Issues discussed in the material:

• What problems does the 5S lean manufacturing system solve?
• How to implement the 5S lean manufacturing system
• What mistakes hinder the successful implementation of the 5S methodology?
• What books will help you better understand the 5S system?

The main task of the head of any company is to make every effort to increase the profitability of the enterprise, but at the same time prevent an increase in production costs. The use of the 5S lean manufacturing system will help achieve the desired result. This concept is based on the principle of rational management - elimination of all types of losses, economically sound use of internal reserves, optimization of business processes.

What is the 5S lean manufacturing system?

The 5S lean manufacturing system was not formed out of nowhere. A similar concept for managing production processes was proposed by the American engineer Frederick Taylor at the end of the 19th century. In Russia, the development of methods for the scientific organization of labor was carried out by the scientist, philosopher, revolutionary and ideologist A.A. Bogdanov. In 1911, his book was published, which described the principles of scientific management. It was on the basis of the provisions set forth by A. A. Bogdanov that NOT – the scientific organization of labor – was introduced in the USSR. But the most ideal tool for rational management at an enterprise is the 5S lean manufacturing system. An improved comprehensive methodology for organizing a workspace was proposed and implemented at the Toyota Motor plant by Japanese engineer Taiichi Ono.

A wise engineer noticed that due to lack of consistency in production, a lot of waste occurs. If the required parts are not delivered to the conveyor in a timely manner, the result is a shutdown of the entire production line. Conversely, if parts are supplied in excess, workers have to take them back to the warehouse. This leads to lost working time and irrational use of labor resources. Based on his observations, Taiichi Ohno developed a concept called just-in-time. It is necessary to supply only the required number of parts to the conveyor, without allowing any excess. Thanks to the introduction of his methods at the enterprise, Taiichi Ono rose to the rank of CEO of Toyota.

The 5S lean manufacturing system included kanban technology, which means “advertising sign” in Japanese. Taiichi Ohno proposed attaching a “kanban” tag to each part or tool - a control card on which all the necessary information for a given part or tool was stated. Kanban tags can be used not only in production, they can be attached to finished products, office folders, medicines, etc. The next principle of 5S lean manufacturing was the concept of the Japanese philosophy of “kaizen”, which means continuous improvement of processes.

The popularity of the Japanese system is explained by the simplicity of its principles and the absence of significant costs. Each employee of the enterprise, from the cleaner to the general director, is given one task - to maximally optimize their part of the activity, which is a component of the overall labor process. The result of this approach is an increase in the overall profit of the company and, consequently, an increase in the income of all personnel. Therefore, enterprises in all countries are actively implementing the lean production system of the 5S methodology.

The 5S system is one of the most effective lean manufacturing technologies, aimed at optimizing all production processes, reducing losses, and increasing labor productivity through the rational organization of the work area. Special visual cues help improve performance. All working tools are placed so that it is convenient to use them. Continuous improvement of production processes is part of a lean culture and greatly facilitates the implementation of other lean practices.

Five components of the 5S system:

1. Sort ( Seiri)– preparing the workplace, sorting tools, removing unnecessary items.
2. Maintaining order (Seiton) – organizing the work area, determining the location of tools and other items for ease of use.
3. Keeping it clean ( Seiso) – maintaining cleanliness and order in the work area.
4. Standardization ( Seiketsu) – drawing up regulations for actions in the workplace, documenting technological operations.
5. Improvement ( Shitsuke) – continuous improvement of work processes, monitoring the implementation of technological operations, introducing the 5S system into the corporate culture.

The successful implementation of the 5S system is evidenced by a significant reduction in the amount of consumables and the area of ​​the working area. All working tools and consumables are marked with color tags and stored in specially designated areas (baskets, drawers).

The use of the 5S system leads to an increase in production indicators:

• transparent technological route;
• clean work area and comfortable workplace;
• reduction of time spent on setting up equipment;
• reducing the duration of the technological cycle;
• expansion of the workspace;
• reducing injuries at the enterprise;
• reduction of lost working time;
• increasing equipment reliability.

What tasks need to be solved before implementing the 5S lean manufacturing system

Each enterprise can organize economical and lean production. To do this, it is necessary to analyze and evaluate the results of the activities of all links in the technological process chain, from the supply of raw materials to the output of finished products. Such a comprehensive assessment will help determine how high the level of frugality is. For example, uncoordinated work of suppliers or subcontractors leads to failure of the entire production process. Unsuccessful interaction between an enterprise's support services in a timely manner carries the threat of emergency situations, plan failure, and the release of defective products.

Fundamentals of Lean 5S Manufacturing:

• All actions are considered from the perspective of creating benefits for the consumer; it is necessary to exclude actions that are not aimed at creating value.
• The time from placing an order to delivering the product to the consumer is reduced.
• Hidden production losses are eliminated.
• All efforts are aimed at continuous improvement of the production process, creating a self-learning organization.

Particular attention should be paid to eliminating production losses at all levels of the technological cycle.

The fundamental idea of ​​the 5S system is simple and clear - any action, technological operation or process that consumes resources, but does not increase the consumer value of the finished product, is considered a waste factor.

Classification of losses causing losses to the enterprise:

1. Overproduction. Excessive production of products unclaimed by the customer is the most insidious type of loss, giving a false sense of security and provoking other losses. Hidden problems and unclear information hinder production optimization.
2. Excess inventory. Storing excess raw materials, materials, blanks, parts, finished goods, spare parts, and tools in a warehouse does not contribute to increasing the consumer value of the product.

Many Russian enterprises create reserves as protection against the crisis and uncertainty in the supply cycle or demand for products. Sometimes these reserves are quite significant. The main task of management is to determine the required and optimal amount of inventory stored in the warehouse. The use of the 5S lean manufacturing system helps to change production processes, achieve high consistency between the work of departments, and reduce the amount of inventory.

3. Marriage. Real losses that lead to material losses and inefficient use of labor resources.
4. Unnecessary operations and movements in the workplace. Irrational organization of the workplace leads to wasted time. If an employee has to look for a necessary document or go to another work area to get a tool, then the consumer value of the product also decreases.
5. Overprocessing. Losses arise when trying to set a more stringent standard that has no value for the customer - the manufacturer fulfills what the customer did not order. This approach increases the risk of manufacturing defects, leads to the cost of purchasing more expensive equipment or tools, requires a high level of personnel qualifications and unnecessary production operations. At the same time, the quality of the finished product remains at the same level.
6. Downtime. A stop in the production process occurs due to the untimely arrival of products from the previous stage. The reasons for downtime are uncoordinated work of production areas and equipment breakdowns. Often, in order to minimize negative consequences, inventories of unfinished products are increased. The implementation of the 5S lean manufacturing system will ensure the coordinated operation of all workshops and eliminate unexpected equipment stops.
7. Extra movements. Transportation and movement are an integral part of the production process. But no matter how far the product is moved, its consumer value will not increase. It makes no difference to the customer how the goods were transported. In some factories, the production flow is several kilometers long. This leads to an increase in the financial costs of the enterprise.
8. Loss of creativity among employees. Loss of creative potential is reflected in the general position of the enterprise. An employee who is disinterested in the results of his work does not strive for improvement and does not take responsibility for the quality of the operations performed.

Phased implementation of the 5S lean manufacturing system

Each component of the lean production system of the 5S methodology consists of a set of practical actions. In the list of sequence of actions, “Staff training” is in first place, and “Fixing the result obtained using a test, photography or control check” is in last place. The process of implementing and launching the 5S system must be monitored and controlled.

S1 – sorting. It is required to sort tools, materials, documents. Of all the items present in the workplace, only the necessary ones are left, and unnecessary ones should be disposed of.

Step 1. Divide all items in the work area into 3 parts:

• always needed
• sometimes necessary - those that are not required at the moment, but are regularly used when the work process is widely localized,
• completely unnecessary - foreign objects, defects, containers, extra tools.

Step 2. Mark unnecessary items with a red tag.

Step 3. Remove all items marked with a red mark from the work area.

The first step is to define clear sorting criteria and produce labels that are clear to all employees and contain clearly stated information. This is necessary to carry out control when a clear understanding of the principle of separation of elements has not yet been formed. Subsequent adjustments to the information on the tags are allowed if necessary. Completely unnecessary or rarely used items need to find a permanent place.

S2 – maintaining order (rational arrangement of objects). The remaining items should be organized and placed in their places, observing sorting criteria and safety requirements. A rational arrangement of items will ensure:

• accessibility - the item can be easily taken and returned to its place;
• clarity – you can quickly find an item in its designated place;
• safety.

The decision on the convenience of placing items is made only by the employee who works at this workplace, and not by the controller. If the production process is carried out in several shifts, then workers returning to the shift must be warned about the changes.

In addition to verbal information, you can apply markings using available means: marker, chalk, colored tape. For clarity, it is recommended to use a checklist so that workers can check the new layout. To ensure the ergonomics of the workplace, you can make sketches and order new shelving.

On a multi-tiered rack, it is necessary to allocate space for items that will help ensure cleanliness.

S3 – ensuring cleanliness. It is recommended to create a cleaning schedule and ensure cleanliness according to it. For this purpose, a special “place map” is created, on which each employee is assigned an area of ​​responsibility. Before handing over the shift, the employee cleans up the workplace. With a single-shift work schedule, 10 minutes before the start of the working day and 10 minutes during lunch time are allotted for cleaning.

Before implementing the 5S lean manufacturing system, it is necessary to provide all personnel with cleaning supplies. In the future, all these accessories should be stored in an accessible place. The cleaning frequency is calculated through a practical experiment.

Good lighting of production areas makes it easier to clean hard-to-reach contaminated areas. It is recommended to eliminate all unnecessary contamination factors. For example, prohibit drinking tea and coffee in the work area.

S4 – standardization. The 5S lean manufacturing system presupposes strict adherence to standard rules for maintaining order and cleanliness, which must be documented in the form of “job descriptions.” For failure to comply with the rules, a system of penalties may be used.

Visualization is an important tool for creating a unified standard. If the work process involves a set of actions, then it is better to come up with universal conventions and familiarize all personnel with them. These can be signs, color codes, diagrams, templates.

S5 – improvement and development. The main task of the last stage is to perfect the previous four components. In order for all employees to learn to perform actions at an automatic level, it is necessary:

• change the motivation system, emotionally and financially encourage initiative;
• explain and promote the principles of lean 5S manufacturing, demonstrate positive transformations and improvement schedules;
• carry out multi-stage control using checklists;
• monitor all changes, identify current problems and adjust the process;
• calculate and analyze the economic effect, demonstrate it as a positive result of implementing the 5S lean manufacturing system.

Many changes may cause staff resistance. In large companies with a developed hierarchy and the presence of divisions, it is recommended to rely on the personal authority and methods of professional interaction of heads of departments, workshops or other structural units to carry out optimization processes. They know well how to convey the essence of the new rules to their subordinates so as not to cause negative reactions and eliminate a formal attitude towards the implementation of the 5S lean production system.

An example of successful implementation of the 5S lean manufacturing program in a Russian company

As an example of the successful implementation of the 5S lean production system at a domestic enterprise, let us consider the experience of the MIR research and production association in 2004. The Russian company specialized in the production of measuring instruments, automated accounting systems for energy resources and management of energy facilities.

Even before the implementation of the 5S system, all heads of structural divisions attended a training seminar and conveyed the information received to their subordinates. In parallel, a control and monitoring commission was formed from among the shop managers, which was supposed to monitor the implementation processes at least twice a month.

In order to ensure a smooth transition to new working conditions, staff were allowed not to present their personal places of use for inspection. Apart from this exception, all other transformations were carried out in stages, in accordance with the algorithm for implementing the 5S lean manufacturing system:

• the “Golden Rule” was formulated and introduced, establishing the responsibility of each employee in two areas: for their work and for the collective result;
• a common computerized structure with a single folder tree has been created;
• Gradually, effective proposals from the company's employees began to be collected.

Despite all the preliminary preparations, due to employee resistance, the implementation period for the 5S system was six months. Many members of the work team argued that their workplace was organized rationally and deliberately shied away from systemic changes. Inert thinking was overcome through trial and explanation.

Based on the results of monitoring and evaluation of systemic transformations, already in 2006, an increase in productivity was identified, and the quality of products increased by 16%. The implementation of the 5S lean manufacturing system has led to the following positive changes:

• reduction of time for document flow (loss of documents was eliminated, their availability increased);
• an increase in the level of labor discipline led to a decrease in the percentage of defects;
• reducing the number of emergency downtimes and the time to eliminate them;
• the emotional climate in the team became more favorable, as employees stopped conflicting over production problems.

Management understood the importance of a positive psychological attitude of all members of the workforce. Therefore, on a quarterly basis, based on the interim results of monitoring the implementation of the 5S system, the best employees and departments were awarded.

9 common mistakes that prevent you from implementing 5S lean manufacturing methods

The most common management mistakes when implementing a 5S lean manufacturing system:

1. Negative leadership example. If the tasks of ensuring order are assigned only to ordinary employees, then difficulties may arise when implementing the 5S system. The manager must be directly involved in all optimization processes, follow all system rules and serve as an example for subordinates. His workplace should also be in order.
2. Penalties. Fines and penalties have a negative impact on employee initiative. Successful implementation of the 5S system is possible only with positive reinforcement - rewarding or bonusing employees who comply well with all the new rules.
3. Inappropriate handling of objections. The introduction of the 5S system may cause objections from employees: “I’m so uncomfortable,” “I already know my way around my workplace well,” “I’m a supporter of creative disorder.” In this case, it is recommended to competently and clearly explain to each employee all the benefits of lean manufacturing. The main problem is to change stereotypes.

At each of the five stages of implementing the 5S lean manufacturing system, a manager may encounter formalism or a careless attitude of individual employees to system principles and rules. The most common practical mistakes when ensuring a clean workspace:

4. When organizing the work area, it is necessary to take into account all items and tools that are not currently available, but may become necessary in the production process. A permanent place should also be determined for them.
5. When sorting the list of necessary things, sometimes the “desired” group appears. It includes items that, in the employee’s opinion, may someday be useful or needed in the production process. This group also includes items of emotional stimulus: family photos, anti-stress toys, various motivators. We should not forget that it is the third group that needs to be carefully reviewed and reduced to a minimum so as not to clutter the desktop.
6. When all the excess and unnecessary items move into the sump, it will begin to overflow. The formulation “Let it lie here for now” is absolutely unacceptable, as it leads to the emergence of a new problem. It is necessary to clearly determine the length of time such items remain in the sump and promptly empty it of unnecessary items.
7. Formally clearing the work area of ​​unnecessary items leads to functional inconvenience. Such a workplace is informally called “dead.” This situation usually arises due to conflicting relationships between the employee and the controller, who is responsible for ensuring that work areas comply with the 5S lean manufacturing system.
8. When sorting, keep in mind that items that are not needed in one work area may be needed in another work area. Therefore, you should not immediately get rid of unnecessary things; it is better to first find out who might need them and move them to the zone of demand.
9. You cannot shift the responsibility for maintaining cleanliness and order only to cleaners, who are unlikely to be able to effectively organize the workspace. Each employee is assigned a workplace and responsibility for the cleanliness of the work area. Effective functionality can only be provided by the person who works in this place.

5 books that will allow you to better understand the 5S lean manufacturing system

1. Lean Manufacturing: How to Eliminate Waste and Make Your Company Prosper




The book clearly and clearly describes the theory of 5S lean manufacturing. The authors reveal all the secrets of effective management and successful quality management using the example of the Japanese company Toyota, which became a pioneer of lean manufacturing and achieved excellent results. After reading this book, you will learn how you can ensure the long-term competitiveness of your business without high costs. This international bestseller has been reprinted many times.

The book describes in detail not only the 5S methodology, but also analyzes the experience of leading enterprises in Japan, the USA, and Germany.

2. The Toyota Way: 14 management principles for the world's leading company




The book outlines the history of the creation and development of the Japanese company Toyota. The success and prosperity of the world's leading enterprise is based on 14 principles. The author believes that any company has the opportunity to implement the 5S lean manufacturing system and achieve outstanding results.

Author Jeffrey Liker, after 20 years of studying Toyota's philosophy, based on his observations, derived a universal and effective formula for success. After reading this book, you will be convinced that the use of foreign experience is possible at Russian enterprises.

3. Selling goods and services using the lean manufacturing method




The main goal of lean manufacturing is to overcome the contradictions between time and money. The authors of the book talk about how you can organize the production process with minimal costs and losses, while saving time and producing high-quality products.

The book is intended for a wide range of readers: senior and middle managers, businessmen and entrepreneurs, specialists from consulting companies, teachers and students of economic universities.

4. 5S for the office. How to organize an effective workplace




A book for the Russian reader. It talks about how to implement the 5S system in an enterprise and rationally organize the work area in the office. According to the authors, the 5S lean manufacturing system is the most effective tool for optimizing production processes. The 5S methodology allows you to prepare for certification according to ISO 9000 and 9001 standards without unnecessary effort and expense.

The information presented in the book will be useful for bank managers, heads of insurance and consulting companies, directors of social and educational institutions. The interested reader will find in the book a step-by-step plan for implementing the 5S lean manufacturing system, form templates, sample checklists and other necessary materials.

5. 5S for workers: how to improve your workplace




The information presented in the book will help organize a work area at any enterprise - in the office, in the office of the manager and accountant, in the production workshop. The book analyzes valuable experience and advantages of implementing the 5S lean manufacturing system.

Author Hirano Hiroyuki introduces the reader to the principles of a revolutionary workplace management system. And although this book is more focused on managers of manufacturing enterprises, it will be no less interesting to anyone who wants to increase their productivity.

How to effectively organize your workplace, how to maintain cleanliness and order in the work area, how to get rid of unnecessary items and avoid their accumulation in the future, you will learn all this by reading the book “5S for Workers” by Hirano Hiroyuki.

The 5s system is a comprehensive methodology for improving the production process by optimizing five interconnected stages, assembled as a complete system in Japan at the end of the 20th century. The name of each stage in Japanese begins with the letter “s”.

But in the Russian language, analogues corresponding to these names are selected for the letter “s”, so the literature often uses the adapted “Russian” name of the lean production method - System 5C, where:

• 1C – Sort – Seiri (Seiri).
• 2C – Keep order – Seiton (Seiton).
• 3C – Keep it clean – Seisō (Seiso).
• 4C – Standardize – Seiketsu (Seiketsu).
• 5C – Improve (or Self-discipline) – Shitsuke.

There is also an adaptation for the English language, where the name of each stage begins with the English letter “s”: Sorting, Set in Order, Sweeping, Standardizing, Sustaining the discipline.

Emergence and system principles

The number one task of implementing such a system is to ensure the stability of production processes. To do this, all activities in each phase:

• must be well optimized at the level of primary operations,
• the format must be unified and equally understandable to every employee at his site, so that when the contractor changes, the system does not have to be rebuilt,
• the procedure should be not only formal, but also ideological and substantive in nature, changing the attitude of employees to their activities.

The first to combine simple but important principles together was Taishi Ono, the founder of the production processes of the auto giant Toyota. The 5s system turned out to be very “Japanese” in spirit, becoming the embodiment of samurai values ​​and traditional Japanese minimalism: discipline, order, cleanliness, almost ritual rules and the pursuit of ideals on the path to constant improvement. Thus, the 5cs of lean manufacturing are part of a general culture, the rules of which are transferred to the production culture.

These rules seem, at first glance, obvious, and the system that unites them seems speculative. It would seem, why introduce something that is expected by default in any production? Everyone already understands that:

• the workplace must be clean,
• tools must be in their places,
• components and materials – to be “at hand”, but not to interfere.

Often these rules are perceived as a kind of abstraction - ideal ideas about an ideal process that are desirable, but not necessary, to be implemented. It is not surprising, therefore, that for the practical implementation of 5s, paid manuals are issued, and specialized trainings and consultations are conducted for management personnel. The established order of things actively resists innovation, no matter how obviously correct it may be.

But, despite the resistance and the “psychological factor”, it is necessary to apply the rules, since in practice this allows you to beat competitors, reduce production costs of materials and time, improve working conditions and the professional interest of workers. The economic effect of introducing 5s is noticeable in itself, but, in addition, the introduction of lean manufacturing can be considered as a necessary preparatory stage for the subsequent implementation of the 6 Sigma methodology in production.

Five stages of lean manufacturing

The five components of the methodology themselves, in turn, consist of several practical “steps”. In the list of actions, the first item is always “Staff training”, and the last item is “Fixing the result obtained using a test, photography or control check.” Monitoring the implementation is as necessary as launching the system.

S No. 1 – sorting. Task C1 is the separation of mandatory tools, materials and documents in order to get rid of unnecessary ones:

• Step 1. Dividing what is present on the table (workplace) into 3 parts:

• always necessary
• sometimes necessary - unclaimed at the moment, but regularly used in a broader localization of the process,
• completely unnecessary - waste, containers, extra tools, foreign objects.

• Step 2. Marking unnecessary items with a red tag.
• Step 3. Removing red-tagged items from the work area.

At this stage, you need to make marking tags (tags) that everyone can understand (among other things, they contain the information that management plans to track in the future). This is especially important when a clear understanding of the division between sufficient and necessary elements has not yet been formed. To clarify this issue, at the first stage, sorting criteria are first identified (with subsequent adjustments to them, if necessary). In addition, things that have already been put into the “sump” should not linger there - they also need to find a permanent place.

S No. 2 – maintaining order (rational arrangement). Organizing the remaining items and putting them in their places in accordance with the conditions. In addition to complying with safety requirements, things must be located to ensure:

• accessibility so that it is easy to take and return,
• clarity, so that it is easy to find - to see if an object is in its intended place,
• security.

The decision to determine “convenience” and ergonomics is made by the one who directly works at this place, and not by a person (supervisor) from the outside. If the work process is carried out in two or three shifts, then newly arrived workers must be informed of the changes.

If verbal information is not enough, marking is done using chalk, tape, or a marker. For clarity, a check sheet is used against which the new layout is checked. If new shelving is required to ensure ergonomics, sketches of such equipment are made during this stage.

Space in the equipment should also be provided for items that will ensure the implementation of the third stage - cleaning.

S No. 3 – ensuring cleanliness. Cleaning is carried out according to a schedule and according to the scheme. That is, a “place map” is created on which areas of responsibility are assigned to employees. The transition point is the handover of the shift (the area is put in order before the replacement arrives). If there are no shifts, 10 minutes before work and 10 minutes during lunch are allotted for cleaning.

Before the start of the stage, workers are provided with everything necessary for cleaning (brushes, cleaning chemicals, rags), since none of this is available at the right time. In the future, all these accessories should be stored in an accessible place and replenished according to a schedule that is calculated empirically based on data from a practical experiment or average monthly consumption.

Cleaning the room and work area is greatly facilitated by good lighting and accessibility to contaminated areas. Eliminating unnecessary causes of pollution also contributes to cleanliness. For example, in the office, in these cases, a ban on “coffee” at the desk is introduced.

S No. 4 – standardization. There is a joke in life: “If you have created a mess that you can easily navigate, then it is no longer a mess, but an individual (personal) order.” In private life, this may be true, but the Lean 5s system does not allow such interpretations. Written rules apply to everyone. It is important to issue them in the form of “job descriptions” or other documents, which then make it possible to “ask” the performer and, if necessary, apply a system of punishments.

If the work process involves a multi-stage combination, universal symbols, signs, color coding, diagrams, templates are often used, which are introduced to all performers. Visualization in these cases becomes an important tool for bringing to a single standard.

S No. 5 – improvement and development. The goal of this stage is for the previous four to become a habit and become the basis for improving the lean production system. For this:

• change the motivation system, supporting the initiative financially and emotionally,
• explain and promote, showing improvement charts, giving positive examples,
• carry out multi-stage control using checklists,
• monitor all changes and current problems to correct processes,
• calculate the economic effect and demonstrate it as visual evidence of the benefits of innovation.

Since a significant part of optimization processes can provoke resistance from the team, in enterprises with a developed hierarchy and divisions in the implementation of processes, one can rely on personal connections and professional techniques of managers of small structural units - heads of workshops, departments, foremen. They know better “in what language” to explain the new rules to their subordinates so that this does not cause negativity or manifestations of formalism.

Each system stage, with an overly formal or, conversely, careless attitude, can produce a negative effect instead of a positive optimizing effect. Among the most common practical mistakes are the following:

An example of system implementation in practice

As an example, we can consider the actual practice of switching to the 5s system in the MIR research and production association in 2004. The company was engaged in the creation of automated accounting systems for energy resources, management of energy facilities and production of measuring instruments.

Before the start of implementation, department heads attended an educational seminar, and the information received at it was transmitted “up the chain” to subordinates. At the same time, a control and monitoring commission was created from among managers to check the implementation of 5s twice a month.

To smooth out the rough edges during adaptation, the company’s employees were allowed not to change or present their places of personal use for inspection. Otherwise, all 5 stages were completed in accordance with the recommendations. During the events the following was done:

• the so-called “Golden Rule” was introduced, establishing the employee’s responsibility in two areas: for his work and for the collective result,
• a common computerized structure with a single folder tree has been created,
• Gradually, effective solutions and suggestions from employees began to be collected.

However, despite the preliminary preparation, the implementation of the system lasted for six months, the reason for which was the human factor - employee resistance to change. Many deliberately refused systemic changes, citing the fact that their workplace was already ergonomically designed. It took six months to overcome the inertia of thinking: clarification, counseling, testing.

Since 2006, productivity and product quality have improved by 16% due to the promotion of 5s alone. Consequently:

• there was a reduction in time for document flow (documents were no longer “lost” and were instantly available both in electronic and physical form),
• discipline has increased and the percentage of defective products has decreased,
• emergency downtime was reduced (their elimination took less time),
• the overall emotional climate in the team has improved (employees have stopped trying to figure out who is to blame for problems and for what reason).

Understanding the importance of the psychological mood of the staff and to consolidate the results, we began to award the best employees and departments on a quarterly basis for meeting the requirements of the 5s system.

5S – short for “5 Steps” (five steps) is a tool for ensuring the system lean manufacturing, rationalization of the workplace. This is not “standardization of cleaning”, but a philosophy of economical, successful, lean production. The system was developed in post-war Japan by Toyota.

1. Sorting 2. Maintaining order3. Keep it clean4. Standardization5. Improvement

Step 1: Sort

Sorting means that you free up your workspace from everything that is not needed during current production operations.

Workers and managers often do not have the habit of getting rid of items that are no longer needed for work, keeping them nearby “just in case of fire.” This usually results in unacceptable clutter or obstruction in the work area. Removing unnecessary items and creating order in the workplace improves workplace culture and safety. To more clearly demonstrate how much excess has accumulated in the workplace, you can hang a red label (flag) on ​​each candidate item for removal from the work area.

All employees are involved in sorting and identifying items that:
must be immediately removed, thrown away, or disposed of;
should be moved to a more suitable storage location;
must be left and their places must be created and designated for them.

It is necessary to clearly designate the “red tag zone” of items with red flags and carefully monitor it. Items left untouched for more than 30 days may be recycled, sold or disposed of.

Step 2. Maintain order

Maintaining order means defining and designating a “home” for each item needed in the work area, making the arrangement rational. Otherwise, if, for example, production is organized in shifts, workers on different shifts will put tools, documentation and components in different places. In order to streamline processes and shorten production cycles, it is extremely important to always leave the required items in the same designated places. This is a key condition for minimizing time spent on unproductive searches.

Keeping clean means ensuring that equipment and the workplace are tidy, carrying out modern cleaning sufficient for control, and constantly maintaining it. Cleaning at the beginning and/or end of each shift ensures immediate identification of potential problems that could interrupt operations or even shut down an entire area, workshop or plant.

Step 4. Standardization

Standardization is a method by which you can achieve consistency in the procedures of the first three stages of 5S - means developing a checklist that is understandable and easy for everyone to use. Consider the necessary standards for cleanliness of equipment and work areas, and everyone in the organization should know how important this is to overall success.

Step 5. Improvement

Improvement means that following established procedures becomes a habit.

The activities underlying 5S (sorting, organizing, cleaning, standardizing and improving) are absolutely logical. They represent the basic rules for managing any productive department. However, it is the systematic approach that the 5S system takes to these activities that makes it unique.

Color code value in the 5S system

Example of using 3M floor tapes

The term "5S" became popular in the 1980s in the Japanese manufacturing sector. At this time, the successes of Toyota Motor Corporation were reasonably associated with the Toyota Production System (TPS) - a production quality management system. One of the components of TPS was a regulated way of organizing the workplace - “5S”. Currently, 5S is widely used throughout the world and is a recognized method for improving productivity and safety. What is its essence, practical benefits, and the difficulties of applying it in practice? In this article we will answer these questions.

Definition and principles of the 5S system

The 5S system is a way of organizing a workspace based on the following principles (see Table 1 and Figure 1).

Table 1 . 5S principles

Being, at first glance, a set of simple and obvious rules, 5S is designed to create a certain culture. These are more than instructions, they are part of the ideology of a lean attitude towards yourself and your working environment.

Figure 1. What is the 5S system

Stages of transition to the 5S system

The implementation of 5S principles in a company occurs in several stages, the structure and names of which remain at the discretion of the company. A good summary of the possible options would be to represent them in the form of a standard P-D-C-A cycle (Plan/Prepare - Do - Check - Act, see Figure 6).

Figure 6. Phases of 5S implementation

The result of standardization should be a package of documents regulating the previous phases of 5S, a system of visual control and employee information systems

Phase 1. Preparation. Performs the following tasks:

1. A decision is made to implement 5S.
2. The project leader is determined.
3. A project team is being formed.
4. Target zones of change are identified.
5. A training plan is created and executed.
6. The current condition is diagnosed and photo reports are created.
7. Target indicators are determined.
8. Personnel are informed of planned changes.

Each of the steps is important. The emphasis should be on explaining how 5S can help improve safety, prevent workplace accidents, reduce costs, make work easier, etc. The engine of change will be the company's top management, so the project leader needs to build effective communications primarily with them.

Phase 2: Execution. Detailed planning and execution of 5S principles.

2.1. Sorting: sorting criteria are determined, temporary warehouses are organized for conditionally surplus items, sorting is performed, and disposal of unnecessary items is organized (see Table 2).

Table 2. Example of sorting criteria

2.2. Maintaining order. A total inventory continues with the accompanying placement of things into certain positions. Examples of new rules may include the following:

• marking tools, equipment and materials in any visible way, for example using color codes;
• storing items near the place of their use, according to the sequence of the production process;
• similar items are stored together;
• the stock of each type of necessary items is determined;
• It is prohibited to store items in bulk or in deep containers;
• provides free access to frequently used items;
• tool boards are used;
• placement of items must be safe, etc.

Items and their labeling should be prepared not only for employees who use them regularly. Convenient access to the item and symbols should be organized for any employee who has the appropriate right to use the item.

The result of standardization should be a package of documents regulating the previous phases of 5S, a system of visual control tools and employee information.

2.3. Keeping it clean . This point can play a key role in production sites with high cleanliness requirements. For example, microbiological production is particularly sensitive to contamination by third-party microorganisms. The specifics of the technological process determine the degree of regulation and control. There are several general steps:

1. Cleaning assignments are delegated. Cleanliness - the responsibility of each employee and work areas are divided into different zones according to the degree of cleanliness required.
2. A schedule for cleaning and equipment diagnostics is created.
3. Objects to be cleaned and tested for functionality are detailed.
4. Specifies the methods, tools, and materials used in cleaning and inspecting equipment.
5. Cleaning is practiced daily, but if possible, does not take much time.

The combination of cleaning functions and diagnostics of defects and breakdowns leads to a more comfortable and safe environment, creating better conditions for visits by third parties (for example, creditors).

2.4. Standardization. Doesn't pose much of a problem for companies in Russia. Decades of bureaucratization of processes have created a high level of competence in regulating the actions of employees. But often, behind thick volumes of provisions and regulations, the meaning of the standardization stage, which consists in constant improvement of the process, is lost. At this stage, the following are documented or improved:

• job responsibilities in terms of ensuring the cleanliness and safety of working with equipment;
• instructions for working with equipment, operating rules;
• maintenance and diagnostic schedules;
• visual control means;
• work area audit procedures.

The result of standardization should be a package of documents regulating the previous phases of 5S, a system of visual control tools and employee information.

If the process is not working, then there is no need to rush to find the reasons in the employees. There are often objective reasons that employees, for various reasons, cannot report to management.

Phase 3 and 4: Evaluation and improvement. The purpose of these phases is to transform the decisions made into a way of thinking, into a culture of lean attitude towards the production process, employees, materials and equipment. It is necessary to find a balance between discipline and the employees' own participation in the perception of new values.

3.1. Grade. An audit of the implementation of decisions made is a mandatory part of the 5S implementation project. An example of a checklist that can be used at this stage is the attached file.

3.2. React and improve. If the process is not working, then there is no need to rush to find the reasons in the employees. There are often objective reasons that employees, for various reasons, cannot report to management. It is important to encourage employees to generate new ideas, but not at the expense of their core responsibilities. In this case, it is important not to leave initiatives unanswered.

When we talk about 5S, we are talking about a change in thinking. As a consequence, the reasons for the unsuccessful implementation of a new paradigm are most often subjective reasons. And we are talking primarily about the company's management.

Using the 5S workplace organization and rationalization system in practice

5S is a soft transition to lean manufacturing. Ideally, lean goals are achieved through coaching and team participation, but in practice, control, orders, and minor fines are more likely to be effective. Why is this happening?

The point is that when we talk about 5S, we are talking about a change in thinking. As a consequence, the reasons for the unsuccessful implementation of a new paradigm are most often subjective reasons. And we are talking primarily about the company's management. The introduction of 5S with the subsequent transition to the stages of implementation of lean manufacturing reveals most of the diseases that are common to one degree or another, but in all enterprises. Let us formulate the most common limitations encountered in practice:

1. Lack of support from the company's top person or his unwillingness to participate in the project. Such an important issue should not be left to chance or to the level of a formal approach.
2. Ineffective combination of activities by managers. Managers who have income or interests on the side cannot devote the proper amount of time to the company. The losses from hiring such employees do not necessarily exceed the benefits, but they are almost always underestimated.
3. "Management by telephone." If you are building something new, be prepared for at least 70% of it to be “in the field,” in this case, on the production site.
4. It is a misconception that culture is formed for subordinates and specialists, but not for management. The culture is formed for everyone in the company, team spirit is fostered. The desire to draw an unnecessary line between top management and specialists can harm the project.
5. Unwillingness of the first person to make serious personnel decisions. In any enterprise there is a manager who passively or actively sabotages change. Sooner or later you have to get rid of such subordinates, but this rarely happens in a timely manner.
6. Unfair decision in favor of the right people. The decision is made not on the principle of “better for the company”, but on the principle of “better for me.” Whoever is more necessary is right. For example, a specialist in the labor safety department at microbiological production insisted on a significant reorganization of work and a change in equipment positions, considering the current situation unsafe. However, the chief engineer flatly refused to make changes, citing disruption to production plans. The general director, realizing his dependence on the chief engineer, made a decision in favor of the current situation. As a result, an accident occurred, as a result of which, by luck, no people were injured, but the equipment was damaged. Ultimately, the occupational safety specialist’s comments were taken into account, but the company suffered losses.
7. Violation of discipline by management itself.
8. Public replacement of a manager's decisions with another decision. If you don’t like the decision of a subordinate manager, it is better to discuss it with him personally. This is a problem of the general management of the company, but it often becomes aggravated during the implementation of 5S, it becomes more acute. For example, the chief engineer decided, within the framework of his competence and the principles of 5S, to replace outdated equipment as unsafe. The CEO publicly overturned this decision, citing budget, even though the cost of the equipment was small and the chief engineer acted within his authority. As a result, the 5S implementation project was implemented without fully observing the principles of employee safety.
9. Inability to delegate tasks. This is a general problem, but it becomes more acute when implementing a 5S project. The application of 5S affects all departments of the company and is labor-intensive. If you fail to set priorities, the project runs the risk of being delayed, and moreover, it can cause absurd discussions. Using an example from real practice: at work meetings of the 5S project, the CEO paid priority attention to the rules for using the office kitchen and canteen. Instead of outsourcing the resolution of emerging issues to the relevant services and focusing directly on the production site.
10. Lack of resources to implement the 5S implementation project.
11. Reluctance of volume management to change paradigms and complete unpreparedness for risks. Working according to 5S standards always means additional costs and changes. In other words, this is an investment with its own risks. Rearranging equipment and overloading production personnel may seem like too much of a risk and lead to project abandonment.
12. Prejudice against certain employees, functions or departments. Let's give an example. Accounting employees with whom the laboratory “did not have a good relationship” participated in the mandatory inventory during the implementation of 5S. As a result of unnecessary showdown, the solution to a relatively simple problem was delayed for a month.
13. Lack of understanding of the principles of operation of new methods by the first person and top management of the company.
14. Failure of management to fulfill promises and undertaken obligations.
15. Open or hidden sabotage of individual managers. In this case, the project manager implementing 5S is helped by working “directly” with one of the manager’s subordinates. In this case, the order must assign responsibility to the manager himself to ensure his involvement. The general director demands a report not from a specialist, but from a sabotaging manager, without violating the principles of subordination.
16. "Outsourcers in the state." We are talking about employees who are not focused on results. If there is a reason to postpone a task, they will definitely use it. If possible, such employees will delegate the elimination of the cause to management, regardless of how significant the reason is. Since management is often overloaded, the resolution of an important issue is postponed, and the “outsourcer” receives a legitimate reason to do nothing.

conclusions

5S is a way of organizing a workspace based on the principles of thrifty treatment of employees, communications, equipment and materials. The implementation of 5S is a process of changing the thinking of all employees of the company. More often than not, the success of a project depends on the availability of resources and the company's leadership for change. Much attention should be paid to communication with employees and monitoring the implementation of decisions made.

Translation - Olga Goncharova, portal "Manufacturing control"

Original article: World Academy of Science, Engineering and Technology 59 2011

Lean manufacturing: 5S system

5S- This is one of the lean manufacturing methods and a system for improving the production process, the main goals of which are reducing losses, organizing the workplace and increasing labor productivity. The 5S system involves organizing the workplace and using visual cues to achieve better performance results. As part of a culture of continuous improvement, 5S is usually the first lean method that organizations adopt to facilitate the implementation of other lean methods that optimize work organization and processes.

The system includes 5 components: Sorting ( Seiri), Maintaining order ( Saiton), Keep clean ( Seiso), Standardization ( Seiketsu) and Improvement ( Shitsuke). Together they form a methodology for organizing, streamlining, developing and maintaining a productive work environment. You can find standard instructions, templates, and the best practices of enterprises inpractical guide to implementing 5S .

5S system components:

1. Sorting: getting rid of unnecessary things and cleaning the workplace.
2. Maintaining order: organization of storage of necessary things, which allows you to quickly and easily find and use them.
3. Keeping it clean: keeping the workplace clean and tidy.
4. Standardization: documented processing of technological operations, use of standard tools and introduction and popularization of best practices.
5. Improvement: maintaining the improvement process, monitoring technological operations and introducing the 5S system into the corporate culture.

In the daily work of the company, the 5S system allows you to maintain organization and transparency - the most important conditions for the continuous and efficient flow of the production process. Successful implementation of this lean method also improves working conditions and motivates workers to increase productivity and reduce waste, unplanned downtime and work in progress.

The result of successful implementation of the 5S system is a significant reduction in materials and space required to carry out production processes. The system involves storing tools and materials in special, color-coded storage areas such as baskets and drawers. Such conditions provide the basis for the successful implementation of other lean manufacturing methods: General equipment care, Flexible Automated Manufacturing, production Just in time. The 5S system also prepares the ground and optimizes the organization of processes for implementation 6 sigma techniques.

The use of this system ensures improved production performance, namely:

• Transparent technological route
• Clean workplace
• Reduced setup time
• Reduced cycle time
• Increased work space
• Reducing the number of accidents
• Reducing lost working time
• Improving equipment reliability

Example of using the 5S system

This project was carried out as part of a faculty research program at the Faculty of Manufacturing at the University of Jordan. The program provides funding for projects implemented by university faculty at local enterprises. The duration of the project is 3 months of the summer term. Faculty teachers, in consultation with company representatives, find out what problems need to be solved and what areas need improvement. A detailed “diagnostic study” is then submitted to the faculty administration for review, outlining the project idea, goals, approach, expected results, and the enterprise’s commitment to the project. Approved projects are funded by faculty sponsors. The authors of the project cooperate with the enterprise to achieve the goals of the project. A detailed final report summarizing the work done is presented to the faculty administration and company managers.

The purpose of this project is an analysis of the production process and workplace organization at the Amman Prefabrication Factory, which produces structures such as modular buildings, houses, offices and transformer boxes. Figure 1 shows an example of factory products.

The use of modular structures has many advantages that make them more attractive compared to traditional buildings: they can be quickly assembled and disassembled, and can be reused in various projects; they are durable, earthquake resistant, light weight, etc.

Rice. 1. Example of modular design

A. Needs analysis

The idea for this project arose from the urgent need for changes at the Prefabricated Structures Factory to cope with the growing demand and persistent demands of workers to improve working conditions. Due to increased demand over the past year, the factory has experienced problems such as uncertain process routes, excess waste standards, unorganized work stations and unhealthy work environment, resulting in increased production costs, deteriorating labor discipline and delay in delivery of goods. Therefore, the project is aimed at streamlining the production process, reducing waste, improving the working environment and organizing workplaces. The 5S system was chosen as a methodology for achieving the project goals.

The prefabricated factory was faced with problems such as inconsistent output and frequent changes in equipment settings due to variable output parameters and equipment characteristics. As a result, a lot of time and effort is spent changing and installing production line configurations, as well as difficulties with production line rollback, control of work processes, workplace organization, cleanliness and transparency of the process. All this has negative consequences: it leads to damage to materials, loss of resources and the need for their disposal, and also overloads the production process and increases worker stress. This means there is a need to analyze production processes and redesign the plant so that it meets the requirements of producing products with flexible parameters and keeping workplaces clean and tidy, as well as to facilitate control of the work process. Figure 2 shows the production waste and inventory stored on the shop floor.

Rice. 2. An example of storing production waste and inventory in a workshop

B. Project Goals

The prefab factory strives to increase production and installation efficiency through improved production processes and smart workspace design. This is the most important step on the company’s path to success in all aspects of its activities. Thus, this project aims to study the production process in the workshop of the Prefabricated Structures Factory, identifying existing problems and their impact on the efficiency of the production system. From the organizational point of view, the project involves the development of a workshop layout that takes into account the features of continuous production, with minimal possible changes to the existing layout, as well as reducing the cost of setting up production, which will lead to more convenient enterprise management and control of work processes. Optimization of technological parameters (inventory, equipment location, sequence of operations, cycle time, etc.) was not a priority for the factory management. From the point of view of organizing the workshop space, the goal of the project is to optimize workplaces and improve working conditions for workers at the machines, which will help improve production discipline, order fulfillment and communication within the team.

Based on an assessment of the state of the enterprise, the project will determine the necessary measures to rationalize and reconfigure the production process and reorganize the workplace. The main goal of using the 5S system is to increase the efficiency of the production process as a whole.

B. Methodology

A simple but effective methodology is used to achieve the project goals. The scale of the project is determined after a thorough study of the enterprise and production process and detailed discussions with the enterprise management, engineers, department heads and workers. All participants considered the project a necessary and important step for the enterprise. The main difficulty was how to make the necessary changes in the workflow. The project therefore took a simple yet practical approach to transforming the main plant floor, simplifying work flow and providing impetus for further continuous improvement. The main provisions of the methodology are as follows:

1. Observe the work process at the enterprise, evaluate it and highlight the main problems in its organization.
2. Determine the structure of the current production process.
3. Assess the seriousness of problems with workplace organization based on personal observations, as well as conversations with department heads, production site foremen and workers.
4. Use the 5S system to improve the production process and process configuration.
5. Discuss the measures taken with the management of the enterprise.
6. Evaluate the results and present them to the management of the enterprise in the form of a report.

The main goal of the project is to increase the efficiency of the production process at the enterprise. In addition, it is planned to improve the organization of the workplace and the production process in order to modernize technological operations, simplify workshop management and improve communication within the team. Regarding the net profit of the Prefabricated Structures Factory, the project aims to increase the efficiency of the production process, minimize excess production, reduce the time and cost of equipment setup, and optimize the disposal of expensive assets and resources. Further increase in the productivity and profitability of the enterprise is impossible without the introduction of a worker motivation program.

In the initial phase of the project, the production process diagram was determined, for which the enterprise was divided into 10 sections. This was necessary to draw up a plan for equipment placement, identify work areas and prepare for the implementation of the 5S system in all areas of the enterprise. After this, events were held to raise awareness of the enterprise team regarding lean manufacturing and the 5S system in particular, such as meetings and seminars for engineers, craftsmen and workers. Once everyone was familiar with the project's goals, lean principles, time frame, and project milestones, a cleanup campaign began, inside and out. Cleaning the production premises and surrounding areas was necessary to clear aisles, increase work space and transform the workplace for workers and visitors. These three steps were a preparatory stage for the implementation of the 5S system in certain areas of the enterprise. The significant transformation of each site took an average of a week. Several meetings were held with the company's management to discuss the progress of the project and exchange ideas. To ensure sustainability of the implementation of the 5S system, special questionnaires were developed. All activities were documented and reflected in the final report presented to the management of the enterprise and the faculty administration.

Using System 5S

It is often easy to talk about how lean manufacturing methods and 5S work. However, applying these methods in practice is not so easy because the 5S system is not just a methodology. It implies a change in the entire culture of the enterprise, as a result of which its entire team is aimed at moving forward, towards success and improvement. Therefore, it is necessary to explain to workers and management at the very beginning why the 5S system is being implemented. As a result of a diagnostic study conducted at the Prefabricated Structures Factory, the following problems were identified, indicating the need to implement the 5S system:

• the space is cluttered with tools and components;
• unused materials and tools are stacked between work stations;
• unnecessary equipment is stored on the floor;
• excessive tools and machines complicate the work process;
• the equipment is dirty and is a place for storing various equipment;
• necessary equipment, such as tools, is difficult to find.

Based on the diagnostic study data, the main reasons for using the 5S system in the Prefabricated Structures Factory to improve the production process were the following:

1. the 5S system simplifies the production process as a result of cleaning, sorting, organizing;
2. The 5S system creates the infrastructure necessary for enterprise-wide improvements;
3. the 5S system is necessary for adjusting the technological flow and redesigning the workspace;
4. the 5S system is necessary to increase the motivation and dedication of workers;
5. 5S system is the key to a clean production environment;
6. the 5S system is necessary to implement safety measures and reduce the number of accidents at work;
7. The 5S system is a way to reduce waste by:

• minimizing waste and reusing it;
• minimizing the time and effort spent searching for the necessary equipment or materials;
• disposal of surplus inventory.

It should be mentioned that 5S system- This is not a list of activities that need to be carried out from time to time. This system must be practiced constantly. Therefore, to achieve the best results, it is rational to use a step-by-step approach to implementing the 5S system. Here is a brief description of the project stages.

1. Determination of the structure of the production process and layout of premises.
2. Explaining the principles of the 5S system to the enterprise team.
3. General cleaning of production premises and surrounding areas.
4. Application of the 5S system in all 10 areas of the enterprise.
5. Using a checklist to implement the 5S system and verify its functioning.
6. Reduce waste (less waste and reuse of materials).
7. Freeing up space (clearing the main aisle, clearing space for materials for reuse, freeing up workshop space, providing space for storing materials).
8. Creating a cleaner and safer work environment.
9. Creating a basis for motivating workers.
10. Improving the work environment.

At the stage of determining the structure of the production process, the territory of the enterprise is divided into 10 zones/sections in accordance with specialization and technological route. Each section is separated from the other by special markings and has access to the main passage, which facilitates the production process and simplifies the transportation of materials. As shown in Figure 3, the enterprise is divided into the following areas.

1. Woodworking
2. Working with foam materials
3. Welding fasteners
4. Folding machines
5. Sheet metal processing
6. Door installation
7. Presses
8. Frame making
9. Metalworking
10. Stock

Rice. 3. Division of the Prefabricated Structures Factory into sectors

Initially, the enterprise did not have clear boundaries between work areas. There were difficulties moving materials from one site to another. A crane was used to transport heavy structures and their parts. The final assembly of the structures was carried out outside the workshop on the territory of the enterprise. Workplaces were characterized by pollution and clutter with production and processing waste. The redevelopment involves cleaning the main passage, eliminating obstacles to the production process, marking out sectors, and increasing space for working with tools and materials. These areas of the plant are well organized, with the main passageway cleared and clearly marked.

After determining the structure of the production process and streamlining it, the implementation of the 5S system began in each of the 10 sections of the enterprise. An action plan was outlined through which the 5S methodology and principles were translated into practical guidelines that workers were expected to follow. This stage of the project turned out to be the most difficult. It was necessary to work with the enterprise team at a cultural level. Workers and management had to understand the importance of the activities carried out as part of the implementation of the 5S system in order to achieve significant changes for the better. It was decided to concentrate efforts to implement the 5S system in one area of ​​​​the enterprise - the woodworking - in order to increase workers' awareness of lean manufacturing methods and principles and demonstrate to them the visible results of using the 5S system, which would further incline them to cooperate and contribute to increasing confidence in innovations.

The initial stage involves cleaning and tidying up work areas while workers observe and ask questions about why certain actions are being taken and whether this is part of the performance appraisal program. It was explained to them that it was necessary to clean up the work area, that this was not part of the company's certification program, and that efforts to keep the work area clean and tidy would be rewarded according to the worker incentive program. As a result, workers began to take part in the ongoing changes in the wood processing sector. Operators from other sites received hands-on training with specific instructions on what to do to keep the site clean and tidy. This procedure was recorded in the protocol, printed and placed within visibility at the sites.

Figure 4 shows a plan of a woodworking area, and Figure 3 shows a view of the area after cleaning according to the 5S system. After reviewing the plan and photograph, it is clear that the 5S system resulted in a clean and organized workplace. Improved inlet and outlet flow and cell layout are provided to make it easier to control equipment and monitor the production process. The central passage is cleared, which facilitates the free movement of carts transporting materials.

A few days later, the entire team of the enterprise noticed that the woodworking area had changed: it had become cleaner and more organized. Labor productivity and labor discipline of workers in this section have also undergone changes for the better. The time has come to explain this principle to everyone else and begin the gradual implementation of the 5S system in other areas. The process went smoothly. A new layout is being developed for all areas, and lean manufacturing principles are applied everywhere. Combined with comprehensive cleaning of production premises and surrounding areas, after a month the enterprise looks completely different. Some say it's like a completely different factory.

Rice. 4. Improved layout of the woodworking area

Rice. 5. Application of the 5S system in the woodworking area

To ensure a sustainable and effective implementation of the 5S system and verify its functioning in all areas of the Prefabricated Construction Factory, it was necessary to develop a checklist that would help determine how well the actual situation corresponds to the system implementation plan described above.

Control results for each site are reflected in a summary table (Fig. 6), as well as in tables individually developed for each site. Such a table helps to see the achieved result - an improved technological route, a transparent production process and a cleaner and safer production environment. The workshop also took steps to free up space, create and label storage areas, mark aisles, improve safety measures and ensure the smooth flow of the production process.

Rice. 6. Test results

Conclusion

This article provides an example of the practical application of the 5S system in a prefabricated structure factory. Some aspects of production required operational intervention and improvement of the production process (a combination of unit production and assembly operations). The manufacturing process is intricate and complicated by product diversity, growing demand, push production strategies, and wood and metal processing. As a result, the plant became a warehouse of dirty machines and excess materials, production scraps and parts destined for rework, which were stored on the workshop floor, occupying work space and creating obstacles to the normal production process. In such conditions, it was not possible to achieve improvements, use the principles of kaizen and apply a system to ensure the quality and reliability of products.

Thus, the main goals of the project are to organize and simplify the production process. The 5S lean manufacturing system is used to create an infrastructure for continuous improvement. As part of the project, the 5S system was applied for three months in 10 areas of the Prefabricated Structures Factory in order to streamline and improve the production process at the enterprise. Each site was thoroughly cleaned, a new layout was developed, and the principles of using the 5S system were outlined using clear and accessible tables and instructions. As a result, significant changes are observed in the workshop space, an increase in labor productivity and labor discipline. This approach can find application in other industries, as well as in offices and the service sector.