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Elaborated:
Review:
Jr. Quality Engineer
Authorized:
Quality Manager
Quality Manager
CHANGE CONTROL.
REVISION
DATE
20/06/2022
1.
REVISION
LEVEL
0
Broadcast
DESCRIPTION OF THE REVIEW
OBJECTIVE
To define the guidelines to plan, report, act, standardize, improve and document the 5S methodology in the
production area for the company CMA AUTOMOTIVE S.A. de C.V. with the following points in mind:
1.
2.
3.
4.
2.
Improve order and cleanliness in the work area.
Reduce occupational risks.
Decrease downtime and reduction in production time.
Standardize.
SCOPE
This procedure applies to all work and manufacturing areas within CMA AUTOMOTIVE S.A. de C.V.
Xochimilco plant.
3.
RESPONSIBILITIES
3.1
Senior Management:
Provide all necessary resources and funding for the implementation of this work instruction to implement 5's.
3.1.1 Leader of 5's (Quality Engineer):
a) Verify the implementation process of this procedure in its entirety by all the respective areas within the
CMA XOCHIMILCO plant, as well as, promote the best practices of this to improve order, cleanliness
and comfort within the work area.
b) Follow up on said procedure, plan and develop the 5's activities, as well as, review and
approve them and propose improvements.
3.3
Cutting Production, Forming Production, Logistics, Warehouse,
Maintenance. 5'S activities: In charge of transmitting and inspecting the 5'S activities
to the production personnel.
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3.4
Production Supervisor:
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Supervise that production personnel effectively implement the planned activities, as well as review and take note of
the results obtained.
3.5.
Productive and Administrative Areas:
Implements 5'S activities in their work areas.
4.
DEFINITIONS
4.1 The 5'S is a work methodology, originally from Japan, and is based on the principles of increasing
productivity, reducing material consumption and work times. It is called 5'S for its acronym in Japanese
and means:
4.1.1 Seiri (Select)
4.1.2 Seiton (Organize)
4.1.3 Seiso (Cleaning)
4.1.4 Seiketsu (Standardize)
4.1.5 Shtisuke (Self-discipline)
5.
DEVELOPMENT.
In order to make this program beneficial and sustainable over time, the following phases and stages must be
followed:
5.1 PHASE 1: Preliminary Planning
5.1.1
Stage 1-Senior Management Commitment
Senior Management is made up of the General Management and the owners of CMA AUTOMOTIVE SA
DE CV XOCHIMILCO plant, who must be committed and understand the importance of carrying out each
phase and stage of this manual in order to achieve the proposed objectives.
5.1.2 Stage 2- Responsibilities of each area
The people in charge of the different areas will be in charge of performing tasks such as the following for each
phase:
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5.1.3 Stage 3-Dissemination of 5S
Part of the commitment of the Top Management is to disseminate the decisions taken, as well as the objectives to
be achieved, to all personnel. Then, it must assign the Quality Engineer the elaboration of a chronogram, the
detail of the activities to be carried out, meetings, etc., as well as the objectives to be achieved.
5.1.4 Step 4-Activity planning
Prior to the implementation phase, activities must be planned and a schedule of the activities to be performed
must be drawn up in order to carry them out effectively. In other words, this phase consists of making a defined
work plan of the 5's, as shown in the following chronogram:
Example of 5's Timeline:
Example of an agenda:
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5.1.5 Stage 5- Training of personnel
Conduct internal training with the purpose of transmitting the necessary knowledge and bases on the 5'S,
for the company's personnel. The idea of this stage is to make workers aware of the importance and
benefits that order and cleanliness in the work areas, as well as responsibility and discipline as a new work
culture, can bring to the business.
Training should be conducted first at the highest levels and ranks, such as Senior Management,
Production Manager and Production Supervisor personnel.
It is the Quality Engineer's job to ensure that all personnel have received the corresponding training.
5.2 PHASE 2: Execution
5.2.1 Stage 1: Implementation of Seiri
Steps to implement:
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1. Make a photographic record
The current situation of the work areas is recorded by means of photographs, which are used as evidence of the
problems of order and cleanliness. The analysis seeks the solution to the real situation of the company, in order to
know which are the unnecessary elements that occupy a percentage of space and limit the availability of the work
area.
2. Delimit the area of application
The implementation will be in specific areas, departments or the entire company. This case study will be focused
for the areas destined to the manufacture of steel tubes focused to the automotive industry of the company CMA
AUTOMOTIVE SA DE CV XOCHIMILCO plant.
3. Establish classification and evaluation criteria
The criteria for classifying and evaluating the elements
are as follows:
Maintain what is necessary in the areas of improvement
Identify the actual situation of the elements present in an area Relevance and
suitability of objects
Periodicity of use Quantity
The general criteria used to classify and evaluate the elements with their respective final dispositions are shown
below.
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From the above table it can be deduced that the necessary objects have to be organized in an orderly, simple and
easily accessible way so that the operator can make his operations more productive, while the other objects have
to be sold, repaired, or discarded.
4. Prepare disposal notices or red cards
It is a tool used to discard what is classified as unnecessary, for which a red or waste card is designed,
suggesting an action to be taken.
The red color is a quick identification. This card can be completed by the operator or supervisor of the area,
describing the following points:
Example of a scrap notification card: (see Format (F-XXX-XXX) Formats section at the end of this instruction).
5. Identify unnecessary elements
This action will be effective if the above-mentioned criteria are clearly and concisely defined, which helps
personnel to determine whether an item is necessary or not. It is important that the person who evaluates has vast
experience about the operations in the company's processes. In case of uncertainty about the functionality of any
element, it is advisable to report to the area manager or technicians, who evaluate and issue a technical opinion
to know if the element is necessary or not.
6. Apply scrap notification cards
Place the red card in the items identified as unnecessary, complete the required information, and then affix the
card in a visible place to prevent it from being easily removed. One card is placed per item or per group that are
the same (see Format (F-XXX-XXX) under the Formats section at the end of this instruction).
The application should be done as soon as possible, after issuing the Seiri criteria. Note: There may be items that
do not correspond to the application of the red card, however, they must be discarded or removed, such as, for
example: papers, waste, empty boxes, personal items, among others.
7. Prepare the disposal notification report.
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Everything that has been done must be documented, i.e., each department or work area prepares and records the
list of unnecessary items, the following points are specified: (see Format (F-XXX-XXX) Formats section at the end
of this instruction).
It is important to note the last column "Final Decision", which is completed by Senior Management or the
respective decision level (e.g. Quality Engineer). The report is completed by the operator, manager or supervisor,
which will be submitted to the Quality Engineer and Senior Management.
8. Moving unnecessary items to a temporary site
When the above operation is completed, the unneeded items are temporarily moved to an assigned space, called
the "Selection Warehouse", which holds the unneeded items while the final decision is made by Senior
Management.
The purpose of the "Selection Warehouse" is to know the items that are stored and to ensure that no useful item is
eliminated. If there is an item that is erroneously in the warehouse, a manager or area manager must be
requested to analyze and authorize the request, and if the result is favorable, the item is removed.
9. Evaluate the suggested actions of waste notifications.
The designated personnel must evaluate the actions suggested in the waste notification report (red card
summary), and a final decision is made, based on the information provided by the area or department manager.
Final decisions are: sell, donate, transfer to another site, relocate, reuse, repair or dispose.
10. Eliminate unnecessary elements
According to the final decision taken on the identified unnecessary items, the Quality Engineer must prepare a
final plan, which specifies: what, when and who will participate in the elimination of what is stored in the "Selection
Warehouse" or in the work areas. The removal and mobilization of unneeded items to their final destination must
be coordinated with top management.
11. To make the progress report of the planned actions.
At the end of the Selection activities, it is necessary that the person in charge of an area or department reports the
activities carried out, progress, obstacles and achievements, this report must be analyzed by the Quality Engineer,
who is in charge of making the final report to the Top Management and publish the results to the personnel in
visible parts of the company.
12. Finalize the activities of the established plan
For the effectiveness of the 1st. "S", it is essential to comply with the scheduled dates, in addition to this it is
necessary to consider points such as: difficulty to remove it, search for possible buyers, among others.
5.2.2 Stage 2 - Implementation of Seiton (Organize)
Once the first "s" stage is completed, more physical space is obtained, thus facilitating the beginning of the
Organization stage.
Steps to implement the organization stage:
1. Analyze and define the location
Available areas are sought, which are intended to locate and/or accommodate useful elements in an adequate
and effective manner, the following should be taken as a basis:
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Availability of physical space
Repeated use, relevance, usefulness and quantity
Easy access and return to its corresponding location
Same location for elements destined for specific activities o Consecutive
2. Decide on the placement method
The location of an element in the wrong place generates errors that will negatively affect the performance of the
work.
The following is described in order to decide on the placement method:
Specify the practical and functional form
Accurately describe the name, codes and figures to avoid future errors. Use the most
convenient inventory method.
It is important to place the elements according to safety and efficiency criteria. Locate the
elements according to their usefulness, either in similar or specific processes.
3. Label the location site
The labeling is a visual tool that helps to identify a place where a variety of elements are placed and work areas
are located, this helps to reduce the time in the search when an element is required. The design must be
understandable and visible.
The following are ways to identify the element and its location:
Quantitative signals.
They indicate maximum and minimum levels required for the storage of the elements that are controlled in a total
or partial area.
• Quantitative signals.
They indicate maximum and minimum levels required for the storage of items to be controlled:
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• Identification by means of colors.
This visual strategy helps to identify very quickly what you want to find, for this the labels have
to be differentiated on the basis of bright colors.
DIVISION OF WORKSTATIONS/WORK AREAS
1. Division of work areas by demarcation lines
Demarcate and mark aisles according to safety and optimal flow principles. Design an area
distribution plan.
Mark yellow or black "diagonal lines" to indicate danger zones.
Delimit all areas, including conveyor cart parking, raw material location, cabinets and others.
2. Plot perimeter
Draw the perimeter of the tools on a flat surface, and mark the exact place and shape for their placement. This
sketch makes it possible to visualize if any tool is available. If it has not been returned to its place, it should be
determined if someone is still using it or if it has been misplaced.
3. Illustration by photography
As a preventive measure and as a guide for easy adaptation of the "sorting" stage, photographs should be used.
This visual tool should be located close to the storage place, in order to make it easier for anyone to sort these
items.
5.2.3 Stage 3: Implementation of Seiso (cleaning)
This stage begins when in the current situation of a company there are residues, waste or dirt due to the
transformation processes of a product, or also because there are spills of liquids that wet the floor, dust, grease or
dirt, which adhere to finished products, tools, machinery and others.
Steps to implement it:
1. Determine the scope of application
The Cleaning Stage seeks to improve the physical appearance, as well as to avoid losses and accidents caused
by dirt.
The cleaning application should act on the following:
Physical areas: floors, walls, windows, green areas, surroundings and others. Work
elements: tools, furniture, inventories, etc.
Machinery and equipment.
2. Planning cleaning activities
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Equipment, machinery and work elements are affected by dust, oil and waste of any kind, these factors affect
performance and efficiency, which in a short, medium term, can deteriorate them. It is very important to identify
the possible causes that generate dirt in a work area, if they are not identified, cleaning would take more time and
effort.
3. Assign cleaning responsibilities
The person responsible for keeping the work areas impeccable is the same personnel who have a work area that
they are in charge of or have been assigned to use, because they are responsible for the instruments, tools,
equipment and other elements that are frequently used.
Responsibilities can be defined according to the:
Area allocation plan.
Weekly or monthly cleaning plan: With specifications of what, when, where and by whom.
Determine strategies for cleaning
Cleaning should be a routine activity, which has to be constantly supervised to ensure the proper functioning of
machinery, tools; it can be developed as follows:
Have cleaning supplies available and in sufficient quantities.
Define cleaning procedure, to obtain cleaning efficiency.
Perform a check list or cleaning verification form (F-ADC-051 CHECK LIST 5'S).
4. Perform cleaning
For the maintenance and preservation of a company's assets, a general plan must be developed to increase the
useful life of these resources, which can be developed by means of:
General cleaning of the physical facilities: starting with the most critical work areas, then the remaining
areas.
Cleaning of work elements, machines and equipment.
5.2.4 Stage 4: Implementation of Seiketsu (Standardize)
It consists of achieving a standardization of what has been done, that is to say, carrying out actions to maintain the
cleaning work, the classification of objects, the established order, identifying and eliminating sources of dirt.
a) Establish responsibilities and assignments
Staff should be clear about their responsibilities and what they should do in terms of 5'S activities.
b) Continuously develop the first 3 S's.
Activities that maintain what has been achieved by the first three S's should be developed on an ongoing basis:
Seiri: At all times try to remove any unnecessary element for the work activity, even if it is not identified on
the red cards.
Seiton: Assign a place to each element, coding and identification in order to facilitate its location and
inventory.
Seiso: Frequently clean sources of contamination and dirt in the area, in order to reduce cleaning times.
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c) Verify and continuously improve the first 3 S's. This will be done periodically with the following checklists:
(see Formats section).
d) Develop preventive measures
The checklists from the previous step will help to identify problems and their causes. The objective of this step is
to take preventive measures to anticipate such problems. To achieve this, the following example can be used: a
checklist for work items.
e) Identify opportunities for improvement
The Quality Engineer must encourage and promote his staff to propose ideas and improvements for the area and
work center. This is done through suggestions or meetings. These proposals must be subsequently evaluated by
the Quality Engineer.
5.2.5 Stage 5: Implementation of Shitsuke (Self-discipline)
This stage is of vital importance since it refers to the commitment, responsibility, willingness and discipline of the
personnel to perform the 5'S tasks. Staff self-discipline and a sense of responsibility can be fostered through the
following steps:
Conduct activities that encourage staff participation:
Strengthen
internal
communication
and
coordination. Openly discuss decisions to be
made. Coordinate improvement measures.
Continuous training.
Present recommendations and suggestions. Establish situations that require discipline This
refers to respecting basic rules such as:
Punctuality
Leave the work elements in their original place after having been used. Clean and
tidy up after finishing work.
Use safety equipment.
Respect the company's rules and policies.
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5.3. Phase 3. Follow-up and Improvement
5.3.1. Step 1-Develop follow-up plan
It consists of elaborating the activities aimed at verifying and measuring the results obtained after implementation,
as well as the degree of compliance with the tasks performed by the personnel and the comparison between the
planned goals and the actions achieved.
This plan will be carried out by him with the support of Senior Management.
5.3.2. Stage 2- Evaluations
The evaluation system carried out by the Quality Engineer and with the participation of Senior Management will be
performed by means of:
Observations and/or inspections: These consist of visual inspections performed by periodically
walking through the areas in question.
Internal audits: Audits are conducted within the company to evaluate compliance with each "s"
through a pre-established format (F-ADC-051 CHECK LIST 5'S).
External audits: Subsequently, an external authority should be consulted to evaluate the 5'S activities
carried out.
5.3.3. Step 3-Review of evaluations and results
It consists of examining the results obtained to analyze whether they have been effective. These results can be
both quantitative and qualitative. In addition, the results of the evaluations are included, which through meetings
will be disseminated to the personnel in order to know the current situation of the company.
5.3.4. Stage 4-Improvement plan
It consists of establishing a plan with the objective of improving the results obtained, i.e. to analyze the current
situation again and determine possible opportunities for improvement, refining the activities in order to improve
them on a continuous basis.
In case there are problems and results that are not favorable, the root causes of the problems must be found and
corrective actions must be taken on the spot.
6.
REFERENCES
1. IATF 16949: 2016
7.
FORMATS / RECORDS (ALL DOCUMENTS RELATED TO LPA'S)
Red Card
F-XXX-XXXX
Opportunity Card ------------------------ F-XXX-XXXX
Report Notification of Disposal -- F-XXX-XX
Check list 5's------------------------- F-ADC-051
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