5 s implementation and its effect on physical workload

IJRET: International Journal of Research in Engineering and Technology eISSN: 2319-1163 | pISSN: 2321-7308
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Volume: 03 Issue: 09 | Sep-2014, Available @ http://www.ijret.org 437
5S IMPLEMENTATION AND ITS EFFECT ON PHYSICAL
WORKLOAD
Ayush Khandelwal1
, Prathik R.2
, Rahul P. Kikani3
, Vigneshwaran Ramesh4
1
Student, Department of Mechanical Engineering, Amrita School of Engineering, Amrita Vishwa Vidyapeetham,
Coimbatore, Tamil Nadu, India
2
3
4
Abstract
This article presents a case study on the implementation of the 5S methodology. Analysis of time and energy expenditure of two
subjects in a paper conversion machinery manufacturing plant was carried out before and after the implementation. Two subjects
were chosen for the analysis. A device which measures physical energy expenditure helped evaluate the effectiveness of this
methodology. Initially the subjects perceived the work to be physically stressful and the morale of the workplace was low. The
study indicated that the time consumed and energy expenditure was drastically reduced after the implementation of this
methodology, which in turn had a positive effect on productivity.
Keywords: 5S methodology, Lean Tools, Time Study, Energy Analysis
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1. INTRODUCTION
The paper conversion machinery industry demands a wide
variety of models and variants. Manufacturers thus compete
by offering customized solutions to clients. To offer highly
customized solutions to clients, manufacturers are required to
handle large number of components en route to completing
the manufacturing process. Cogent handling of the
components during the process is essential to productivity.
An organizational methodology like 5S needs to be used
which reduces the waste of resources and space while
increasing operational efficiency. Many companies use this
technique in their efforts to achieve a lean process.
Traditionally time is considered an important factor for
productivity. Solutions are given keeping in mind the need to
save on time. Another approach would be to consider the
effect of physical workload on productivity. Time and energy
need to be managed synchronously to achieve optimal
productivity. Manual material handling involves continuous
and repetitive movements, which result in fatigue over a
period of time. It is essential to gain knowledge on the
physical workload and its effect on productivity.
This paper presents a case study carried out in a paper
conversion machinery manufacturing plant where time and
energy analysis was carried out before and after the
implementation of a workplace organization methodology.
The aim of the study was to implement 5S and evaluate its
effect on productivity in terms of time and energy
expenditure.
2. LITERATURE REVIEW
A good organisational methodology like 5S is an efficient
lean manufacturing tool. Bayo A.M. explored the relationship
between 5S use, contextual factors and performance .The
contextual factors include structural features of the firm,
environment, human resources and quality management. The
performance refer to improvements in productivity, quality
etc. [1]. Ho. believes that the key to productivity and quality
is to carry out regular audits which constantly adapt to the
changing business environment [2]. He also demonstrates the
correlation between 5S and Total quality management which
further indicates the importance of 5S for a sound approach
towards TQM [3]. Moradi’s findings show the effect of 5S
implementation on TQM in a factory in Iran [4]. Hamzah
believes that if 5S is implemented successfully majority of
the recurrent problems would be solved [5]. Ansari presented
the benefits of 5S in maintaining safety standards, a
significant decrease in number of injuries were observed after
the implementation of this technique [6]. Nilipour shows the
importance of 5S in lean manufacturing in the form of a tool
which helped to reduce waste and decrease time spent on
non-value added activities [7]. A great amount of emphasis is
given on training, for effective implementation training
employees to sustain this technique is the key [8].
3. PROBLEM STATEMENT
The case study was carried out at a paper conversion
machinery manufacturing plant. The manufacturer provides a
wide variety of advanced paper conversion machinery along
with several customizing options. This involves a large

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number of different components. The management perceived
the morale of the shop floor workers to be below usual
standards. An Oral discussion was carried out with the shop
floor workers, asking them about the different
problems they face. The problems faced by them were taken
into account, as our primary focus is on improving the
productivity of the manufacturing plant, the problems which
largely influenced it were taken into consideration.
3.1 Study Group
Two highly skilled workers were chosen for the analysis.
Both the workers, subject (1) and subject (2) were male, 38
and 34 years old respectively. Subject (1) is a lathe operator
and Subject (2) is involved in the assembly process.
3.1.1 Subject (1)
The lathe operator, during the tool changing operation finds it
difficult to search for the required tool in the toolbox since
the storage is not organized. This results in a waste of time
and energy. Time and energy is also wasted while looking for
the next component to be machined because the components
are kept in a highly disorganized manner on the shop floor.
After the part is machined in the lathe, the operator has to
transport the component to a storage which is not easily
accessible by him.
3.1.2 Subject (2)
This assembly specialist feels that the various parts
manufactured in house, that are that are to be assembled, are
placed around the assembly area on the floor, so he has to
search for the part required at every stage from a pile of
parts. The subject has to lift the parts required for assembly
from the floor onto the assembly table. He finds it difficult to
handle heavy parts and sometimes requires the assistance of
his fellow operators, which in turn interrupts them from
doing their job efficiently. The parts that are outsourced by
the company are placed around the assembly area in boxes.
The subject has to search from multiple packages until he
finds the part he desires. Fasteners like screws, nuts and bolts
of multiple sizes are placed in a common box on the
assembly table. This requires him to search inside the box to
find the exact fastener he requires for the particular assembly
operation.
4. TOOL/METHODOLOGY USED
There are a number of tools that are used in lean
manufacturing to improve the productivity and efficiency of
an organization. Some of the widely used tools are 5S,
Kaizen, Jidoko, Total Productive Maintenance etc.
Considering the problems currently faced by the industry
under study, the tool adopted was 5S Methodology. This
technique was used to arrive at solutions to the various
problems encountered by the subjects. Mainly the time and
the energy consumed before and after the implementation
were compared.
4.1 Tool used for Analysis
The energy expenditure of the subjects was calculated with
the help of a device called IDEEA – Intelligent Device for
Energy Expenditure and Physical Activity. This
microprocessor-based device provides detailed information
on type, duration, frequency and intensity of various physical
activities and their corresponding energy expenditure
estimates.
Fig -1: Schematic of the working of IDEEA
Fig -2: IDEEA device
4.2 Analysis of Subject (1)
A series of changes were made to save time and energy for
Subject (1). Emphasis was laid on three of the five principles
namely Sort, Set in order and Shine. A tool rack or tool stand
was created and placed next to the operator with name tags
on each tool. This enabled him to find the required tool
quickly and efficiently, while saving time and energy. The
various parts to be machined were placed neatly and in an
organized manner in a large shelf. This made sure that the
operator wastes minimum time and energy looking for the
next part to be machined. A large trolley with customised
organisational facilities was placed near the operator to store
recentely machined parts and were later moved to the storage
shelf.

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Chart –1: Time study for subject (1)
Chart -1 shows the time taken by subject (1) during various
activities carried out as a part of the manufacturing process.
Once the changes were made the time study was repeated and
the comparison is shown in the chart above.
Chart -2: Energy Expenditure for subject (1)
Chart -2 shows the difference in energy expenditure before
and after implementation of 5S methodology.
4.3 Analysis of Subject (2):
The 5S methodology was implemented in the assembly area
and an analysis was carried out on Subject (2). Primary focus
was to practice Sort, Set in order, Shine and Standardize. All
the machined components were placed in storage racks near
the assembly area, in an organized manner. The assembly
operator was able find the desired component quickly and
easily. The parts required for assembly were taken from the
storage rack and placed in a trolley which is almost the same
height as the assembly table. The heavier parts were easy to
handle now. The parts that were outsourced were taken out
from their respective packaging and segregated based on
their type of material, size, requirement etc. and stored in
shelves so that they are easily accessible. The fasteners based
on their size, shape and, type were segregated into various
boxes so that the operator does not waste much time or
energy in looking for them.
Chart -3: Time study for subject (2)
Chart -4: Energy Expenditure of subject (2)
Charts -3, 4 show the reduction in time consumption and
energy expenditure for the tasks carried out by Subject (2).
5. RESULTS AND DISCUSSION
The analysis of the time consumed and energy expenditure
for both the subjects after implementing the 5S organisational
methodology clearly shows that this tool has potential to
deliver a positive impact on productivity. The results of the
time study show that proper organisation and efficient
material handling saves a considerable amount of time. The
results of the energy analysis indicates to us that for a given
work 5S methodology plays a vital role in saving energy, that
is, after its implementation the energy required to carry out a
particular activity would be less than the energy consumed
before adopting 5S. The morale of the workers has been
bolstered after the changes have been made, which certainly
is a major factor for improvement in productivity.
Table 1: Summary of results
Subject (1) and (2) Before 5S After 5S
Total Time (seconds) 224 137
Energy Expenditure (Kcal) 154.53 107.28

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Table 2: Savings in terms of time and energy expenditure
FUTURE SCOPE
This experiment clearly demonstrates that by having an
efficient organisational method in material handling, we can
significantly improve productivity. Two subjects were
considered for this analysis and 5S was implemented in their
work areas and positive results were obtained with the
existing limitations in the shop floor. Making Changes in the
overall layout of the shop floor and implementing a proper
organisational method like 5S across the entire the plant can
drastically improve productivity.
REFERENCES
[1]. Bayo. A.M,, Pintado A.B., and Cerio J M.D., 5S use in
manufacturing plants: contextual factors and impact on
operating performance, International Journal of Quality &
Reliability Management, 27 (2), pp.217 – 230, 2010.
[2]. Ho. S.K.M., 5S practice: a new tool for industrial
management, Industrial Management & Data Systems, 98(2):
p. 55-62, 1998.
[3]. Ho. S.K., Cicmil. S., and Fung C.K., The Japanese 5-S
practice and TQM training. Training for Quality, 3(4), pp.
19-24, 1995.
[4]. Moradi. M., Abdollahzadeh M., and Vakili. A., Effects
of implementing 5S on Total Productive Maintenance: A
case in Iran. 2011: IEEE.
[5]. Hamzah. A., and Ho.S., TQM training for small and
medium industries in Malaysia, Training for Quality, 2(2),
pp. 27-35, 1994.
[6]. Ansari. A., and Modarress. B., World-class strategies for
safety: a Boeing approach, International Journal of
Operations & Production Management, 17(4), pp. 389-398,
1997.
[7]. Nilipour. A., and Jamshidian. M., 5S as an
Environmental Organization Management Tool; Benefits and
Barriers. International Management Conference, 2005.
[8]. Ho. S.K.M., Japanese 5-S - where TQM begins, The
TQM Magazine, 11(5), pp. 311-321, 1999.
BIOGRAPHIES
Ayush Khandelwal is a final year
mechanical engineering student. He is
pursuing his B.Tech from Amrita Vishwa
Vidyapeetham, India.
Prathik R. is a final year mechanical
engineering student. He is pursuing his
B.Tech from Amrita Vishwa Vidyapeetham,
India
Rahul P. Kikani is a final year mechanical
engineering student. He is pursuing his
B.Tech from Amrita Vishwa Vidyapeetham,
India.
Vigneshwaran Ramesh is a final year
mechanical engineering student. He is
pursuing his B.Tech from Amrita Vishwa
Vidyapeetham, India
Subject Time Saved Energy Saved
Subject (1) 50.63% 29.70%
Subject (2) 32.41% 30.87%

5 s implementation and its effect on physical workload

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5 s implementation and its effect on physical workload