A Project Report on
5S Implementation at Toybanks storehousefor Toybank India in
partial fulfilment of the requirements of Master of Management
Studies through Rizvi Institute of Management Studies and Research
under the guidance of Dr. Kalim Khan
submitted by Sandip Shivaji Kadam MMS (Operations) Batch: 2010
2012
CERTIFICATEThis is to certify that Mr. Sandip Shivaji Kadam, a
student of Rizvi Institute of Management Studies and Research, of
MMS IV bearing Roll No. 56 and specializing in Operations has
successfully completed the project titled 5S Implementation at
Toybanks Storehouse under the guidance of Dr. Kalim Khan in partial
fulfilment of the requirement of Master of Management Studies by
Rizvi Institute of Management Studies and Research for the academic
year 2010 2012.
______________ Prof. Umar Farooq Academic Coordinator
_______________ Dr. Kalim Khan Director
ACKNOWLEDGMENTWords often fail to express ones inner feelings of
gratitude and indebtedness to ones benefactors, but then it is the
only readily available medium through which the undersigned can
express their sincere thanks to all those who are associated with
the work in one way or the other. I express my sincere thanks to
Toybank India, Mumbai for giving me an opportunity to do a project
in the organization. I also take this opportunity to thank Ms.
Shweta Chari (Founder/CEO at The OpenTree Foundation- Toybank) and
all of them who have shared their valuable Knowledge and Experience
with me during this period. I sincerely thank my guide Dr. Kalim
Khan (Director Rizvi Management Institute) for his guidance and
help throughout the project, without whom this project would have
been a distant reality.
Sandip Shivaji Kadam Roll No: 87 MMS Operations Batch: 2010
12
Executive SummaryToybank is a non-profit organization that was
started to provide toys for children belonging to weaker socio
economic backgrounds. The four Toybank activities include Toy
collection drive, Gift wrapping sessions, Toy distribution events
and Setting up toy libraries/Play centers. Toybank has reached out
to around 15000 children by means of toys in 4 cities till date
(Bombay, Pune, Delhi and Bangalore). It dreams of working harder
and scaling up its reach in the years to come. Toybank has a
storehouse in Mahalaxmi, Mumbai in the premises of Kaymo fasteners
pvt ltd. This storehouse contains the toy inventory collected
through collection drives. Toybank storehouse is a very small place
(8ft10ft) and it has contained with too many toys. The main issues
in the storehouse were inadequate space for toys, unorganized
workplace; break down of toys and waste of time in searching for
toys during gift wrapping sessions. There was tremendous scope for
improvement. This project was aimed to apply lean methodologies
traditionally used manufacturing organizations. The project
objectives were to create an organized storage area using
principles of 5S; removing waste in the storage area, improve the
accessibility of toys, creating guidelines for storehouse
operations, maintaining documentation to track the toy inventory at
any point of time, creating visual controls to lessen the mistakes
in storehouse operations etc. A typical 5S steps are shown in
figure at right hand side. While implementing 5S first unneeded
items are removed from the storehouse in Sort step and special red
tag area is created to monitor Red tag items. In set in order step
the toys classification is done i.e. toys are classified into 8
categories. Then each category is assigned with particular location
and these locations are identified with signboards. In third step
i.e. Shine the workplace is cleaned thoroughly. In standardization
i.e. 4th Pillar of 5S the steps are taken to maintain the first
three pillars (Sort, Set in Order and Shine). Under this step an
operations guideline is prepared to in
maintain smooth flow of operations in storehouse, Preventive
measures are taken to avoid Non-core Toybank items coming to
storehouse. In 5th Step Sustain Toybank employees and volunteers
are trained on 5S activities. This project found that applying Lean
methodologies in a non-profit was effective in producing both the
quantitative and qualitative benefits. It achieved majority of its
objectives i.e. maximum utilization storehouse space, improving
accessibility of toys and making an organized store area etc. The
colour coding of carton boxes also resulted into optimum
utilization of cartons within storehouse.
TABLE OF CONTENTS Chapter 1: Organization Profile
.............................................................................11.1
Introduction
.......................................................................................................................
1 1.2 Vision, Mission and Objectives of Toybank
.....................................................................
1 1.3 Toybank Activities:
...........................................................................................................
1 1.4 Reach so far
.......................................................................................................................
3 1.5 The direct beneficiaries at Toybank
..................................................................................
3
2. Introduction to
5S...............................................................................................42.1
What is
5S?........................................................................................................................
4 2.2 What does it mean?
...........................................................................................................
4 2.3 Common type of resistances for 5S:
.................................................................................
5 2.4 Some significant benefits observed at companies practising 5S
include: ......................... 6 2.5. Need for 5S in Toybanks
Storehouse..............................................................................
6
Chapter 3: Implementing 1st S (Seiri: Sort)
.........................................................103.1
Definition of Sort
............................................................................................................
10 3.2 Problems avoided by Implementing Sort:
.......................................................................
10 3.3 How to implement Sort?
.................................................................................................
10
Chapter 4: Implementing 2nd S (Seito: Set in Order)
...........................................154.1 Definition of Set
in Order:
..............................................................................................
15 4.2 Problems avoided by Implementing Set in Order:
.......................................................... 15 4.3
Implementation of Set in order at Toybank Storehouse:
................................................ 15
Chapter 5: Implementation of 3rd S (Seiso: Shine)
..............................................225.1Definition of
Shine
...........................................................................................................
22 5.2 Problems avoided by Implementing
Shine......................................................................
22 5.3 Implementation of Shine at Toybanks storehouse:
........................................................ 22
Chapter 6: Implementation of 4th S (Seiketsu: Standardize)
...............................256.1 Definition:
.......................................................................................................................
25 6.2 Problems avoided by Implementing Standardization:
.................................................... 25 6.3
Implementation of Standardization at Toybanks storehouse:
........................................ 25 7.1 Definition of
Sustain
.......................................................................................................
34
7.2 Problems avoided by Implementing Sustain:
..................................................................
34 7.3 How to Implement Sustain?
............................................................................................
34 8.1 Organized
Workplace:.....................................................................................................
42 8.2 Maximum utilization of Storehouse space
......................................................................
42 8.3 Improved accessibility of Toys.
......................................................................................
42 8.4 Less fatigue to employees
...............................................................................................
42 8.5 Less chances of breakdown and pilferage of toys
........................................................... 42 8.6
Improved utilization of cartons.
......................................................................................
43 8.7 Better Inventory Management
.........................................................................................
43
Chapter 9:
Conclusion..........................................................................................44
Chapter 1: Organization Profile1.1 Introduction Toybank was
founded on the 15th of August, 2004, by self-motivated youngsters
who wanted to Transform the lives of less fortunate children into a
more meaningful and joyful existence. The objective of Toybank is
to provide children from the weak socio-economic segments a happy
childhood through toys. Toybank is a Non-Profit Organization,
registered in 2009 as a Public Trust under the Bombay Charities
Act. The office being based in Mumbai, activities are spread across
4 cities in India. With the efforts of all Toybankers, Toybank have
touches the lives of 15000 children so far and is intending to
reach out even further to spread the happiness. 1.2 Vision, Mission
and Objectives of Toybank Toybank envision a world where all
children have a happy and healthy Childhood. Toybank works on the
belief that every child is endowed with the right to rest and
leisure, to engage in play and recreational activities. Taking this
idea forward Toybank serves as a leveller between the rich and
poor, by collecting toys from the well-to-do families and
distributing them to the underprivileged children. Goals: The goals
of Toybank are: 1. To ensure that children from under privileged
backgrounds receive toys through collection and distributions. 2.
To bridge the gap between children from different backgrounds by
creative play/group events/community events. 3. To make play space
available for children through-- Toy libraries in available
infrastructures; reclaim open public spaces for children. 4. To
impart education and values through a Toy curriculum; play groups;
children's parliament. 5. To design and thus provide toys that will
be context specific, by having toys made in local languages as
well. 1.3 Toybank Activities: Here are a few activities which we
undertake: 1.3.1Toy collection drives:
1
These are arranged mostly in apartments, school, societies or
corporate offices. Toybank spread a word about its activities and
announces toy collection drive dates so that people get enough time
to dig into their toys. Toybank follow few norms while collecting
toys. They primarily are as follows: 1. Toys that promote violence
such as, guns, swords and similar such toys are not accepted by
Toybank 2. Toys in good condition are a must, if any part broken or
torn from the toy then that toy should be kept aside. 3. Barbie
dolls are also not accepted as Toybank does not believe in
discrimination. 1.3.2 Gift wrapping sessions: The toys collected
will go into tiny hands and Toybank understands that gift wrapping
these will lighten up their faces. And to see the smiles on their
faces is what Toybank works for. And also if Toybank do not
gift-wrap the kids would see what their friends are getting as
gifts and they might feel bad that they didn't get a toy of their
choice. 1.3.3 Distribution events in NGOs: After the toys are
gift-wrapped, Toybank identify NGOs/Municipal schools based on few
things. Toybank short-list NGOs working on providing both formal
and non formal education to children. Toybank also checks if they
themselves have the right toys for the kids as NGOs might have kids
of certain age groups and hence Toybank would carry those for the
distribution. Toybank send out mails to volunteers in advance to
help us in volunteering the event. Toybank then organizes an entire
fun event with the toy donors where in they get to gift each child
with a toy. Through these distribution events children are told
stories with morals, employee volunteers get to spend quality time
with the kids, there is plenty of interaction that takes place. The
idea is to sensitize individuals about children through simple
means of toys.
1.3.4 Toy Libraries/ Play Centers: Toybank also sets up Play
Centers and Toy Libraries in various NGOs and Govt. Schools. Before
establishing a Play centre/Toy Library we do a ground check of the
NGO/Organization and then we set the Play/Centers/Toy Libraries,
which functions similar to any book library. Toybank volunteers do
monthly follow-ups at these Play/Centers/Toy Libraries, where they
conduct play sessions and observe the impact of play on children.
2
1.4 Reach so far Toybank has reached out to around 15000
children by means of toys in 4 cities till date (Bombay, Pune,
Delhi, and Bangalore). It dreams of working harder and scaling up
its reach in the years to come. Recently Toybank has also
established a Toy Library at a Govt. School in Mumbai, and 4 play
centers in NGOs. Bhutan: Toybank has also gone international.
Toybank has tied up with Early Childhood Development Center (ECDC)
to send across toys to children from Changzamtok lower secondary
school in Thimphu, Bhutan. With the help of a Toybank volunteer at
Bhutan and ECDC Toybank is continuing the Toy Library and planning
to establish more such Libraries in Schools of Bhutan.
1.5 The direct beneficiaries at Toybank The direct beneficiaries
at Toybank are: A. The children that receive the toys from Toybank
through the distribution events. These children are either street
kids; children in hospitals; children belonging to various
homes/NGOs; children from remand homes. The age groups vary from 0
to 15 years. B. The other individuals that are indirectly benefited
and sensitized from Toybank are: The children that donate the toys
to Toybank. The individuals from corporate organizations, NGOs,
volunteers and schools that participate in the Toybank events.
3
2. Introduction to 5S2.1 What is 5S? 5S is the name of a
workplace organization methodology that uses a list of five
Japanese words which are Seiri (Sort), Seiton (Set in order), Seiso
(Shine), Seiketsu (Standardize) and Shitsuke (Sustain). The list
describes how to organize a work space for efficiency and
effectiveness by identifying and storing the items used,
maintaining the area and items & sustaining the new order. The
two most important elements are Sort and Set in order. The success
of improvements activities depends upon them. 5S practise in a
company is done not merely for aesthetic reasons. Underlying 5S
practice at the office or Shop floor is a practice or economic
reason. Achieving clean floor and organised racks is not an end in
itself. In the case of manufacturing set up the ultimate goal of
housekeeping through 5S is to reduce the cost of the product by
increasing productivity and contributing to total quality. The
removal of clutter along passageways is also done for practical
reasons. It prevents obstruction to the smooth transportation of
materials and work-in-progress. 5S is relevant for all industries,
be it sales, service or manufacturing or non profit organization.
It is believed that good housekeeping and workplace organisation
are directly linked to achieving discipline in an organization.
With foundation of 5S, they can proceed to take other measures in
their pursuit of excellence. 2.2 What does it mean? Original
English 5S Japanese Meaning 1st S 2nd S 3rd S 4th S 5th S Seiri
Seiton Seiso Seiketsu Shitsuke Sort
Short Description
Sort of unnecessary items in the work-place and discard them
Arrange necessary items in good order so that they can Set in Order
be easily picked for use. A place for everything & Everything
in its place Clean your work place completely so that there is no
Shine dust on floor, machine and equipment. Maintain high standard
of housekeeping and work Standardize place organisation at all
times. Train people to follow good house keeping disciplines
Sustain autonomously TABLE 2.1 5S SHORT DESCRIPTION
4
2.3 Common type of resistances for 5S: 1. Whats so great about
Sort and Set in order? Counter argument: Sort and set in order are
so simple that its hard to believe just how important and powerful
they are. The facts remain s that 5S implementation is needed when
work environment is not neat and organized.
2. Why clean, when it just gets dirty again? Counter argument:
Sometimes people accept dirtiness as an inevitable condition in
their workplace. They say that cleaning up would do little good
since it would soon get dirty again. This logic does not hold
however, when we look at the negative impact of dirty workplace on
the quality and efficiency.
3. Sorting and Setting in order will not boost output. Counter
argument: Sometimes employees assume that their job is to make
things and not organize and clean things. This way of thinking is
understandable if their job has never before included these
functions. However it is an attitude that needs to be changed as
employees come to understand how important the Sort, Set in order
and Shine activities are to maximize output.
4. We already implemented Sort and Set in order. Counter
argument: Some people consider only the superficial and visible
aspects of the 5 pillars. They think that rearranging things a
little and putting them into rows is all there are is to it.
However, such orderliness only scratches the surface of what five
pillars are all about.
5. We did 5S years ago. Counter argument: This type of comment
is heard most often from people who think the five pillars movement
is fad. If they attempted 5S implementation once 20 years ago, they
dont see why they should do it again. The 5S is not a passing
fashion. They are the fertilizer on the field of making all type of
improvements.
5
6. We are too busy for 5S activities. Counter argument: In some
work places, Sort, Set in order and Shine are the first things
passed over when work gets busy. The explanation is that We are to
busy for that. It is true that production priorities are sometimes
so pressing that other activities need to wait. However, 5S
activities are fundamental to daily life in in the factory as
washing our faces or brushing our teeth in our personal lives. We
may be able to put these activities off for a shorter time, under
certain circumstances. But, putting them off, longer quickly has
negative consequences.
2.4 Some significant benefits observed at companies practising
5S include: 1. Happier people involvement 2. Greater people
involvement. 3. Low employee turnover. 4. Increased number of
suggestions. 5. Better use of floor space. 6. Less work-in-progress
and inventories 7. Better flow of works 8. Low accident rates 9.
High yield of materials 10. Less breakdown of products and
machinery 11. People are automatically disciplined. 12. People
become proud of clean and organised workplace. 13. Results are
visible to everyone Insider and outsider. 2.5. Need for 5S in
Toybanks Storehouse 2.5.1 Partial utilization of store place and
issues of Accessibility Before 5S implementation toys collected
were kept on floor space them. and identifying them while wrapping
session was a tough task. Besides this the toys were not kept on
shelves. As most of the toys were lying on floor area so it was
very difficult to navigate through store space.
6
Fig. 2.1 Issues of store Space utilization and accessibility of
toys 2.5.2 Lot of junk material and obsolete toys were lying inside
storehouse Lot of junk material (broken and obsolete toys) was
lying inside the storehouse and occupying lot of space. This space
needs to be freed.
Fig. 2.2 Issues of Waste Items
7
2.5.3 All the toys were collectively stored and (No
classification of toys) and there is no place allocated for toys In
current scenario there is no place allocated for toys neither there
is classification regarding categories of toys. Currently toys are
placed randomly as they come in through toy collection drives.
Fig. 2.3 No toy classification and allocation of place for toy
categories 2.5.4 Chances of pilferage Toys were placed randomly
before 5S being implemented. Some of the toys were placed near to
sliding gate of the storehouse. Since sliding gate has wide gaps,
so it was very easy to pick up small sized toys through those wide
gaps.
Fig. 2.4 Chances of pilferage
8
2.5.5 Dirt in the Storehouse Store house was full of dust and
Soft toys in the storehouse were getting dirty because of the dirt
accumulated in the storehouse. Toybank was incurring extra cleaning
cost to wash and sterilize these toys.
Fig. 2.5 Dirt accumulated in the storehouse
9
Chapter 3: Implementing 1st S (Seiri: Sort)3.1 Definition of
Sort This is the first pillar of visual workplace which means, Keep
what is needed, only in the amounts needed, and only when it is
needed. In other words sort means that you remove all items from
workplace that are not needed for current production or operations.
3.2 Problems avoided by Implementing Sort: When first pillar that
is Sort is not well implemented, the following types problems tend
to arise: 1] The workplace becomes increasingly crowded and hard to
work in. 2] Time is wasted in searching for parts and tools. 3]
Unneeded items put walls between employees, getting in the way of
communication. 4] Unneeded inventory is costly to maintain. 5]
Unneeded items make it harder to improve the process flow.
3.3 How to implement Sort? It is not always easy to identify
unneeded items in the workplace. The Red Tag strategy is a simple
method to for identifying potentially unneeded items in the factor,
evaluating their usefulness and dealing with them appropriately.
3.3.1 Overview of Red Tagging: Red tagging literally means putting
red tags on items in the workplace that need to be evaluated as
being necessary or unnecessary. The red tags catch peoples
attention because red is a colour that stands out. To put a red tag
ask following three questions: 1] Is this item needed? 2] If it is
needed, is it needed in this quantity? 3] If it is needed, does it
need to be located here? Once red tag items are identified, they
can be evaluated and dealt appropriately. They may be: 1] Held in
Red tag holding area. 2] Disposed of 3] Relocated 4] Left exactly
where they are
10
3.3.2 Steps in Red Tagging: Step1: launch the Red tag project.
This involves organizing a team, schedule to perform red tagging,
set aside a local red tag holding area, planning for disposal of
red tagged items. Step2: Identify the red-tag targets. This is step
to decide type of items to evaluate (in case of manufacturing set
up whether WIP, equipments, warehouse inventory, parts products
etc.) and Physical area where red tagging will take place. In case
of Toybank storehouse Items to be evaluated were all the toys and
other stuff in storehouse and area was the whole storehouse. Step3:
Set the Red tagging criteria. Three main factors determine whether
an item is necessary or not of items are: 1] Usefulness of item. 2]
Frequency with which it is needed. 3] Quantity of item needed to
perform this work. In case of Toybank Storehouse, Red tagging
criteria were: a] A toy is red tag if it does not fit into the
norms of Toybank like 1. Toys which promote violence 2. Toys which
is not in a good condition 3. Barbie dolls are not accepted as
Toybank does not believe in discrimination. b] A toy lying in the
storehouse for more than 3 months. c] A toy in unhygienic condition
d] Any stuff which does not belong to Toybank
Step4: Make the Red Tag items. Red tags made need to support the
documentation process. Information on Red tag may include category
of item, Date of red tagging, Name of the person who is conducting
Red tagging, reason for Red tagging, how many such items are red
tagged, value of the red tagged item, Action to be taken on Red tag
item etc.
11
Fig. 3.1 Example of Red Tag
Step 5: Attach the Red tags. The best way to carry red tagging
is to do whole target area quickly- if possible in one or two days.
Red tagging should be a short and powerful event. Attach red tag
without evaluating what to do with them.
Fig. 3.2 Big Teddy Beer in Toybanks storehouse
12
Fig. 3.3 Box of Books which forms Non Core Toybank items
Fig. 3.4 Broken Baby pram which cant be distributed to
children
Step 6: Evaluate the Red Tagged items. It is a point to decide
what to do with the Red tagged items. In case of Toybank following
options were used to evaluate Red Tagged items: 1. Holding the item
in a local area (A separate shelve is dedicated to hold red tagged
items) 2. Dispose of the items 3. Auction it. (In case of big soft
toys) 13
4. Non core Toybank items (Educational CDs, books) were
distributed to NGO called Teach India 5. Unhygienic soft toys
brought back to Toybank office to recycle and sterilize them before
distributed them. Step7: Document the Results of Red tagging. To
document the results of red tag is an important part of the red
tagging process. It allows company to measure the improvements and
savings produced as result of red tagging effort. In case of
Toybank it was difficult measure red tagging in terms of savings
produced in terms of money but by red tagging approximately 30% to
40% of the storehouse space was freed which was the sign of real
progress.
14
Chapter 4: Implementing 2nd S (Seito: Set in Order)4.1
Definition of Set in Order: Set in Order means that you arrange
needed items so that they are easy to use and label them so that
anyone can find them and put them away. The key word in this
definition is anyone. 4.2 Problems avoided by Implementing Set in
Order: Setting in Order is important because it eliminates many
kinds of wastes in critical activities. These include searching
waste due to difficulty in using items. Following types of waste
and the kind of problems can be avoided when Set in Order
activities are well implemented. 1] Motion Waste: The person sent
to find carton could not find out. 2] Searching Waste: No one can
find the key to the locked cabinet that contains needed tools. 3]
The Waste of Human Energy: A frustrated employee gives up on
finding a needed item after looking in vain for half an hour. 4]
The Waste of Defective Products: The storage location of two types
of boxes are switched without telling to person who is receiving
them, so he picks up wrong box without noticing and finds that this
was not the needed part at last moment. 5] The Waste of Unsafe
conditions: Boxes of supplies are left in a walkway, causing
someone to trip and get injured. 4.3 Implementation of Set in order
at Toybank Storehouse: Step1: Classifying toys Storehouse items
into 8 categories.
Toy Classification Board Games Soft Toys Cars Electroni c Toys
Sports Games Play Center Games Stationary
Toddlers
Fig.4.1 Toy Classification In this step we first identified 8
categories of toys and classified all toys into these 8
categories:
15
1] Board Games: A Board Game is a game which involves pieces
being moved on a pre-marked surface or Board", according to a set
of rules. Category includes games like: Monopoly, Brain vita,
Chess, Snake & ladder, Jig-saw puzzles, scrabble games etc. 2]
Toddler Games: Games suitable for children having age group of 1- 4
years. Small toddlers we combine in the groups of 3-4 and then we
pack them for distribution drive as a single unit. E.g. Small toys
that makes sound when pressed (Squeezes), puller cars(toddler
cars),Rattlers etc. 3] Soft Toys: A soft toy is a toy sewn from
cloth, plush, or other textiles, and stuffed with Wood, wool,
cotton, Synthetic fibers or other similar materials. 4] Cars: All
the wheeled toys including cars, Aero planes etc. Though some of
the cars are battery operated they are treated as a car at time of
classifying them. 5] Electronic toys: Toys which are Battery
Operated or pencil sells. 6] Sports Games: It includes outdoor
games such as Cricket bats, balls, footballs, table tennis bats,
Holly ball, skates etc. Most of the games are outdoor games. 7]
Play Center: Games which can not be gifted to one child. E.g. Big
teddy bears, Inflating toys, Punch bags, Some of the outdoor games,
Construction games etc. 8] Stationary: Various materials employed
in writing, painting etc. It includes notebooks, pens, pencils,
paint boxes, drawing books etc. Step2: Assigning Locations In this
phase we decided which category of type to place in which rack and
in which Shelves. While assigning location to each category of toy
following things are taken into consideration: 1] Weight of the
toys: As Board Game boxes are very heavy they are kept in lower
shelves of Rack. 2] Quantity of toys: If quantity of toys lying
inside store house is more then additional store place is provided
for that category. E.g. Board Games are large in quantity so Three
shelves are dedicated for Board games. 3] Frequency of Distribution
of Particular Toy Category: In most of the toy distribution drives
Board games, Toddlers and cars are the common items. So they are
placed at most accessible locations. 4] Floor Area Allocation:
Based on the easy movement within the storehouse, different areas
allocated for Received toys and Ready to Go Toys. Its shown in 5S
Map.
16
Fig. 4.2 5S Map of Storehouse In figure, 1. Receiving Toys in
Area allocated to Receive 2. Classification of Toys and putting
each category of Toy into Allocated Shelves 3. Wrapped Toys Comes
to Ready To Area
Step3: Applying Visual Controls 1. There are 3 Racks in the
storehouse. Each rack has assigned a name like Rack A, Rack B Rack
C. Within each rack, number is assigned to each level. So suppose,
a particular Toy category box can be easily searched by Rack name
and level of shelve. E.g. Cars section lies at Rack C- level 4. So
this reduces the searching time for the category. Each shelve has
been put name plate by the toy category it is allocated to.
17
Fig. 4.3 Nameplates put on shelves of all racks in the store
house 2. Allocation of floor space for Received toys and Ready to
go toys. Received toys are the toys which came through Toy
Collection Drives and need to be classified before putting them
into the shelves at their allocated places. Ready to Go Toys are
the toys which are wrapped as per the need of Distribution Drive
and placed in different area so they dont get mixed with the
Received toys or the toys which are already classified.
18
Fig.4.4 Ready to Go Area
3. Display of Toy category, date of classifying and Toy count on
each carton box packed
Fig. 4.5 Carton box Naming System
4. Inventory status updates on slates hung on shelves. Latest
updates about Toy count, Number of carton boxes and the date of
update are shown on slate. It is mandatory to update it whenever
some changes are made to the toy inventory. 19
Fig. 4.6 Slates showing Inventory status of Toy category
20
5. Tool Box is made which required carrying out regular
activities of storehouse.
Fig. 4.7 Tool Box for day to day activities 6. Identification of
half filled boxes by Yellow stickers so that while filling or
emptying the carton boxes first half filled boxes are used. In the
same way green stickers are put on ready to boxes so that they dont
get mixed with other boxes in the store house and easy to
identify.
Fig. 4.8 Color coding system for carton Boxes
21
Chapter 5: Implementation of 3rd S (Seiso: Shine)5.1Definition
of Shine It is the component that emphasizes the removal of dirt,
grime and dust from the workplace. As such Shine means that we keep
everything swept and clean. 5.2 Problems avoided by Implementing
Shine One of the more obvious purposes of Shine is to turn the
workplace into a clean, bright place where everyone will enjoy
working. Another key purpose is to keep everything in top condition
so that when someone needs to use something. Cleaning should become
a deeply ingrained part of daily work habits. Cleanliness for work
places is lot like bathing for human beings. It relieves stress and
strain. Cleanliness is also tied in with the morale of employee and
their awareness of improvements. When we clean area, it is
inevitable that we will also do some inspection of machinery,
equipments and work conditions. Because, of this cleaning also
means inspection. This is another reason why Shine is important.
Factories that do not implement Shine pillar suffer the following
types of problems: 1] Windows are so dirty that very little
sunlight filters through. This leads to poor morale and inefficient
work. 2] Defects are less obvious in dark, messy factories. 3]
Puddles of oil and water cause slipping and injuries. 4] Machines
do not receive sufficient maintenance and tend to breakup
frequently. 5] Filthy work environment can lower work morale. 5.3
Implementation of Shine at Toybanks storehouse: Step1: Determine
Shine Targets. Shine targets can be grouped into three categories
i.e. warehouse items, equipments and space. In Toybanks storehouse
shine targets were warehouse items such as carton boxes of toys,
big toys which could not be kept into carton boxes. Equipments
included in shine targets were racks and stores sliding gate,
ladder. Space was the floor space available within storehouse which
needed to be cleaned.
22
Step2: Determine Shine assignments and Methods. Workplace
cleanliness is the responsibility of everyone who works there. 5S
schedule is prepared which shows who is responsible for which area
and, frequency of shine activity.
Shine Targets
What Contains
it Tasks
Frequency/ Month
Tools Needed Cloth
Responsibility
Store House Toys, Items Carton Boxes
Removing accumulated on boxes
dirt 2 times
Mr. Ajit
sterilizing dirty soft toys Washing 2 times Equipments Racks,
Sliding Sweeping of Gate, Fan ladder, Shelves Oiling of Slider gate
of 1 time storehouse Sweeping of ladder 2 times Lubricating oil
Racks and 2 times machine Broom Mr. Ajit
Floor Space
Floor Area of Sweeping of floor Space 2 times Storehouse, Walls
and walls
Broom, cloth, cleansing agents
Mr. Ajit
TABLE 5.1 SCHEDULE FOR SHINE ACTIVITY IN TOYBANK Step3: Prepare
tools. Here we apply set in order to our cleaning tools storing
them in places where they are easy to find, use and return.
Step4: Start to Shine. Following points taken into consideration
while implementing Shine: 1] Sweeping dirt from floor cracks, wall
corners. 2] Wipe off dust and dirt from walls, windows and doors 3]
Use off cleansing agents when sweeping is not enough to remove
dirt.
23
Fig. 5.1 During the Shine activity at Toybank Storehouse
24
Chapter 6: Implementation of 4th S (Seiketsu: Standardize)6.1
Definition: Standardization means creating consistent way that
tasks and procedures are carried out. Standardization is the result
that exists when first three pillars Sort, Set in Order and Shine
are properly maintained. 6.2 Problems avoided by Implementing
Standardization: Standardize integrate Sort, Set in Order and Shine
into a unified whole. After all what good is the implementation of
first three pillars if condition constantly deteriorates to what
they were before implementation? Here are some problems that
results when we do not implement Standardize well: 1] Condition
goes back to their old undesirable levels even after 5S
implementation campaign. 2] At the end of the day, piles of
unneeded items are left as it is in work place. 3] Storage site
becomes disorganized and must be put back in order at the end of
the day
The basic purpose of standardize pillar is to prevent setbacks
in the first three pillars, to make implementing them a daily habit
and to make sure that all the three pillars are maintained in their
fully implemented state. 6.3 Implementation of Standardization at
Toybanks storehouse: Step1: Assign 3S responsibilities. When it
comes to maintaining three pillar conditions, everyone must know
exactly what they are responsible for doing and exactly when, where
and how to do it. If people are not clear 3S job assignments based
on their workplaces, the Sort, Set in Order, and Shine activities
will not have much meaning. Similarly, Clear 3S instructions given
to the people who deliver toys. Toy donors, volunteers must be
encouraged to join full 5S Implementation. Tools for assigning 3S
Responsibilities include:
5S Maps 5S Schedule 5S Job Cycle Charts 25
1. 5S Maps 5S map is a map of the work area used to evaluate
current locations of storage and operations and decide best
locations for these items.
Fig. 6.1 5S Map for Toybanks Storehouse In this Map, 1.
Receiving Toys in Area allocated to Receive 2. Classification of
Toys and putting each category of Toy into Allocated Shelves 3.
Wrapped Toys Comes to Ready To Area
26
2. 5S Schedule 5S schedule shows in detail, who is responsible
for cleaning which shine target and what is frequency to the
particular Shine activity.Shine Targets What Contains Removing
accumulated on boxes it Tasks Frequency /Month dirt 2 times Tools
Needed Cloth Mr. Ajit Responsibility
Store House Toys, Items Carton Boxes
sterilizing dirty soft toys 2 times Washing machine Equipments
Racks, Sliding Sweeping of Racks and 2 times Gate, ladder, Shelves
Fan Oiling of Slider gate of 1 time storehouse Lubricating oil
Broom Mr. Ajit
Sweeping of ladder Floor Space
2 times
Broom Broom, cloth, cleansing agents Mr. Ajit
Floor Area of Sweeping of floor Space 2 times Storehouse, Walls
and walls
TABLE 6.1 5S SCHEDULE 3. 5S Job Cycle Chart In 5S Job cycle
chart 5S duties are sorted out according to 5 pillars and job
scheduling cycle. Each 5S assignee can then use these charts as 5S
check list.
27
Date:
5S Job Cycle Chart For ToyBank
Entered by: Standardize Set in order
JOB CYCLE
. 1 2 3 4
5 S Job Red tagging Strategy Putting Received toys in allocated
area Toy Classification Putting toys in assigned locations Updating
Category and Numbers on Carton Boxes while putting /taking
Sustain
Shine
No Sort
A B C D E F O
O O O O
O O O
5 6
away toys in/from shelves Updating Inventory levels on Slates
Putting wrapped toys in Ready to Go
O O
O O
7
area Colour coding of Ready to Go and
O
O
8
half filled Carton boxes Removing dirt accumulated on
cartons
O O O O O O O O O O O
O O O O O O O
9 10 11 12 13 14 15 16
Sterilizing dirty soft toys Sweeping of Racks and Shelves Oiling
of Slider gate of storehouse Sweeping of ladder Sweeping of floor
Space and walls Preventive Sort procedures 5S Training sessions
Rewards and Recognition
O O
TABLE.6.2 5S JOB CYCLE CHART 28
Job Cycle Code A is Continuously B is Weekly C is Once in two
week D is Once a Month E is Quarterly F is Occasionally
Step 2: Integrating 3S duties into regular work duties. If
people carry out three pillar maintenance duties only when they see
three pillar conditions slipping, then 5S implementation has not
yet taken root. Maintenance must become a natural part of everyones
regular work duties. Visual 5S and five minute 5S are two
approaches that help make 5S maintenance work part of the every day
work routine. Visual 5S: The visual 5S approach makes the level of
five pillar conditions obvious at a glance. Visual controls are
devices that tell us at a glance how work should be done. Clearly,
the use of 5S controls is central to the successful implementation
of visual 5S. Five minute 5S: Another mechanism is 5-minute 5S.
Dont get hung-up on the 5-minute part of this activity; its just an
easy to remember tag. However, think of it as something you do
quickly. One can use a visual display to make it easier to track
your 5-Minute 5S activities.
Step 3: Check on 3S Maintenance level. After we have assigned
three pillar jobs and have incorporated three pillars maintenance
into the everyday work routine, we need to evaluate how well the
three pillars are being maintained. For this we can use a
Standardization-level check list. To evaluate the effectiveness of
the maintenance activities, evaluator ranks the Sort, Set in Order
and Shine levels on a scale of 1 to 5. Such Check list can be made
for specific work places. Such Checklist is prepared for Toybank.
29
5S Audit Checklist - Workplace Evaluation Date: Auditor: Ms.
Shweta Chari Score Category Item Red tagged items are put in Red
tag area. Items are present in outside plastic bags, cartons Sort (
Organize ) Red tag area items are not properly tagged or
disposition in a timely manner Subtotal (15 marks) Items are put at
their allocated places Carton boxes are put up with tags mentioning
Date, count and category of toys Half filled cartons/ Ready to Go
cartons put up with Yellow & Green stickers. Set In Order (
Orderliness ) Toy classification time is occurring and as with Toy
1 2 3 4 5 T Time: Work Area: Toybank Storehouse
predetermined
schedule
classification manual Inventory status on slates is updated
whenever changes made in toy inventory. Subtotal: (20 marks) Shine
activities occurring as per schedule. Shine Toolbox is not easily
accessible. Shine ( Cleanliness ) Lines, labels, signs, etc. are in
proper condition and are readable Work Place is pleasant. Subtotal:
(20 marks) Documentation is being done timely Standardize (
Adherence ) How many items, relevant to the work, can't be located
in 5 / 30 seconds Visual 5S controls being maintained 30
Subtotal: (15 marks) 5S Trainings received by people working in
Sustain (Selfdiscipline) Storehouse. 5S audits schedule is
followed. Rewards and Recognition for Employees. Subtotal: (15
marks) Total (75 marks) TABLE 6.3 5S AUDIT CHECK LIST
No.
of
boxes/ Name of the Donor Sr. No. Donor 1 2 3 4 5 6 7 8 9 10
TABLE 6.4 DATA SHEET A TO BE FILLED AT THE TIME OF RECEIVING TOYS
Type Contact no. Address bags received Donor's Receiver's
Signature signature
31
Step 4: Preventive Sort procedures. Preventive sorting means
that instead of waiting until unneeded items accumulate; we find
ways to prevent their accumulation. To achieve this in Toybank, the
sources of noncore items such as books, clothes etc. can be
identified and these items can be diverted to other NGOs dealing
with these items. For example clothes can be directly diverted to
NGO named Goonj which collects clothes in the form of donations and
distribute them to needy people. Similarly books can be diverted to
NGO named Teach India which deals with books distribution to needy
children.
Some documentation and flowcharts drawn to avoid mistakes in
inventory control and storehouse operations are shown in next few
pages.
32
TABLE
6.5 DATA SHEET B TO BE FILLED AT THE TIME OF CLASSIFYING
TOYS
TABLE
6.6 DATA SHEET C TO BE FILLED AT THE TIME OF WRAPPING
SESSION
33
Chapter 7: Implementing 5th S (Shitsuke: Sustain)7.1 Definition
of Sustain Sustain means to make a habit of properly maintaining
correct procedures. Sustaining something means usually you think of
it as drawing on something from inside yourself in order to
maintain a course of action- even when forces in your life
challenge this effort. 7.2 Problems avoided by Implementing
Sustain: Here are some of the things that happen in a company when
commitment to the 5 pillars is not sustained. 1] Unneeded items
begins piling up as soon as sorting is completed. 2] No matter how
well Set in Order is planned and implemented items and tools do not
get back to the assigned places to them. 3] No matter how dirty
workplace becomes, little or nothing is done to clean it. 4] Items
are protruding into walkways causing people to trip and get
injured. 5] Dark, dirty, disorganized workplace lowers employees
morale.
7.3 How to Implement Sustain? 7.3.1 Creating Conditions to
Sustain The implementation of the Sustain pillar is different from
that of the Sort, Set in Order, Shine or Standardize pillars in the
sense that the results are not visible and can not be measured.
Commitment to it exists in peoples heart and minds and only their
behaviour shows its presents. Because, of this it can not be
implemented like a technique. However, we can not create conditions
that encourage the implementations of Sustain Pillar.
The types of conditions that are most useful to Sustain are:
1] Awareness: If employees need to understand what the 5 pillars
are and how important it is to sustain them. 2] Time: You need to
have or make enough time in your work schedule to perform 5S
Implementation. 3] Structure: You need to have structure for how
and when 5S activities will be implemented.
34
4] Support: You need to have support for your efforts from
management in terms of in terms of acknowledgement, leadership and
resources. 5] Rewards and Recognition: Employees efforts for
maintaining 5 pillars must be rewarded. 6] Satisfaction and
Excitement: The implementation of the five pillars needs to be fun
and satisfying for you and the company. This excitement and
satisfaction gets communicated from person to person, allowing 5S
implementation to build as it involves more people. 7.3.2 Role in
Implementation In 5S implementation both employees and management
plays a vital role. The role consists of creating conditions that
sustains 5S and demonstrating commitment to 5S yourself. 1. The
role of Management: 1] Educating yourself and co-workers about 5S
concept, tools and techniques. 2] Creating team for implementation.
3] Allowing time for implementation and creating schedule for this
work. 4] Providing resources for 5S implementation. 5]
Acknowledging and supporting 5S efforts. 6] Encouraging creative
involvement by all employees, listening to their ideas and acting
on them. 7] Promoting ongoing 5S efforts. 2. The role of Employees:
1] Continuing to learn more about 5S implementation 2] Helping
other co-workers to about 5S 3] Being enthusiast about 5S
implementation 4] Helping to promote 5S efforts. 5] Taking
initiative to figure out ways to implement 5S in their own
work.
7.3.3 Tools and techniques to Sustain 5S: 1. 5S slogans: 5S
slogans communicate the themes of the 5Pillar campaign in your
organization. They are most effective when suggested by employees.
They can be displayed on stickers, flags or posters.
35
2. 5S Posters: Posters displaying 5S slogans or descriptions of
5S activities can be posted throughout the workplace. They can
serve and remind everyone of the importance of the five pillars, or
to communicate the results or status of 5S activities.
3. 5S Photo Exhibits and Storyboards When it comes to
communication about 5S implementation picture is worth a thousand
words is definitely true. Photo exhibits and story boards showing
the before and after 5S implementation activities are powerful
tools for promoting 5S. Photos and story boards can also
communicate the status of five pillar activities.
4. 5S Months Organization should designate 3-4 months every year
as 5S Months, various activities such as 5S seminars, field trips
and contests can be carried out to further promote 5S
implementation in the organization.
Next pages shows 5S poster and Flowcharts created for Toybank
Storehouse.
36
7.4.1 5S Poster (hung in Storehouse premises) Operations Manual
for Toybank Store House RECEIVING New carton boxes must be stored
in Receiving Area assigned in the storehouse. Necessary entry
details about the receipt of carton boxes must be noted in sheet A
Sorting session must be planned within 6 days of the date of
receiving Toys will be placed in the racks only after sorting
SORTING/CLASSIFYING TOYS Toys in received carton boxes must be
classified as per the Toybanks rules and then must be placed in
area allocated for each type of toy. Necessary entry details about
the sorting session must be noted in sheet B Ensure that all the
toys go into right racks/shelves allocated. Check for yellow tag
cartons. Yellow tag cartons are open /half filled cartons in the
racks. Place sorted toys in yellow tag cartons first, update the
label and then use new cartons for filling. While putting toys in
New / Empty carton boxes please, count the number toys put in the
carton box and stick new label to it. The label on each carton box
must contain the information about Number of toys, Date &
Category of toy. Update the total toy & carton box count in the
slates placed on the racks. During sorting of toys unwanted/damaged
toys must be thrown out. At the end of sorting session one must
take photograph of junk material & final position of
storehouse. Place Red tag on Non Core Toybank items, occupying
space from a long time (e.g. showpiece, clothes, travel bags etc.)
Remove these items as early as possible. C.WRAPPING AND DISTRIBTING
Toys to be distributed must be wrapped 3 days before the date of
the distribution drive. Necessary entry details about wrapping and
distribution must be noted in sheet C Check for yellow tag cartons.
Yellow tag cartons are open /half filled cartons in the racks.
Remove toys for wrapping from yellow tag boxes first. 37
Place yellow tags on sealed boxes opened/half filled after
removing toys. Carton boxes (of wrapped toys) must be kept in Ready
to Go Area assigned in storehouse. Update the total toy &
carton box count in the slates placed on the racks after removing
toys. Put a Green Tag on the carton boxes ready to be distributed
after wrapping session. Place green tagged carton boxes in Ready to
go area assigned and do not mix with the received toys.
38
7.4.2 5S Photo Exhibits Before 5S
Fig. 7.1 Toybank Storehouse before 5S
39
B. After 5S
Fig. 7.2 Toybank Storehouse after 5S
40
41
Chapters 8: Benefits Achieved After Implementing 5S in Toybank
StorehouseFollowing benefits are observed because of implementing
5S: 8.1 Organized Workplace: Storehouse is now a more organized.
There is place allocated for each category of toy. Shelves are
easily identifiable as nameplates are put on each shelf. Toolbox is
prepared to regular as well as shines activities. 8.2 Maximum
utilization of Storehouse space. Due to removal of unneeded items
from the storehouse place and maximum utilization of shelves
storing capacity of is increased. Previously, out of 18 shelves
only 14 being utilized because inaccessibility of shelves as well
as unneeded stuff was stored in shelves. But, after implementing 5S
all the 18 shelves can be utilized. This has increased storing
capacity by almost 30-35%. 8.3 Improved accessibility of Toys. As
toys are defined into 8 categories and each category has been
assigned a definite place in the storehouse the accessibility of
toys has been tremendously improved. Now, every required toy
category can be accessed within 30-45 seconds. Besides this the
toys going for the toy distribution event also placed in particular
place so that is also an added advantage as these toys doesnt get
mixed with unclassified toys. 8.4 Less fatigue to employees After
5S implementation lot of floor area is freed. So that person can
freely move within storehouse place. Also, toys are assigned places
based on their frequency of use, their carton boxes weights etc. So
this has reduced the fatigue of person working in Storehouse. 8.5
Less chances of breakdown and pilferage of toys Implementation of
5S has reduced the chances of breakdown of toys, as no toys lie
freely on free space or in shelf. Also no toy is lying close to the
sliding gate of the storehouse. This reduces the chances of
pilferage of toys.
42
8.6 Improved utilization of cartons. Due to colour coding scheme
of the half filled cartons, they can be easily identified. First
they are filled or emptied during Sorting and wrapping session.
This practice has improved the carton utilization to fullest.
8.7 Better Inventory Management During 5S implementation
practices has been developed that to put sticker/ nameplate on the
carton boxes indicating toy category, date of packing and toy count
of the particular carton box. Besides this slates are hung in the
storehouse on which toy count of particular toy category is written
for particular date. It is mandatory to update that data whenever
some changes are made to the toy count. This has helped to monitor
the inventory of toys. At any particular date one can know the
count of toys in each category available in storehouse and
accordingly can plan for the future toy distribution event.
43
Chapter 9: ConclusionThe basic purpose behind implementing 5S is
making a workplace cleaner, clearly organized, free of clutter and
arranged i.e. making workplace one would proud to work. After,
implementing 5S these objectives achieved effectively. Now Toybank
storehouse is pleasant place to work in and provides essential
support for implementation of other important activities in
organization.
44
APPENDIX LIST OF FIGURES Fig. 2.1 Issues of store Space
utilization and accessibility of toys ........................7
Fig. 2.2 Issues of Waste Items
...............................................................................7
Fig. 2.3 No toy classification and allocation of place for toy
categories ..............8 Fig. 2.5 Dirt accumulated in the
storehouse
..........................................................9 Fig.
3.1 Example of Red Tag
...............................................................................12
Fig. 3.3 Box of Books which forms Non Core Toybank items
...........................13 Fig. 3.4 Broken Baby pram which cant
be distributed to children .....................13 Fig. 4.2 5S Map
of
Storehouse.............................................................................17
Fig. 4.3 Nameplates put on shelves of all racks in the store house
...................18 Fig.4.4 Ready to Go Area
..................................................................................19
Fig. 4.5 Carton box Naming
System....................................................................19
Fig. 4.6 Slates showing Inventory status of Toy category
...................................20 Fig. 4.8 Color coding system
for carton Boxes
...................................................21 Fig. 5.1
During the Shine activity at Toybank Storehouse
..................................24 Fig. 6.1 5S Map for Toybanks
Storehouse
.........................................................26 Fig.
7.1 Toybank Storehouse before 5S
...............................................................39
Fig. 7.2 Toybank Storehouse after
5S..................................................................40
45
LIST OF TABLES:FIG. 2.1 ISSUES OF STORE SPACE UTILIZATION AND
ACCESSIBILITY OF TOYS ........ ERROR! BOOKMARK NOT DEFINED . FIG.
2.2 ISSUES OF W ASTE ITEMS ................................. ERROR!
BOOKMARK NOT DEFINED . FIG. 2.5 DIRT ACCUMULATED IN THE STOREHOUSE
...... ERROR! BOOKMARK NOT DEFINED . FIG. 3.1 E XAMPLE OF R ED TAG
.................................... ERROR! BOOKMARK NOT DEFINED .
FIG. 3.3 BOX OF BOOKS WHICH FORMS NON CORE TOYBANK ITEMS ERROR!NOT
DEFINED .
BOOKMARK
FIG. 3.4 BROKEN BABY PRAM WHICH CAN T BE DISTRIBUTED TO CHILDREN
......... ERROR! BOOKMARK NOT DEFINED . FIG. 4.2 5S MAP OF
STOREHOUSE ................................. ERROR! BOOKMARK NOT
DEFINED . FIG. 4.3 NAMEPLATES PUT ON BOOKMARK NOT DEFINED . FIG.4.4
READY TO GO AREA ....................................... ERROR!
BOOKMARK NOT DEFINED. FIG. 4.5 CARTON BOX NAMING SYSTEM
........................ ERROR! BOOKMARK NOT DEFINED . FIG. 4.6
SLATES SHOWING INVENTORY STATUS OF TOY CATEGORY ERROR!
BOOKMARKDEFINED . NOT SHELVES OF ALL RACKS IN THE STORE HOUSE
...... ERROR !
FIG. 4.8 COLOR CODING SYSTEM FOR CARTON BOXES .. ERROR! BOOKMARK
NOT DEFINED . FIG. 5.1 DURING THE SHINE ACTIVITY AT TOYBANK
STOREHOUSE ERROR! BOOKMARKDEFINED . NOT
FIG. 6.1 5S MAP FOR T OYBANKS STOREHOUSE ........... ERROR!
BOOKMARK NOT DEFINED . FIG. 7.1 TOYBANK STOREHOUSE BEFORE 5S
................. ERROR! BOOKMARK NOT DEFINED . FIG. 7.2 TOYBANK
STOREHOUSEAFTER
5S......................................................................ERROR!
BOOKMARK NOT DEFINED .
46
BIBLIOGRAPHY[1] 5S for Operators: 5Pillars of the Visual
Workplace [2] www.toybank.org [3] www.insyte-consulting.com
47