Table 1
![Figure 1: The Integrated Management System (Source: [3][49])](profile/Ron_Fisher2/publication/29466383/figure/fig1/AS:669560093036548@1536646974283/The-Integrated-Management-System-Source-349_Q320.jpg)
Contexts in source publication
Context 1
... additional sixth S "safety" is sometimes added to promote the reduction of work injuries. The significance of implementing 5S goes beyond direct productivity, for example industrial accidents decreased noticeably during the survey period [20], shown in Table 1. While the traditional Japanese understanding of 5S follows the 5 step model, there is some difference within some organisations in the elements used for 5S. ...
Context 2
... 2 shows the 31 concepts extracted from Leximancer. The proximity of concepts in the cluster map was derived from a combination of the direct and indirect relationships between those concepts listed in Table 1. The cluster map only displayed the higher levels, that is the more abstract concepts. ...
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... Benefits of Seiton are increasing the efficiency of the production, increasing effectiveness, time required for seeking the items are reduced, it also improves safety (Shaikhet al., 2015). The control measures for Seiton are labeling warehouse, labeling shelves, clear marks showing minimum and maximum stock quantity (Gapp, 2017). ...
Increasingly organizations are trying to acculture environmentally responsible workplace behaviours. Integration of environmental sustainability into human resource management (HRM)-Green HRM is the need for today. Green HRM aims at maintaining efficiency while reducing wastage, lowering costs, reducing employee carbon footprints by implementing practices such as flexible work, car-sharing etc. 5S is a Japanese lean method aimed at improving neatness, embed standardization and discipline into the workplace. The purpose of this paper is to propose a conceptual model linking Green HRM with the 5S model. Green HRM becomes a more effective approach when integrated with 5S. An extant literature review using scopus database revealed several similarities between Green HRM practices and 5S which indicates that Green HRM can be applied across a nation where 5S has already been introduced in an enterprise. Integrating Green HRM with 5S can help an organization reduce waste and improve performance by sensitizing employees towards environmental responsibilities. This model provides a new dimension to the concept of Green HRM by integrating it with the 5S process.
... Benets of Seiton are increasing the efciency of the production, increasing effectiveness, time required for seeking the items are reduced, it also improves safety (Shaikhet al., 2015). The control measures for Seiton are labeling warehouse, labeling shelves, clear marks showing minimum and maximum stock quantity (Gapp, 2017). ...
Promoting the welfare of children is the
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level and hence it is recommended to promote training and employ
professional skills in making the service delivery sustainable for
children and to plan for advocacy and policy formulation.
... However, existing stocks may result from the fact that production is not synchronized with customer demand (Rother &Shook, 2003), but may have emerged because there are a large number of unplanned breakdowns due to malfunctions, which could be reduced through the implementation of the TPM (Total Productive Maintenance) (Borris, 2006). The disorganization and lack of existing standards has been one of the main sources of waste, which can be eliminated through the implementation of 5S (Gapp et al., 2008). There is also a high changeover time, which can be reduced substantially through the SMED (Single Minute Exchange of Die) application (Dillon & Shingo, 1985). ...
The purpose of this chapter is to suggest the use of several lean tools that can be used, indicating the improvements that can be obtained with each of the recommended tools. The main objective is to be a contribution to the organizations, showing how they can detect the wastes in the productive flow through VSM, and at the same time to improve the quality of products through lean tools. The method presented was a case study. The various lean tools were also collected and described.
This chapter intends to show several lean tools that can be applied in different situations, as well as, the wastes that each can eliminate and the benefits that are obtained from each one. Throughout the production process, with the support of Value Stream Mapping (VSM), it was possible to detect several wastes. A case study is presented as results from a work carried out in a company that is dedicated to the production of mechanical equipment.
This work can be a guide to support organizations that wish to start their lean road. Smart value creation remains today dependent on the maturity of how lean management tools are applied. Lean, innovative technologies, critical knowledge, talent and big data need other dimensions to be sustainable. Quality and safety continuous improvement through lean tools, as well as, Industry 4.0 assumes a critical pillar for the new journey toward the future of our organizations.
... C'est une gestion sans gâchis, basée sur une fabrication sans éléments dispensables appelée lean manufacturing 15 (Shah & Ward, 2003). D'autres méthodes telles que la méthode des « zéros » ou encore la méthode des 5S viennent compléter le toyotisme (Gapp et al., 2008). À l'origine au nombre de trois, les zéros synthétisent l'esprit lean : zéro défaut, zéro délai, zéro stock, puis par la suite zéro panne, et zéro papier. ...
The question of digital transition is a key issue in architectural design. The objective of our research is to propose collaborative practices to facilitate this digital transition. We focus on so-called "agile" practices to improve communication and coordination between architects, engineers or project owner. These practices must allow these actors to exchange their architectural intentions and evaluate them while ensuring that their proposals are satisfactory concerning the client's needs. These practices consist of collaboratively filling out a book of intentions, requiring confrontations of opinions, playing a card game obliging all designers to speak out, holding short, daily meetings to explain their progress or being a coach, whose objective is to make life easier for their employees.
... W zakresie metod subiektywnych, w praktyce stosuje się sformalizowany system sugestii [3] oraz metodę "5 S" [4], której nazwa pochodzi od japońskich słów: Seiri (sortowanie), Seiton (systematyzacja), Seiso (sprzątanie), Seiketsu (standaryzacja), Shitsuke (samodyscyplina). Liczba poszczególnych działań, oznaczanych literą "S" w praktyce japońskich firm, skąd pochodzi metoda, mogła być różna, ze względu na uwarunkowania panujące w organizacji [5]. Na przykład, w procesie produkcyjnym firmy Toyota nie uwzględniano analizy w zakresie samodyscypliny [6]. ...
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The chapter focuses on the tensions and paradoxes embedded within lean implementation in three companies with different geographies (Healthcare Denmark, Finances Denmark, and Garment industry Bangladesh). The chapter presents strategies for dealing with these tensions and facilitating lean implementation.
Lean Tools and Methodologies are used in the construction sector to improve the workflow of a construction project. The purpose of this research is to identify the most important Lean Tools utilized in the construction sector in Tamil Nadu. The data is collected by issuing a structured questionnaire to the private and public construction organizations in Tamil Nadu. The most significant Lean Tools are identified from the list of 30 Lean Tools using mean of the responses and the Chi-square test is used to find the association between the Lean Tools and Respondent Profile. The ranking is executed based on responses given by the Respondents which implies that the ten significant Lean Tools are 5S, PDCA (plan do check act), FMEA (failure mode and effects analysis), JIT (just-in-time), LPS (last planner system), total productive maintenance, Kanban, 5 whys, VSM (value stream mapping), and root cause analysis. The significant Lean Tools can be adopted in construction projects to optimize the project workflow.
Purpose - Lean is slowly breaking out from its production-line schema into other working life fields as well. The purpose of this paper was to introduce and demonstrate the use of different Lean tools in R&D and find more practical ways to utilize them. Lean should not be considered as an obstacle of any kind for innovative working environment but instead as a collection of effective tools for upgrading all kinds of processes, including R&D. Design/Methology/Approach - A qualitative content analysis research method was used to highlight possible Lean tools for R&D. Strong visualization was utilized to emphasize these tools' effective use.
Findings - The findings verified the original hypothesis: Lean and its various tools can be used as effective ways to improve the R&D and its processes. For St1 it created a broad field to operate and improve its activity in the future.
Practical implications - Visualization is highly recommended for effective use of individual Lean tools in R&D and eminently it should be emphasized in all cases. Moreover, it could be considered for managing and exchanging information within the R&D in more effective manner than today.
Originality/Value - Traditional Lean tools as such, offer interesting ways to improve the R&D and as developed even further, they hold significantly more momentum for leaning applied research. In this paper, some of these improved tools were addressed.
Globalisasi pasaran, produk dan perkhidmatan yang berdaya saing, krisis ekonomi yang tinggi adalah faktor yang paling kritikal yang mempengaruhi kejayaan syarikat-syarikat pembuatan di pasaran global. Seiring dengan pengembangan global, kerajaan Malaysia melalui Unit Pemodenan Tadbiran dan Perancangan Pengurusan Malaysia (MAMPU) telah merancang langkah-langkah transformasi perkhidmatan awam bagi meningkatkan tahap penyampaian perkhidmatan. Terdapat usaha-usaha untuk memantapkan pengurusan pejabat melalui pengenalan amalan 5S. Walaupun banyak kajian yang telah dijalankan di dalam industri telah membuktikan amalan 5S membantu meningkatkan prestasi namun masih sedikit kajian amalan 5S yang dijalankan terhadap sektor perkhidmatan awam. Kajian ini memfokuskan terhadap jurang pelaksanaan 5S di jabatan-jabatan pentadbiran UUM. Sebanyak 61 buah jabatan pentadbiran UUM terlibat di dalam penilaian amalan 5S. Hasil kajian menunjukkan tahap pelaksanaan amalan 5S di UUM melebihi tahap sederhana dan menjurus kepada tahap yang baik. Kebanyakan jabatan di UUM memperoleh pengiktirafan dua hingga ketiga bintang. Hanya sebuah jabatan yang telah mencapai pengiktirafan lima bintang. Amalan 5S di UUM boleh dipertingkatkan dengan memberi penekanan kepada kategori pembudayaan dan kategori inovasi & penambahbaikan berterusan.
