Implementation and benefits of the 5S method in improving workplace organisation – a case study

• Autorzy: Mazur Magdalena , Korenko Maroš , Žitňák Miroslav , Shchur Taras , Kiełbasa Paweł , Dostál Petr , Dzhidzhora Oleg , Idzikowski Adam

Identyfikatory

DOI

10.2478/mspe-2024-0047

• Języki publikacji: EN

Abstrakty

EN

The article deals with the use of the 5S methodology in an organization. It focuses on the implementation of 5S in an organization involved in the production and processing of metal components for the automotive industry. 5S is a Japanese methodology that was first applied in the automotive industry to improve productivity. The article is dedicated to the basic principles of lean manufacturing.The practical part analyses the state of the workplaces before the introduction of 5S and the actual implementation of this methodology. The implementation of 5S brings a number of benefits to the organization, including: - reducing time wasted searching for tools, - improving safety, - boosting employee morale, - building the culture of the organization. Keeping the workspace organized with visual aids helps to increase productivity and reduce waste. The ultimate goal of 5S is continuous improvement in the workplace. The final section evaluates the benefits to the organization after the implementation of 5S. By implementing this strategy, the workplace becomes clean and standardized, allowing employees to work as efficiently as possible. The 5S method creates a more efficient work environment by improving the organization and optimizing the system of operation.

Słowa kluczowe

EN

5S; lean manufacturing; visualization; standardization

• Wydawca: STE GROUP
• Czasopismo: Management Systems in Production Engineering
• Rocznik: 2024
• Tom: nr 4 (32)
• Strony: 498--507
• Opis fizyczny: Bibliogr. 44 poz., rys., tab.

Twórcy

autor

Mazur Magdalena

• Czestochowa University of Technology ul. Dabrowskiego 69, 42-201 Czestochowa, Poland

• https://orcid.org/0000-0003-3515-8302

autor

Korenko Maroš

• Slovak University of Agriculture in Nitra Faculty of Engineering Institute of Design and Engineering Technologies Nitra, Slovakia

• https://orcid.org/0000-0001-6191-1850

autor

Žitňák Miroslav

• Slovak University of Agriculture in Nitra Faculty of Engineering Institute of Agricultural Engineering Transportand Bioenergetics Nitra, Slovakia

• https://orcid.org/0000-0001-6611-8077

autor

Shchur Taras

• Cyclone Manufacturing Inc, Mississauga Ontario, Canada

• https://orcid.org/0000-0003-0205-032X

autor

Kiełbasa Paweł

• University of Agriculture in Krakow Faculty of Production and Power Engineering Division of Mechanisationand Energy Technologies in Agriculture Krakow, Poland

• https://orcid.org/0000-0003-0249-8626

autor

Dostál Petr

• Mendel University in Brno Faculty of AgriSciences Department of Technology and Automobile Transport Brno, Czech Republic

• https://orcid.org/0000-0002-2342-6632

autor

Dzhidzhora Oleg

• Manufacturing Innovations, US Foundry 8351 NW 93rd Street, Medley FL, 33166, USA

• https://orcid.org/0009-0005-8712-8086

autor

Idzikowski Adam

• Czestochowa University of Technology ul. Dabrowskiego 69, 42-201 Czestochowa, Poland

• https://orcid.org/0000-0003-1178-8721

Bibliografia

• [1] Arata, S,. Sugiuchi, M., Ikaga T., Shiraishi Y., Hayashi T., Ando Sh., Kawakuboet Sh. (2023) Economic benefits of the effects of office environment on perceived work efficiency and presenteeism. Building and Environment, 243: 110712. https://doi.org/10.1016/j.buildenv.2023.110712.
• [2] Midor, K., and Wilkowski, G. (2021) Recertification of a Quality Management System based on ISO 9001 – is it a must for a modern manufacturing company? Production Engineering Archives, 27(3), pp. 217-222. https://doi.org/10.30657/pea.2021.27.29.
• [3] García-Alcaraz, J., Morales García, A., Díaz-Reza, J.R., Macías, A.J., Lardies C.J., and Fernández J.B. (2022) Effect of lean manufacturing tools on sustainability: The case of Mexican maquiladoras. Environmental Science and Pollution Research, 29, pp. 39622-39637. https://doi.org/10.1007/s11356-022-18978-6.
• [4] Sati, S.A., and Adam, A. (2019) Evaluating the effectiveness of 5S implementation in the industrial sector. International journal of innovative science and research technology, 4(10), pp. 804-808.
• [5] Monden, Y. (2021) Toyota production system: an integrated approach to just-in-time. CRc Press.
• [6] Fabrizio, T. and Tapping, D. (2006) 5S for the office: organizing the workplace to eliminate waste. CRC Press.
• [7] Gitlow, H.S. (2009) A guide to lean Six Sigma management skills. Auerbach Publications, 2009. https://doi.org/10.1201/9781420084177.
• [8] Havrylenko, Y., Kholodniak, Y., Halko, S., Vershkov, O., Bondarenko, L., Suprun, O., Miroshnyk, O., Shchur, T., Śrutek, M. and Gackowska, M. (2021) Interpolation with Specified Error of a Point Series Belonging to a Monotone Curve. Entropy, 23, 493. https://doi.org/10.3390/e23050493.
• [9] Ikumapayi, O.M., Akinlabi E.T., Mwema F.M. and Ogbonnaet O.S. al. (2020) Six sigma versus lean manufacturing – An overview. Materials Today Proceedings, 26, pp. 3275-3281. https://doi.org/10.1016/j.matpr.2020.02.986.
• [10] Sin, A.B., Suhaiza Zailani S., Mohammad Iranmanesh M., and T. Ramayah, T. (2015) Structural equation modelling on knowledge creation in Six Sigma DMAIC project and its impact on organizational performance. International Journal of Production Economics, 168, pp. 105-117. https://doi.org/10.1016/j.ijpe.2015.06.007.
• [11] Tohidi, H. and Khedriliraviasl, K. (2012) Six sigma methodology and its relationship with lean manufacturing system. Advances in Environmental Biology, 6(2), pp. 895-906.
• [12] Hirano, H. (1995) 5 pillars of the visual workplace. CRC Press.
• [13] Makhija A., Wickramasinghe C., Tiwari M., 5S – Visual management, Lean Tools in Apparel Manufacturing, Wood-head Publishing 2021, pp. 131-208. https://doi.org/10.1016/B978-0-12-819426-3.00009-6.
• [14] Žitňák, M., Korenko, M., Shchur, T., Kiełbasa, P., Kazán, L. and Mazur, M. (2023). Risk management in manufacturing practice using the point method, CzOTO 2023, volume 5, issue 1, pp. 318-331, https://doi.org/10.2478/czoto-2023-0035.
• [15] Shingo, S. (2019) A revolution in manufacturing: the SMED system. Routledge.
• [16] Havrylenko Y., Kholodniak Y., Halko S., Vershkov O., Miroshnyk O., Suprun O., Dereza O., Shchur T., Śrutek M. (2021) Representation of a Monotone Curve by a Contour with Regular Change in Curvature. Entropy 23, 923. https://doi.org/10.3390/e23070923.
• [17] Ulewicz, R., Lazar, L.V. (2019) The Effect of Lean Tools on the Safety Level in Manufacturing Organisations. System Safety: Human – Technical Facility – Environment, 2019, Sciendo, vol. 1 no. 1, pp. 514-521. https://doi.org/10.2478/czoto-2019-0066.
• [18] Horrevorts, M., Van Ophem, J., and Terpstra, P. (2017) Impact of cleanliness on the productivity of employees. Facilities, 36.9/10, 442-459. https://doi.org/10.1108/F-02-2017-0018.
• [19] Mrugalska, B., Konieczna, M. and Wyrwicka, M. (2020) How to improve manufacturing process implementing 5S practices: a case study. In: Intelligent Human Systems Integration 2020: Proceedings of the 3rd International Conference on Intelligent Human Systems Integration (IHSI 2020): Integrating People and Intelligent Systems, February 19-21, 2020, Modena, Italy. Springer International Publishing, 2020. pp. 1225-1232. https://doi.org/10.1007/978-3-030-39512-4_187.
• [20] Abdulmalek, F. A. and Rajgopal, J. (2007) Analyzing the benefits of lean manufacturing and value stream mapping via simulation: A process sector case study. International Journal of production economics, 107.1, pp. 223-236. https://doi.org/10.1016/j.ijpe.2006.09.009.
• [21] Nawanir, G., Lim, K.T., Othman, S.N. (2015) Measurement instrument for lean manufacturing. International Journal of Applied Science and Technology, 5.4, pp. 102-111.
• [22] Santos, E., Lima, T. M.; Gaspar, P. D. (2023) Optimization of the production management of an upholstery manufacturing process using lean tools: a case study. Applied Sciences, 13.17: 9974. https://doi.org/10.3390/app13179974.
• [23] Veres, C., Marian, L., Moica, S., Al-Akel, K. (2018) Case study concerning 5S method impact in an automotive company. Procedia manufacturing, 22, pp. 900-905. https://doi.org/10.1016/j.promfg.2018.03.127.
• [24] Costa, L.B., Filho, M.G, Fredendall, L.D., Paredes F.J. (2018) Lean, six sigma and lean six sigma in the food industry: A systematic literature review. Trends in Food Science & Technology, 82(2), 122-133. https://doi.org/10.1016/j.tifs.2018.10.002.
• [25] Korenko, M., Bujna, M., Földešiová, D., Dostál, P., Kyselica, P. (2015) Risk analysis at work in manufacturing organization. Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis, 63(5), pp. 1493-1497. https://doi.org/10.11118/actaun201563051493.
• [26] Siwiec, D., Pacana, A. (2021) Method of improve the level of product quality. Production Engineering Archives, 27(1), pp. 1-7. https://doi.org/10.30657/pea.2021.27.1.
• [27] Pawlak, Sz., Nowacki, K., Kania H. (2023) Analysis of the impact of the 5S tool and Standardization on the duration of the production process – Case study. Production Engineering Archives 29(4), pp. 421-427. https://doi.org/10.30657/pea.2023.29.47.
• [28] Ciecińska, B., Oleksiak, B. (2023) The use of quality management tools to ensure safe working conditions at CO2 laser workstations. Production Engineering Archives 29(4), pp. 393-400. https://doi.org/10.30657/pea.2023.29.44.
• [29] Małysa, T., Furman, J. (2023) Visual solutions as a way to improve work safety when using machines – selected aspects of VM. Management Systems in Production Engineering, 31(1), pp. 53-58. https://doi.org/10.2478/mspe-2023-0007.
• [30] Palange, A., Dhatrak, P. (2021) Lean manufacturing a vital tool to enhance productivity in manufacturing. Materials Today Proceedings, 46, pp. 729-736. https://doi.org/10.1016/j.matpr.2020.12.193.
• [31] Bayo-Moriones, A., Bello-Pintado, A., Merino-Díaz De Cerio, J. (2010) 5S use in manufacturing plants: contextual factors and impact on operating performance. International Journal of Quality & Reliability Management 27(2), pp. 217-230. https://doi.org/10.1108/02656711011014320.
• [32] Costa, C., Pinto Ferreira, L., Carlos Sá, J. (2018) Implementation of 5S methodology in a metalworking company. DAAAM International Scientific Book, pp. 001-012. https://doi.org/10.2507/daaam.scibook.2018.01.
• [33] Czifra, G. (2017) Implementation process of 5S for a company in real life-problems, solutions, successes. Research Papers Faculty of Materials Science and Technology Slovak University of Technology, 25.41, pp. 79-86. https://doi.org/10.1515/rput-2017-0024.
• [34] Kamińska A. (2016) Praktyczne zastosowanie 5S w wybranych fabrykach branży motoryzacyjnej. Studia Oeconomica Posnaniensia, 10, pp. 134-144. https://doi.org/10.18559/SOEP.2016.10.10.
• [35] Senthil, K., K.M., Akila, K., Arun, K.K., Prabhuet S. (2022) Implementation of 5S practices in a small scale manufacturing industries. Materials Today Proceedings, 62, pp. 1913-1916. https://doi.org/10.1016/j.matpr.2022.01.402.
• [36] Muotka, S., Togiani, A., Varis, J. (2023) A design thinking approach: Applying 5S methodology effectively in an industrial work environment. Procedia CIRP, 2023, 119: pp. 363-370. https://doi.org/10.1016/j.procir.2023.03.103.
• [37] Sangode, P. B. (2018) Impact of 5S methodology on the efficiency of the workplace: study of manufacturing firms. International Journal of Research in Commerce & Management, 9.12.
• [38] Singh, A., Ahuja, I.S. (2015) Review of 5S methodology and its contribute ons towards manufacturing performance. International journal of process management and benchmarking, 5(4), pp. 408-424. https://doi.org/10.1504/IJPMB.2015.072320.
• [39] Camuffo, A., De Stefano, F., Paolino, C. (2017) Safety reloaded: lean operations and high involvement work practices for sustainable workplaces. Journal of Business Ethics, 143, pp. 245-259. https://doi.org/10.1007/s10551-015-2590-8.
• [40] Kanamori, S., Shibanuma, A., Jimba, M. (2016) Applicability of the 5S management method for quality improvement in health-care facilities: a review. Tropical medicine and health, 2016, 44: pp. 1-8. https://doi.org./10.1186/s41182-016-0022-9.
• [41] Niciejewska, M., Obrecht M. (2020) Impact of behavioral safety (behavioural-based safety – bbs) on the modification of dangerous behaviors in enterprises. [in:] (red. Robert Ulewicz, Ružica R. Nikolić) System Safety: Human – Technical Facility – Environment, 2020 pp. 324-332.
• [42] Oleksiak, B., Ciecińska, B., Ołów, P., Hordyńska, M. (2023) Analysis of the Possibility of Introducing the Reduction of Changeover Time of Selected CNC Machines Using the SMED Method. Production Engineering Archives 29(1), pp. 83-93. https://doi.org/10.30657/pea.2023.29.10.
• [43] Singh, J., Singh, H. (2021) Strategic implementation of justin-time practices for enhancing the performance of manufacturing industry-an empirical investigation. International Journal of Manufacturing Technology and Management, 2021, 35.4: pp. 369-388. https://doi.org/10.1504/IJMTM.2021.121111.
• [44] Korenko, M.; Kaplík, P. (2016) Implementation of 5S approach in the manufacturing organization. Mechanisation and electrification of agriculture, 4, pp. 212-215.

Uwagi

Opracowanie rekordu ze środków MNiSW, umowa nr POPUL/SP/0154/2024/02 w ramach programu "Społeczna odpowiedzialność nauki II" - moduł: Popularyzacja nauki i promocja sportu (2025).