(LEARN AND EARN – L&E PROGRAMME)

DIPLOMA IN MECHATRONICS ENGINEERING

COURSE BOOK
SEMESTER: II
Subject Title: MODERN SHOP FLOOR PRACTICES
Subject Code: CP36201T
═══════════════════════════════════════════════════════
1. 5S
2. Gemba
3. Kaizen
4. Poka Yoke
5. Just In Time
6. Standards
7. Muda, Mura and Muri
 01 5S

1.1.Concept of 5S :
5S methodology was developed in Japan
Creator of 5S framework - Taiichi Ohno Developed By : Hiroyuki Hirano
5S is a system for organizing spaces so work can be performed efficiently, effectively, and safely.
This system focuses on putting everything where it belongs and keeping the workplace clean, which
makes it easier for people to do their jobs without wasting time or risking injury.
5S Methodology
5S Japanese English Meaning
1)Sort
1 S SEIRI SORT
Remove unwanted items
2)Set in order
2 S SEITON SET A place for everything and
3)Shine everything in its place
4)Standardize 3 S SEISO SHINE Cleaning with meaning
5)Sustain 4 S SEIKETSU STANDARDI Establish Standards for first 3S
SE
5 S SHITSUKE SUSTAIN Sustain & improve the first 4S
1.2 Activities on 5S
1S - SORT - (Remove unwanted items)
SORT is eliminating unnecessary items from the workplace.
Remove waste, scrap, unused, sub-standard, excess items from the workplace
Change the mental model of “Do not throw it away-it might come in useful some day”
An effective visual method to identify & remove these unwanted items is called Red Tagging
Space is freed for better utilization. Ensures Safety.
RED TAGGING
All unwanted items to be removed and placed in a specially demarcated area called red tag area.
Unwanted items to be tagged with a red tag slip
Red tag slip will describe the item, quantity and date of tagging
This process is for evaluation of the red tagged items
Occasionally used items are moved to a more organized storage location outside of the work area from
where unwanted items are discarded
Guidelines to be framed for red tagging to prevent loss of useful items
Examples of (Sort) ‘Seiri’)
Defective or excess unneeded items that accumulate
Outdated or broken jigs and dies
Worn-out bits, inserts
Outdated or broken tools or inspection equipment
Old rags and other cleaning supplies
Electrical tools/equipment with broken cords
Outdated posters, signs, notices, and memos
2S - SET IN ORDER - (A place for everything and everything in its place)
Set in order is keeping the needed items (those remaining after Sort) in the correct place to allow for
easy and quick retrieval.
Keep the right things in the right place and replace them in their respective place after usage
Use proper visual identification indicators
Make sure storage is safe, to protect the item being
stored and also to prevent people from harming themselves when storing and retrieving
Do not store heavy items at the top making storage cupboards unstable
Better Inventory management.
Reduces Search time. Easy and Quick retrieval.
Example of Seiton (Set in Order)
Labeling , numbering, zoning for clear identification of storage areas to keep necessary items
Set necessary items matching with workflow to minimize unnecessary movement and transportation time
3S - Shine -Cleaning with meaning
Clean your workplace on daily basis completely or set cleaning frequency
Use cleaning as inspection
Prevent machinery and equipment deterioration
Keep workplace safe and easy to work
Keep workplace clean & pleasing to work in
When in place, anyone not familiar to the environment
must be able to detect any problems within 50 feet
Example of Seiso (Shine)
Daily sweeping and mopping of floor, bathroom, corridor etc.
Regular cleaning and maintenance of equipment and tools
Periodical check for changes in equipment and the service area such as: leaks, vibration, misalignment,
breakage etc.
IPC activities such as hand hygiene and waste segregation are also part of shine
4S - Standardize - Establish Standards for first 3S
Standardize the best practices in the work area
Maintain high standards in workplace organization at all times
Everything in its right place
Every process has a standard

Example of Seiketsu (Standardize)

Work instructions, Standard Operating Procedures (SOPs)
Checklist development and regular usage for SOPs
Mechanism and format development for ordering supplies,
reporting etc.
Colour coding for waste segregation
Standardized common symbols
5S - Sustain - Sustain & improve the first 4S
Perform regular audits
Training and discipline
Training is goal- oriented process. Its resulting feedback is necessary monthly
Self- discipline
Not harmful to anyone
Ensure all defined standards are being implemented
Also translates as “do without being told”
Example of Shitsuke (Sustain)
Regular progress reporting
Refresher training
Periodical evaluation of 5S activities with proper advices for continuation and further improvements
Appreciation, recognition and awarding on good 5S activities
Reminder using 5S corner, new letters, good practice sheet etc.
Benefits of 5S
Reduced costs
Higher quality
Increased productivity
Greater employee satisfaction
A safer work environment.
 02 Gemba
2.1 Concept of Gemba
Gemba ( also spelt less commonly as genba) is a Japanese term meaning "the real place."
Gemba Kaizen is a concept of continuous improvement designed for enhancing processes and reducing waste

2.2 Meaning
2.3 Roles and Responsibilities
The Gemba Walk
The Gemba walk is a concept developed by Taiichi Ohno, who is often considered the father of
Just-in-time production.
7 Steps to Follow When You Go to Gemba
Before you walk the shop floor, you need to make a plan and follow the steps. The plan should depend on
your goals and objectives.
2.4 Gemba & Management

To implement a Gemba-centric approach, management must assume responsibility for quality, cost, and
delivery. Thus gaining a competitive advantage.
There are some points that are important during the management of Gemba, and they are:
Management should set goals for Gemba, with the management sector itself being primarily
responsible for achieving them
Generally, the needs of Gemba are better identified by the people who work in it
A person involved should always be thinking about all sorts of problems and solutions
Resistance to change decreases
Continuous improvement becomes a possibility
The proposed solutions become more real, having an approach that emphasizes common sense and low
cost
People begin to think and be inspired by the Kaizen at work as this philosophy becomes better
understood, improving the efficiency of work
Making changes does not always require senior management approval.
2.5 Manage Quality, cost and Delivery in Gemba

House of Gemba is a routine, there are two main activities in terms of resource management to ensure
the achievement of quality, cost, and delivery (QCD):
 Maintenance: The established standards must be followed in order to maintain the planned performance
status. That is, it is important to always be checking whether the procedures are being followed in the
right way.
 Kaizen: Improvements must be carried out constantly in the established standards, being the three main
activities of the Kaizen: Standardization, 5S, and Elimination of Muda (Waste) a thing that is also applied
to Lean Manufacturing.
2.6 Rewards and Recognition

The rewarding system acknowledges key contributors, most avid Gemba Walkers, best improvement
projects, the Gemba team with the largest number of successful improvements, the biggest Gemba Walk
influencers, etc.

While these latter awards would be generally rewarded yearly, it is highly recommended that smaller prizes
are also delivered throughout the year (quarterly or monthly).

These could be in a form of a simple thank you card, a symbolic coffee/tea mug that everyone recognizes as
the award for a positive change, to rewards of monetary or other more sentimental value, and job promotions.
 03 Kaizen

3.1 Concept of KAIZEN:

Kaizen is a Japanese term meaning "change for the better" or "continuous improvement.
"Word “kaizen”, where “kai” = change “Zen” = good, simply means “change for better”.
The history of Kaizen begins after World War II when Toyota first implemented quality circles in its
production process. The term Kaizen actually became famous around the world through the works of
Masaaki Imai.
Purpose of Kaizen
To Remain Competitive
To Improve Customers service and make them happy
To work smarter and not harder
To Improve Productivity and Quality
To become world Class
Different styles of Change
Small change (Kaizen) - By individual effort, a better way of proceedings a job is considered. (Idea
creation)
Medium change (Small group activities) - By group effort, a better way is proposed by following
predetermined steps (or rule).
Big change (Innovation) - By investments in new technology or equipment, dramatic alterations is achieved.
10 Principles of Kaizen
The Kaizen method follows ten specific principles, which are described below:
Improve everything continuously.
Abolish old, traditional concepts.
Accept no excuses and make things happen.
If something is wrong, correct it.
Empower everyone to take part in problem-solving.
Get information and opinions from multiple people.
Before making decisions, ask “why”-questions five times to get to the root cause. (5 Why Method)
Be economical. Save money through small improvements to spend the saved money on further improvements.
Requirements for Successful Kaizen
 Involvement & Training: Involvement of the entire workforce and workforce participation is a key
difficulty in implementation often faced by supply chain management.
 Management support & Sponsorship: In addition to including the workforce, it is also vital that
management fully support and sponsor the implementation of Kaizen.
 Selection of ideas: When implementing effective Kaizen events, it is vital that the ideas
taken from employees are well evaluated, selected and implemented.
 Cultural and literal translation: The concept of Kaizen has spread worldwide due to huge
successes in the automotive industry. Transferal of concepts from one cultural and organizational
context to another can often lead to misinterpretation and failure.
 Sustainability: In order to be successful, a difficulty posed to many companies is to build a long-
term and sustainable culture of Kaizen.
Benefits of Kaizen
Kaizen Improves :
Space Utilization
Product Quality
Communication
Production capacity
Kaizen Reduces Waste
Kaizen Provides Immediate Results
3.2 Examples:
 04 Poka Yoke
1.Concept of Poka yoke
Poka-yoke, a Japanese term that means “mistake-proofing,”
Poka-Yoke is any mechanism in a Lean manufacturing process that helps to avoid mistakes. A method
that uses sensor or other devices for catching errors that may pass by operators or assemblers.
Its purpose is to eliminate product defects by preventing, correcting, or drawing attention to human
errors as they occur.
It was originally coined by Shigeo Shingo in the 1960s and implemented at Toyota as part of the
Toyota Production System (TPS).
Triggers to implement Poka-yoke
1.Results of Corrective action
2.Results of continuous improvement
3.Customer Audits and Feedback
4.Customer complaints
5.Warranty issues
6.Inputs from internal audits / External audits
7.Results of internal rejection / Rework
Types of Poka-yoke Prevention Poka Yoke
 The technique of using process or design features to prevent errors at the source of generation.
Detection Poka Yoke
 The technique of using process or design features to detect errors at the source of generation or
subsequent processes
1. Prevention poka-yoke not allowing the possibility for the mistake to occur in the first place.
2.Detection poka-yoke allowing the mistake to occur but provide some means of detecting, alerting,
and correcting it.
3.In manufacturing industries, prevention poka-yoke generally considered better than the detection
poka-yoke.
Types of Poka-yoke based on working principle Shut down type
Process/Machine won’t start when error identified, Machine can’t be reset and started
Alarm type
Alert given by the meant of alarm or visual indicator when error identified
Control type
Machine won’t work if error occurred, operator can reset and start the process
Implementation of Poka – Yoke
The initial implementation of Poka-Yoke should forego the phase of the identification of possible errors
and how they occur in the design stage. It is important to identify The Poka-Yoke opportunities that will
have the biggest impact on the customer and yield the best return on investment. One way is through the
failure mode effects analysis (FMEA). After that, Poka – Yoke can be implemented at any step of the
manufacturing process where it was found that an error could be made.
Conditions for effective implementation
There are five conditions for effective implementation of Poka – Yoke
Organization has to be strongly customer focused.
Organization must promote quality ownership at the source.
There must be a clear distinction between good versus bad quality.
Organization must adopt a PSP philosophy, meaning Pre-, Self-, Post- Inspection at the source.
Real–time feedback and corrective action are required.
Applying the process of Poka – Yoke consists of six steps
1. Poka – Yoke should mainly focus on the most valuable process for organizations based on The Pareto
principle.
 2.Identify five possible reasons for failure of the process and understand them.
3.Choose application form of Poka – yoke in the organization.
4.Choose a particular method of the selected form such as contact method or control method etc.
5.Test the method and observe the results.
6.Train the operator of production and evaluate performance.
Poka yoke devices
a.Contact Devices
Micro-switches
Limit switches
1.Proximity switches
2.Positioning sensors
3.Mechanical devices like pins, etc.
 2.​Non-contact Devices
Photoelectric sensors – two types
3.Transmission type – two units are used, one to transmit a light beam & the other to receive beam
4.Reflecting type – responds to light reflected from an object to detect its presence
4.2 Examples
 05 JIT

Just In Time (JIT). The JIT concepts aims to produce and deliver the right parts, in the right
amount, at the right time using the minimum necessary resources. This system reduces inventory, and
strives to prevents both early and over production. Producing in a JIT fashion exposes problems
quickly.
1.Concept of JIT
The Just-in-Time (JIT) philosophy advocates:
producing and/or delivering only the necessary parts, within the necessary time in the necessary
quantity using the minimum necessary resources.
Ideally, the appropriate number of parts are produced and immediately shipped when the customer
order is received. Upstream processes and suppliers deliver exactly the appropriate quantity of
components when the downstream process needs them. In this situation there is no need for
inventory.
Eliminating all inventory and work-in-process (WIP) is impossible in the practical sense. The key
to manufacturing efficiency is continuously decreasing the quantity of each in the system.
 A key element of the Just-in-Time philosophy is the Pull System
Pull System
In conventional production systems, parts produced by one process, as defined by
the production schedule, are delivered to following processes even if they are not yet
needed there. This method may be good when parts can be produced on schedule
throughout the whole process. But if just one process has trouble and the line stops,
the processes directly related to the troubled one will suffer from either a shortage or a
backup of parts. This is called a “push” system.
The pull system eliminates under or over production by limiting production to those parts
demanded by the next downstream process.
Example : A typical vending machine is a good example of a pull system in action. The customer
‘pulls’ the items needed, in the quantity needed, at the time needed. The supplier replaces (fills up)
only those items ‘pulled’ by the customer.

Benefits of JIT
Benefits of JIT include:-
Lower investments in factory space for inventories and production
Less obsolescence risk in inventories
Reduction in scarp and rework
Decline in paperwork.
Reduction in direct material costs through quantity
purchases.
Limitation of JIT
Potential limitations and several shortcomings have been identified as follows
Cultural differences have been cited as a possible limitation of JIT.
The traditional approach to manufacturing involves the use of large inventories with safety
stocks. Safety stocks can act as a buffer for companies to fall back on to offset inaccurate demand
forecasts.
The benefits associated with increased employee involvement and participation resulting from the use of
quality circles may be evident in Japanese organizations
 06 Standards

SCOPE : This International Standard specifies requirements for a quality management system when
an organization:
Needs to demonstrate its ability to consistently provide products and services that meet customer
and applicable statutory and regulatory requirements, and
Aims to enhance customer satisfaction through the effective application of the system, including
processes for improvement of the system and the assurance of conformity to customer and
applicable statutory and regulatory requirements.
All the requirements of this International Standard are generic and are intended to be applicable to any
organization, regardless of its type or size, or the products and services it provides.
1.Needs of standards:
ISO Standards are a key part of our society as they ensure quality and safety in both products and
services in international trade.
Certification to ISO 9001 increases the Customer's confidence in Supplier's Quality and Delivery
Commitments.
ISO 9001 is universally recognized and hence helps in penetrating New Markets Globally.
Registration can improve service performance and reduce uncertainty.
ISO System
ISO (International Organization for Standardization) is the world’s largest developer of voluntary
International Standards.
ISO were founded in 1947, and since then have published 22696 International Standards
covering almost all aspects of technology and business.
Secretariat in Geneva, Switzerland
ISO is an independent, non-governmental international organization with a membership of
164 national standards bodies.
ISO creates documents that provide requirements, specifications, guidelines or
characteristics that can be used consistently to ensure that materials, products, processes and services
are fit for their purpose.
Important ISO Standards:
1.ISO 9000 - Quality management 2. ISO 22000 - Food safety management
3. ISO 14000 - Environmental management 4. ISO 13485 - Medical devices
5.ISO 45001 - Occupational health and safety 6. ISO 26000 – Social responsibility
7. ISO/IEC 17025 - Testing and calibration laboratories 8. ISO 50001 - Energy management
6.2 Documentation of ISO
Quality manual :
It defines the company’s scope & policies with regard to the requirements of ISO 9001:2008 that applies
to the processes of the company.
Process and Procedure manual:
It describes the company’s quality processes in the quality manual. The procedures define the quality
activities of the company within each of its processes
Work Instructions :
It contains the detailed step-by-step descriptions of company’s processes.
Records:
It provides the evidence of conformity to the requirements and effective operation & control of the quality
management system.
 07 Muda, Mura, Muri

Muda – waste
Mura- inconsistency, unevenness, non- uniformity, irregularity
Muri - unreasonableness, overburden
1.7 Types of Waste
Continuous improvement focuses on the elimination of seven major types of waste.
1.DEFECTS (Rejection/Rework)
2.OVER-PRODUCTION
3.WAITING
4.CONVEYANCE (Transportation)
5.OVER PROCESSING
6.INVENTORY
7.MOTION
 07 Muda, Mura, Muri
1.Defects
The waste of correction is a result of poor internal quality. Producing defective products or products
requiring repairs adds the cost of extra manpower, materials, facilities and conveyance measures.
Some examples are:
1.The waste of extra handling.
2.The waste of additional labor.
3.The risk of further defects caused by additional handling.
4.The risk giving our customer an inferior product.
The waste of scrap is also a result of poor internal quality. When an item is scrapped, the impact is
evident in several areas.
2.The obvious financial loss related to the part.
3.The waste associated with holding extra parts in inventory.
4.The labor wasted producing the defective part.
5.The waste of handling, moving and discarding the scrap item.
6.Improving internal quality has a significant impact on the business.
2. Over-production
TPS pays particular attention to the waste of overproduction. There are two types of overproduction
—producing too much and producing too early. Overproduction invites more waste because it hides
problems beneath a veil of inventory.
The following are examples of the waste caused by overproduction:
1.Necessity for extra material and parts
2.Increase in containers such as pallets and skids
3.Increase in conveyance vehicles (forklifts, trucks)
4.The growth of stock and increase in labor-hours for stock control
5.Increase in storage and warehouse space
The following factors are causes of overproduction:
1.A sense of security against machine breakdowns, defects and absenteeism
2.Mistaken increases of operational rate and apparent efficiency
3.The notion that line stoppages are ‘sinful’
4.Variations in load
3. Waiting
Time is a limited resource. In the manufacturing world, time is money. Customer requirements are
calculated to the second. Any waiting due to breakdowns, changeovers, delays, poor layout or work
sequence needs to be eliminated. Thorough preventative maintenance and rapid changeovers are
essential to global competitiveness. Reducing cycle time by eliminating waiting within the work
sequence can also have a profound effect on productivity.

4.Conveyance
Waste in transportation includes movement of people, tools, inventory, equipment, or products further
than necessary. Excessive movement of materials can lead to product damage and defects.
Additionally, excessive movement of people and equipment can lead to unnecessary work, greater
wear and tear, and exhaustion.
 In the factory, materials necessary for production should be easily accessible at the production
location and double or triple handling of materials should be avoided.
Some of the countermeasures to transportation waste includes developing a U-shape production line,
creating flow between processes, and not over-producing work in process (WIP) items.
5.Over Processing
Over processing is as wasteful as insufficient processing. Over-processing refers to doing more work,
adding more components, or having more steps in a product or service than what is required by the
customer.
 Employees must learn to identify over processing waste, and perform the appropriate amount of
processing on parts without spending more time or effort than is necessary.
In manufacturing this could include using a higher precision equipment than necessary, using
components with capacities beyond what is required, and having more functionalities in a product than
needed.
6.Inventory
Preventing unnecessary inventory is critical to the success of the Toyota Production System. The
smooth, continuous flow of work through each process ensures that excess amounts of inventory are
minimized. If work-in-process develops because of unequal capabilities within the process, efforts need
to be made to balance the flow of work through the system.
Manufacturing inventory waste could include broken machines sitting around, more finished
products than demanded, and extra materials taking up work space, and finished products that cannot be
sold.
7.Motion
Wasted motion occupies time and energy. Ideally all unnecessary movements or actions are eliminated
from the work process. The waste in motion includes any unnecessary movement of people, equipment,
or machinery. This includes walking, lifting, reaching, bending, stretching, and moving.
Example : Manufacturing motion waste can include repetitive movements that do not add value to the
customer, reaching for materials, walking to get a tool or materials, and readjusting a component after it
has been installed.
In consistencies
Mura means unevenness, non-uniformity, and irregularity. Mura is the reason for the existence of
any of the seven wastes. In other words, Mura drives and leads to Muda.
For example: In a manufacturing line, products need to pass through several workstations during the
assembly process. When the capacity of one station is greater than the other stations, you will see an
accumulation of waste in the form of overproduction, waiting, etc. The goal of a Lean production
system is to level out the workload so that there is no unevenness or waste accumulation.
 Mura can be avoided through the Just-In-Time ‘Kanban’ systems and other pull-based strategies that
limits overproduction and excess inventory. The key concept of a Just-In- Time system is delivering
and producing the right part, at the right amount, and at the right time.
Reducing Mura (variation) is important for every Lean organization. Variation is always buffered by
either inventories, capacity, time, or a combination of those.
More Mura therefore leads to more Muda (waste). Eliminating waste will lead to higher results if
variation is also reduced. By applying (a number of) the tools described in this article, the impact of
variation on any production process can be reduced.
Muri
Muri means overburden, beyond one’s power,
excessiveness, impossible or unreasonableness. Muri
can result from Mura and in some cases be caused by
excessive removal of Muda (waste) from the process.

Muri also exists when machines or operators are

utilized for more than 100% capability to complete a
task or in an unsustainable way.
Muri
Muri over a period of time can result in employee absenteeism, illness, and breakdowns of machines.
Standardize work can help avoid Muri by designing the work processes to evenly distribute the
workload and not overburden any particular employee or equipment.
Eliminating Waste
It requires constant effort at cost reduction to maintain continuous profits in manufacturing. The prime
way to reduce costs is to produce, in a timely fashion, only those products which have been sold and to
eliminate all waste in manufacturing them.
It is possible to uncover a very large amount of waste by observing team members, equipment,
materials and organization in the actual production line. In every case, waste never improves value; it
only increases cost.
Easy steps to eliminate all 7 wastes of lean
There are five steps to eliminating every type of waste, which are:
1.See it: Make waste visible
2.Recognize it: Be conscious of waste
3.Define who is responsible: Be accountable for waste
 4.Define the size and magnitude: Measure the waste
5.Eliminate or reduce the waste

First you have to know what is causing waste. If you have read this blog post this far, you are well aware
of the things which are potentially causing waste at your organization.
Now you have to specifically identify the biggest waste that is draining your resources and find out what
type it is.
After that you have to decide if it’s only you who is responsible for the waste, or if it also affects other
stakeholders in the business. You, of course, have to involve all the affected stakeholders in the process of
removing waste.
It’s good to measure the waste, to clearly see the price you are paying, and determine the priority and
difficulty of eliminating it.
7.2 Identification and reduction of process causing fatigue:
What is fatigue?
Fatigue is more than feeling tired and drowsy. In a work context, fatigue is a state of mental or physical
exhaustion which reduces a person’s ability to perform work safely and effectively. Fatigue is a condition
that can result from excessive work, inadequate or disturbed sleep, physical exertion, mental exertion, or
prolonged waking times.
What causes fatigue:
FATIGUE MANAGEMENT
Fatigue can have multiple causes in the workplaces. Therefore, there is no comprehensive single
countermeasure to eliminate fatigue from industrial settings. It is necessary to consider ranges of
strategies to address the different types and causes of fatigue. For practical purposes, multiple
divisions have been considered for fatigue countermeasures of activities.
In the first one, fatigue countermeasures have been divided into two categories:
(a)Preventive strategies that are used before working hours and during rest times, and
(b)operational strategies that are used during the job (driving, refinery operation, computer
terminal at control room, etc.)
Risk management
Workplaces should have a solid foundation on which to build relevant, sustainable and
continuously improving strategies to control for fatigue-related risks in the workplace. These
strategies should be based on organisation-wide WHS risk management.
Step 1: Identify fatigue-related hazards
Find out what fatigue-related hazards apply at your workplace.
Step 2: Assess risks if necessary
Understand the nature of the harm that could be caused by the hazards, how serious the harm could be
and the likelihood of it happening.
Step 3: Control risks
Select risk control measures of the highest and most reliable level of protection. Determine and
implement the most effective control measure/s that are reasonably practicable in the circumstances.
Step 4: Review hazards and control measures
Ensure controls are working as planned, and when necessary, improved.