The Application of 5S's Workplace Organization at an Egyptian Flexible Packaging Factory | ||||
International Design Journal | ||||
Article 8, Volume 7, Issue 3 - Serial Number 23, July 2017, Page 99-107 PDF (1.19 MB) | ||||
Document Type: Original Article | ||||
DOI: 10.12816/0044127 | ||||
View on SCiNiTO | ||||
Author | ||||
Magdy Ezzat Abd El Kader | ||||
Assistant Professor Doctor in printing publishing and packaging Department, Faculty of Applied Arts, Helwan University | ||||
Abstract | ||||
In order to utilize the 5S activities as an application of workplace organization to assist one of Egyptian flexible packaging factories in improving efficiency and maximizing actual time, the production department has been selected to implement the 5S's workplace organization to evaluate the validity of these actions. It was logical to implemented the plan of 5S's activities that thought to be agreeable with the managers to change operators’ background culture of these procedures. An experimental and analytical approach has been used to organize the teamwork members for implementing 5S's activities. The cause-and-effect diagram has been analyzed for production floor analysis. Later, data collection methods have been used to ensure right implementation of the 5S's. This has been analyzed prior to the implementation of “5S”, which resulted in overall improvement of the factory performance. With the implementation of “5S's”, major benefits in the form of the time saving have been achieved. Time has been reduced and the change-over of job order from 120 minutes to 30 minutes. “5S's” audit score has been increased from the first time to the fourth time, which reflected in a cost cut. On the other hand, implementation of 5S activities can be considered as a parallel development case that can be achieved in all workstations in this specific factory or others to achieve continuous improvement policy. | ||||
Keywords | ||||
Continuous improvement policy Workplace Organization 5S activities Cause; and; effect diagram Standard operating procedures (SOPs) | ||||
References | ||||
1- Becker, J. (2001), Implementing 5S: to promote safety & housekeeping, Professional Safety, Vol. 46 No. 8, pp. 29-34. 2- Chang, Y.-C. and Chen, C.-Y. (2014), Prioritization of 5S activities for a semiconductor wafer fabrication: an empirical study, International Journal of Quality&Reliability Management, Vol. 31 No. 4, pp. 380-394. 3- Dudek-Burlikowska, M. (2006), Quality research methods as a factor of improvement of preproduction sphere, Journal of Achievements in Materials and Manufacturing Engineering, Vol. 18 No. 18, pp. 435-438. 4- Gečevska, V., Čaloska, J., Polenakovik, R., Donev, V., Jovanovski, B. R. (2015), Integration of Lean principles and safety management system, Mechanical Engineering – Scientific Journal, Vol. 33, No.3, pp. 221–225. 5- Harrington, H.J. (2000), Business Process Improvement: The Breakthrough Strategy for Total Quality, Productivity, and Competitiveness, McGraw-Hill, New York, NY. 6- Honarpour, A., Jusoh, A., Long C. S. (2017), Knowledge management and total quality management: a reciprocal relationship", International Journal of Quality & Reliability Management, Vol. 34 Issue: 1, pp.91-102, doi: 10.1108/IJQRM-03-2014-0040 7- Jaca, C., Viles, E., Galeano, L.P., Santos, J. and Mateo, R. (2014), “Learning 5S principles from Japanese best practitioners: case studies of five manufacturing companies”, International Journal of Production Research, Vol. 52 No. 15, pp. 4574-4586. 8- Jiménez, M., Romero, L., Domínguez, M., del Mar Espinosa, M. (2015), 5S methodology implementation in the laboratories of an industrial engineering university school, Safety Science 78, pp 163–172, Elsevier Ltd. 9- Khanam, S., Siddiqui, J., Talib, F. (2013), Role of Information Technology in Total Quality Management: A Literature Review, International Journal of Advanced Research in Computer Engineering &Technology (IJARCET)Volume 2, Issue 8. 10- Lancucki, J. (2001), Basis of Total Quality Management, AE, Poznan. 11- Peterson, J. and Smith, R. (2001), The 5S Pocket Guide, Quality Resources, New York, NY. 12- Pheng, L.S. (2001), “Towards TQM-integrating Japanese 5-S principles with ISO 9001:2000 requirements”, TQM Magazine, Vol. 13 No. 5, pp. 334-341. 13- Ramlan, R., Ahmad, A. N. A., Omar, S. S., Suhaimi, A.H. (2017), Continuous Improvement with Value Stream Mapping (VSM): A Case Study in SME Food Processing Industry, Advanced Science Letters, Volume 23, Number 1, January, pp.674-678(5). 14- Randhawa, J. S., Ahuja, I. S. (2017), 5S – a quality improvement tool for sustainable performance: literature review and directions", International Journal of Quality & Reliability Management, Vol. 34 Issue: 3, pp.334-361, doi: 10.1108/IJQRM-03-2015-0045 15- Srinivasan, S., Ikuma, L. H., Shakouri, M., Nahmens, I., Harvey, C. (2016),"5S impact on safety climate of manufacturing workers", Journal of Manufacturing Technology Management, Vol. 27 Iss 3 pp. - Permanent link to this document: http://dx.doi.org/10.1108/JMTM-07-2015-0053 16- Venkateswaran, S., Nahmens, I. and Ikuma, L. (2013), “Improving healthcare warehouse operations through 5S”, IIE Transactions on Healthcare Systems Engineering, Vol. 3 No. 4, pp. 240-253. | ||||
Statistics Article View: 415 PDF Download: 418 |
||||