, from
Resources papers in action research:
http://www.aral.com.au/resources/aandr.html
Elliot, J., 1981. Action-research: A Framework for Self-evaluation in Schools.
Cambridge Institute of Education.
Ferraro, T, 2015. 5S Comprehensive Education and Resource Center, Retrieved July
7,
2015,
from
A
lean
Journey
:Quest
for
true
north:
http://www.aleanjourney.com/2015/06/5s-comprehensive-education-andresource.html
Gupta, S., and Jain, S. K., 2015. An application of 5S concept to organize the workplace
at a scientific instruments manufacturing company, International Journal of Lean
Six Sigma, 6(1), pp.73-88.
Hahn, H. A., 2014. Knowledge Integration and Inter-Disciplinary Communication in
Action Research, Systemics, Cybernetics and Informatics, 12(5), pp.60-67
Hopkins, D., 1985. A teacher's guide to classroom research. Philadelphia: Open
University Press.
HungLing, C. 2011. 5s implementation in Wang Cheng industry manufacturing factory
in Taiwan. Doctoral dissertation, Wisconsin University.
Ivankova, N.V., 2014. Mixed Methods Applications in Action Research: From Methods
to Community Action. SAGE Publications.
Jick, T.D., 1979. Mixing Qualitative and Quantitative Methods: Triangulation in Action,
Administrative Science Quarterly, 24(4), pp. 602-611.
Khandelwal, A., Prathik, R., Kikani, R. P., and Ramesh, V., 2014. 5S Implementation
and its effects on physical work load, International Journal of Research in
Engineering and Technology , 3 (9), pp.437-440.
Kulkarni, P. P., Kshire, S. S., and Chandratre, K. V., 2014. Productivity improvement
through lean deployment & work study methods, International Journal of Research
in Engineering and Technology, 3(2), pp. 429-434.
Kordova, S., and Frank, M., 2014. The T-Shape Dilemma in the Industrial Engineering
and Management, Journal of Industrial Engineering and Management, 7(5):
pp.1076-1096
Koshy, E., Koshy, V., and Waterman, H., 2010. Action research in healthcare, "What is
Action Research", (pp.1-24). London: Sage.
Kothari, C., 2004. Research methodology : Methods and Techniques, New Delhi: New
Age International Publishers.
Lewin, K., 1946. Action research and minority problems. Journal of social issues, 2(4),
pp.34-46.
Luthra, S., Dixit, G., and Haleem, A., 2013. Identifying and ranking of strategies to
implement green supply chain management in Indian manufacturing industry using
Analytical Hierarchy Process, Journal of Industrial Engineering and Management,
6(4), pp.930-962.
Maharjan, S., 2011. Implementing the 5S Methodology for the Graphic Communications
Management Laboratory at the University of Wisconsin-Stout. Unpublished
doctoral dissertation, University of Wisconsin-Stout.
18
Proceedings of 10th Asia - Pacific Business and Humanities Conference
22 - 23 February 2016, Hotel Istana, Kuala Lumpur, Malaysia
ISBN: 978-1-925488-00-5
Malhotra, K., 1996. Marketing Research: An Applied Orientation. Upper Saddle River:
Prentice Hall.
Michalska, J., and Szewieczek, D., 2007. The 5S methodology as a tool for improving
the organization, Journal of Achievements in Materials and Manufacturing
Engineering, 24(2), pp.211-214.
Ohno, T., 1998. Workplace Management. In Dillon, A. ( Ed.). Cambridge: Producivity
Press.
Prabowo, N., 2011. 5S: Workplace Organization and Standardization, Retrieved 17
January, 2015, from http://www.plant-maintenance.com/articles/5S.pdf
Ritchie J., and Lewis, J., 2003. Qualitative Research Practice: A guide for social science
students and researchers, London: Sage
Scandura, T.A., and Williams, E.A., 2000. Research Methodology in Management:
Current Practices, Trends, and Implications for Future Research, The Academy of
Management Journal, 43(6),pp.1248-1264.
Stake, R.,1995. The Art of Case Research, Thousand oaks,CA: Sage Publications.
Susman, G. I., and Evered, R. D., 1978. An assessment of the scientific merits of action
research, Administrative science quarterly, 23(4),pp.582-603.
Shields, P. M., and Rangarajan, N., 2013. A Playbook for Research Methods: Integrating
Conceptual Frameworks and Project Management. New Forum Press.
Womack, J. P., Jones, D. T.,& Roos, D., 1990. Machine that changed the world, New
York: Simon and Schuster.
19