5s methodology for organizing the workplace. Japanese production management system "5S". Outlining objects - drawing the outline of an object on the surface where this object should be stored

Sorting means you free your workplace from everything that is not needed when performing current production or clerical operations.

Surprisingly, this simple concept is often misunderstood, as it can be difficult to tell at first glance what is really needed and what is not.

At first, it will be difficult for you to get rid of unnecessary items in the workplace. Workers often collect some parts, believing that they can be useful for the next order. Thus, parts and inventory accumulate, interfering with the current production activities. This leads to the accumulation of unnecessary stocks throughout the plant.

Examples of Waste Caused by Extra Items in the Work Area

Types of losses leading to errors and defects:

• Waste inventory requires additional storage space and attention.
• Additional containers and trolleys are required to transport excess spare parts.
• The greater the number of unnecessary items, the more difficult it is to sort the necessary from the unnecessary.
• Long-term storage of products leads to their deterioration and obsolescence due to changes in design, etc.
• Unnecessary equipment at the moment interferes with ongoing activities.

The second stage - rational arrangement

Rational layout means arranging items in such a way that they are easy to use, easy to find and return to their place. Rational arrangement is inextricably linked with sorting. When all the items are sorted, only those that are really needed for the current activity remain. The next step to achieving a rational layout is to ensure that any worker can immediately understand where to look for certain items and where to put them after use.

The third stage - cleaning

Cleaning means regularly mopping floors, wiping down equipment, and constantly making sure everything is clean. The state of the workplace to a certain extent affects the quality of products. Cleaning aims to save effort, as it helps to avoid the accumulation of dirt, dust and waste in the workshops.

Cleaning should be done daily in conjunction with an equipment inspection procedure.

Fourth stage - standardization

Standardization is different from sorting, rational arrangement and cleaning. The first three stages are different types of activities, while standardization is a method by which you can achieve consistency in the results of the first three steps - sorting, rational arrangement and cleaning.

Standardization is closely related to each of the first three steps, but most of all to cleaning. One of the results of standardization are clean machines, no dirt, dust and debris in the working area. Standardization is a state that we get some time after regularly following cleaning procedures.

Fifth stage - improvement

In the context of the 5S system improvement means that the implementation of established procedures has become a habit.

The implementation of the first four stages can be achieved without special work if workers show interest in continuous improvement of their activities within the framework of the 5S system. In this case, the efficiency of work and the quality of products will increase.

Many companies spend too much time cleaning and tidying up because, due to a lack of discipline, they neglect to maintain order within the 5S system and do not apply this system regularly. Even if the company holds promotions and competitions for the implementation of the 5S system, without the fifth stage of the 5S system - improvement - the results of the previous four stages will not be able to be saved for a long time.

5S is a workplace rationalization system. It was developed in post-war Japan by Toyota.

5S is five Japanese words:

* Seiri (整理) "sorting" - a clear division of things into necessary and unnecessary and getting rid of the latter.
* Seiton (整頓) "keeping order" (neatness) - organizing the storage of necessary things, which makes it quick and easy to find and use them.
* Seiso (清掃) "cleanliness" (cleaning) - keeping the workplace clean and tidy.
* Seiketsu (清潔) "standardization" (maintaining order) - necessary condition to fulfill the first three rules.
* Shitsuke (躾) "improvement" (habit formation) - cultivating the habit of accurately following the established rules, procedures and technological operations.

Sorting.

All materials are divided into:

* needed - materials that are currently used in the work;
* unused - materials that can be used in the work, but are not currently in demand;
* unnecessary / unsuitable - a defect that must be returned to suppliers, or destroyed.

Keeping order.

The location of items meets the requirements:

* security;
* quality;
* work efficiency.

4 rules for the arrangement of things:

1. in a conspicuous place;
2. easy to take;
3. easy to use;
4. easy to put back in place.

The work area must be kept perfectly clean.

Procedure:

1. Divide the line into zones, create diagrams and maps indicating jobs, equipment locations, etc.
2. Determine special group, to which the area for cleaning will be assigned.
3. Determine the time of cleaning:

* morning: 5-10 min. before the start of the working day
* lunch: 5-10 min. after lunch
* at the end of work: after the cessation of work, during downtime

Standardization

This step involves maintaining the state after the first three steps have been completed.

Create work instructions that include a description step by step actions to maintain order. And also to develop new methods of monitoring and rewarding distinguished employees.
Improvement / Habit Formation

Develop the habit of caring for the workplace in accordance with existing procedures.

Important points:

* Involvement of all employees. Teamwork.
* Monitoring the operation of equipment, the workplace, to facilitate their maintenance.
*Using BEFORE/AFTER photos to compare what happened and what the end result is.
* Organization of audits to evaluate the effectiveness of the implementation of the 5S program.

Philosophy 5S

Some are misled by the wording of this concept.

5S is not just "cleaning standardization". 5S is a philosophy of low-cost, successful, lean manufacturing.

This philosophy / production concept implies that each employee of the enterprise, from the cleaner to the director, perform these five simple rules. The main plus is that these actions do not require the use of new management technologies and theories.

Sometimes it seems that the workflow is debugged and everything is in its place. But you should never stop there. In any process, there are elements that can be improved to improve quality and eliminate waste.

The 5S system will allow you to notice and eliminate the losses that occur almost every minute. Gradually improving, you and your employees will spend less time on a particular task, which will increase productivity in general.

5 S does not require significant investment or the use of expensive technology. This system is based on tools such as common sense, checklists and methods that do not require high costs. The 5S system was developed during intensive work in production, which proves its necessity and the possibility of implementation in any company seeking to minimize costs and improve quality.

So, 5 simple principles that will help you organize your activities and the work of your employees:

Principle 1: Sort.

Get rid of everything unnecessary.

Go around the operating area and mark with a red label everything unnecessary.

Items are sorted according to the principle:

A) items that must be immediately taken out, thrown away, disposed of;

B) move to a more suitable storage location;

AT) necessary items- leave, having determined a permanent place for them and designate this place.

Those items that are a pity to throw away, and they are not needed in the work - move to a specially designated "quarantine" zone and if they remain untouched for 30 days - ruthlessly throw away, recycle or give away where they are really needed.

Principle 2: Maintain order.

Define a "home" for each item/tool.

All the necessary items are stored in the same places allotted for them. All places must be marked so that it is immediately clear what is there, how many items and how much and how to store them. Use drawers, shelving, or just paint a place on the floor for large items. Create width and color standards for stripes, markings, and cards for similar items. Carry out this work not only in the operating area, but also in auxiliary and amenity premises.

Principle 3: Keep clean.

Establish and maintain order in the workplace so that it is possible to control the available materials, equipment and tools.

The best way to detect leaking hoses is to keep them perfectly clean. Cleaning at the beginning, in the middle and at the end of a shift provides not only cleanliness, but also an opportunity to identify potential problems with machines and equipment. Designate danger zones. Where necessary, mark the equipment or areas to be monitored with various indicators. Identify places that have not been cleaned for a long time due to inaccessibility or lack of a clear need for this. Remove all dirty and old stains. Repair detached or worn parts of equipment or interior. Make a schedule of inspections, regularly conduct inspections in accordance with the checklist, sign it, fill it out. Turn this procedure into an integral part of your daily routine.

Venue photo

Date and time of the check

Full name of the inspector

List of deficiencies found

Principle 4: Standardize.

Make rules for the first three S.

Consider the necessary cleanliness standards for equipment and work areas.

Make checklists that are clear and easy to use for everyone, hang in a prominent and accessible place, and are regularly maintained and checked. Provide specific training so that everyone understands the need for and validity of the new requirements and standards.

Principle 5: Improve.

Use regular performance reviews by management to maintain discipline.

Improve order, encourage its maintenance. Make improvements together: both workers and managers. Do not forget to reward those who fulfill the agreements. Everyone should see what benefits they get from the 5S system, including increased job security. Management must plan and execute the painting to show everyone that this is not a one-time event, but part of a regular job. Include cleaning of locker rooms and rest areas on your checklist.

The material was prepared by Ekaterina Pasholikova,

using the book Gemba Kaizen by Masaaki Imai.

The head of any enterprise, regardless of the field of activity, dreams that profits grow and production costs remain unchanged. The "5S" system in production (in the English version 5S), which is based only on the rational use of internal reserves, helps to achieve this result.

This system was not created clean slate. Something similar was proposed by an American at the end of the 19th century. In Russia, this was done by the scientist, revolutionary, philosopher and ideologist A.A. Bogdanov, who in 1911 published a book on the principles scientific management. On the basis of the provisions set forth in it, NOT was introduced in the USSR, that is, scientific organization labor. But the most perfect was the 5C system proposed by the Japanese engineer Taiichi Ohno and introduced by him at the Toyota Motor plant in production. What is it, and why has the Japanese system become so popular?

The fact is that it is based on a simple principle that does not require costs. It consists in the following - each employee, from a cleaner to a director, must optimize his part in the overall workflow as much as possible. This leads to an increase in the profit of production as a whole and to an increase in the income of all its employees. Now the baton of the introduction of the "5C" system has been picked up by enterprises all over the world, including Russia. In this article, we will try to convince skeptics that Japanese know-how really works, and in absolutely any field of activity.

System "5S" in production, what is it

International 5S stands for five steps (“step” in English step). Some economists and promoters of the new explain the name by the five Japanese postulates that are consistently implemented in the 5S system: seiri, seiton, seiso, seiketsu and shitsuke. For us, our native "5C" is closer and more understandable - five consecutive steps that need to be completed in order to achieve the prosperity of our production. It:

1. Sorting.

2. Compliance with the order.

4. Standardization.

5. Improvement.

As you can see, the "5C" system does not require anything supernatural in production. Perhaps that is why you can still meet distrust and a frivolous attitude towards her.

Stages of creating a system

The wise Japanese Taiichi Ohno, who, thanks to the introduction of his methods at the Toyota production plant, managed to rise from an engineer to CEO, drew attention to how many losses occur due to various discrepancies and overlays. For example, some small screws were not put on the conveyor in time, and as a result, the entire production stopped. Or vice versa, the parts were supplied with a margin, they turned out to be superfluous, and as a result, one of the employees had to take them back to the warehouse, which means wasting their time on empty work. Taiichi Ohno developed a concept he called "just in time". That is, exactly as many parts as needed were now delivered to the conveyor.

Other examples can be cited. The "5S" system in production also included the concept of "kanban", which in Japanese means "advertising sign". Taiichi Ohno suggested attaching a so-called "kanban" tag to each part or each tool, in which all the necessary information on the part or tool was given. Basically, it applies to anything. For example, to goods, medicines, folders in the office. The third concept on which the 5S system in production is based is the concept of "kaizen", which means continuous improvement. Other concepts were also conceived that were suitable only for highly specialized production processes. In this article, we will not consider them. As a result of all the innovations tested in practice, 5 steps have been formed that are applicable to any production. Let's analyze them in detail.

Sorting

Many of us have items on our desktops that, in principle, are not needed. For example, old forms, unused files, drafts of calculations, a napkin on which there was a cup of coffee. And among this chaos there may be the necessary files or documents. The basic principles of the "5S" system involve optimizing your workflow, that is, making sure that time is not wasted searching for the right things among the rubble of the unnecessary. This is sorting. That is, at the workplace (near the machine, on the table, in the workshop - anywhere), all items are laid out in two piles - the necessary and the unnecessary, which must be disposed of. Further, everything you need is decomposed into the following piles: “used often and constantly”, “rarely used”, “almost not used”. This completes the sorting.

Order keeping

If you just disassemble the items, there will be no sense. It is necessary to arrange these items (tools, documents) in such an order that what is used constantly and often is in sight, or so that it can be quickly taken and easily put back. What is rarely used can be sent somewhere in a box, but a kanban tag must be attached to it so that after a while it can be easily and accurately found. As you can see, the "5S" system in the workplace starts with the simplest steps, but in fact it turns out to be very effective. And besides, it improves mood and desire to work.

This third step is the most logical for many. We are taught to be clean from childhood. In production, it is also necessary, and not only the tables of office workers or cabinets in catering establishments, but also machines, utility rooms of cleaners should be clean. In Japan, employees take good care of their workplaces, they are cleaned three times a day - in the morning before work, in and in the evening, after labor day. In addition, they have introduced special marking of areas at their enterprises, allowing them to observe order in production, that is, areas are marked with different colors finished products, warehousing certain parts and so on.

Standardization

The principles of standardization were invented by Taiichi Ohno. makes extensive use of them and modern system 5S. Production management, thanks to standardization, gets a wonderful tool for controlling all processes. As a result, the causes of delays from the schedule are quickly eliminated and errors that lead to the release of low-quality products are corrected. At the Toyota Motor plant, standardization looked like this: foremen drew up daily work plans, hung out at workplaces precise instructions at the end of the working day special workers checked which deviations from the plan occurred during the day and why. This is the basic rule of standardization, that is, precise instructions, work plans and control over their implementation. Now, many enterprises, for example, ENSTO plants in Estonia, are introducing a bonus system for employees who strictly comply with the provisions of the 5C system and, on the basis of this, increase their productivity, which is an excellent incentive to accept this system as a way of life.

Perfection

The fifth step, which completes the "5S" system in production, is based on the concept of kaizen. It means that all employees, regardless of their position, should strive to improve the process of work in the area entrusted to them. The philosophical essence of kaizen is that our whole life gets better every day, and since work is a part of life, it should not remain aloof from improvements either.

The field of activity here is wide, because perfection has no limits. According to the concepts of the Japanese, workers themselves should want to improve their production process, without instructions or coercion. Now many organizations are creating teams of workers who monitor the quality of products, teach their positive experience to others, and help achieve excellence.

Basic Mistakes

In order for the 5C system to start working, it is not enough to organize it or hire employees who will force their colleagues to implement it. It is important that people realize the usefulness of this innovation and accept it as a lifestyle. The introduction of the "5S" system in Russia in production is facing difficulties precisely because our Russian mentality is different from the Japanese one. Many of our productions are characterized by the following:

1. Employees, especially if there are no incentives for them, do not seek to increase the profits of the enterprise. They ask why try to make the boss even richer if he already has everything.

2. The leaders themselves are not interested in the introduction of the "5C" system, because they do not see the expediency in it.

3. Many directives "down from above" are accustomed to carry out only for "tick". In Japan, there is a completely different attitude to their work. For example, the same Taiichi Ono, introducing the "5S" system, thought not about personal gain, but about the benefit of the company in which he was just an engineer.

4. At many enterprises, the "5C" system is being forcibly introduced. Lean manufacturing, which implies the elimination of waste of all kinds (working time, raw materials, good workers, motivation and other indicators) does not work, as employees begin to oppose innovations at a subconscious level, which ultimately reduces all efforts to zero.

5. Managers implementing the system do not fully understand its essence, which causes failures in established production processes.

6. Standardization often develops into bureaucracy, a good deed is overgrown with instructions and directives that only interfere with work.

Translation - Olga Goncharova, portal "Manufacturing control"

Original article: World Academy of Science, Engineering and Technology 59 2011

Lean manufacturing: 5S system

5S- it is one of the lean manufacturing methods and improvement system production process, the main objectives of which are to reduce losses, organize the workplace and increase labor productivity. The 5S system involves organizing the workplace and using visual cues to achieve better performance. As part of a culture of continuous improvement, 5S is usually the first lean method that organizations adopt to facilitate the adoption of other lean methods that optimize workflow and workflows.

The system includes 5 components: Sorting ( Seiri), Keeping the order ( Saiton), Keeping clean ( Seiso), Standardization ( Seiketsu) and Improvement ( Shitsuke). Together, they form a methodology for organizing, streamlining, developing and maintaining a productive work environment. Sample Instructions, templates, best experience businesses you can find inpractical guide to implementing 5S .

5S system components:

1. Sorting: getting rid of unnecessary things and cleaning the workplace.
2. Order keeping: organizing the storage of necessary things, which makes it quick and easy to find and use them.
3. Keeping it clean: keeping the workplace clean and tidy.
4. Standardization: Documentation of technological operations, the use of standard tools and the introduction and promotion of best practices.
5. Perfection: maintaining the improvement process, controlling technological operations and introducing the 5S system into the corporate culture.

In the daily work of the company, the 5S system allows you to maintain organization and transparency - the most important conditions for the continuous and efficient flow of the production process. The successful implementation of this lean method also improves working conditions and encourages workers to become more productive and reduce waste, unplanned downtime and work in progress.

The result of the successful implementation of the 5S system is a significant reduction in the materials and space required for the implementation of production processes. The system involves storing tools and materials in dedicated, color-coded storage areas such as baskets and drawers. Such conditions provide the basis for the successful implementation of other lean manufacturing methods: Total Equipment Care, Flexible automated production, production just in time. Also, the 5S system prepares the ground and optimizes the organization of processes for the implementation 6 sigma methods.

The use of this system ensures the improvement of production indicators, namely:

• Transparent technological route
• Clean workplace
• Reduced setup time
• Cycle time reduction
• Increasing the working space
• Reducing the number of accidents
• Reduction of lost working time
• Improving equipment reliability

An example of using the 5S system

This project was carried out as part of a research program for teachers of the Industrial Department of the University of Jordan. The program provides funding for projects implemented by the faculty of the university on the basis of local enterprises. The duration of the project is 3 months of the summer trimester. Faculty lecturers, in consultation with representatives of the enterprise, find out what problems need to be solved and in what areas improvement is needed. A detailed “diagnostic study” is then submitted to the faculty administration, outlining the project idea, objectives, approach, intended outcomes, and the enterprise's commitment to the project. Approved projects are funded by faculty sponsors. The authors of the project cooperate with the enterprise to achieve the goals of the project. A detailed final report summarizing the results of the work done is submitted to the administration of the faculty and the heads of the enterprise.

The purpose of this project is the analysis of the production process and the organization of jobs at the Amman Prefabricated Structures Factory, which produces structures such as modular buildings, houses, offices and transformer boxes. Figure 1 is an example of a factory product.

The use of modular structures has many advantages that make them more attractive than traditional structures: they can be quickly assembled and disassembled, and reused in various projects; they are durable, earthquake resistant, light weight, etc.

Rice. 1. Modular design example

A. Needs analysis

The idea for this project was born out of an urgent need for a transformation at the Prefabricated Structure Factory to cope with the growing demand and the insistent demands of workers for better working conditions. Due to increased demand over the past year, the factory experienced problems such as an undefined process route, excess waste, disorganized jobs and an unhealthy working environment, which resulted in an increase in production costs, a deterioration in labor discipline and delay in the delivery of goods. Therefore, the project is aimed at streamlining the production process, reducing the amount of waste, improving the working environment and organizing jobs. The 5S system was chosen as a methodology for achieving the project goals.

The prefabricated factory faced problems such as fluctuating output and frequent changes in equipment settings due to fluctuating product parameters and equipment characteristics. As a result, a lot of time and effort is spent on changing and setting up production line configurations, as well as difficulties with production line rollback, workflow control, workplace organization, cleanliness and transparency of the process. All this has negative consequences: it leads to the deterioration of materials, the loss of resources and the need for their disposal, as well as overloading the production process and increasing the tension of workers. This means that there is a need to analyze production processes and redesign the plant in such a way that it meets the requirements of manufacturing products with flexible parameters and keeping workplaces clean and tidy, as well as to facilitate the control of the work process. Figure 2 shows the production waste and inventory stored on the shop floor.

Rice. 2. An example of the storage of production waste and inventory in the workshop

B. Project objectives

The prefabricated structure factory strives to increase the efficiency of production and installation by improving the production process and competent layout of the workspace. This is the most important step on the way of the enterprise to success in all aspects of activity. Thus, this project is aimed at studying the production process in the workshop of the Prefabricated Structures Factory, identifying existing problems and their impact on the efficiency of the production system. From the point of view of the organization, the project provides for the development of a workshop layout that takes into account the characteristics mass production, with the least possible changes to the existing layout, as well as reducing the cost of setting up production, which will lead to more convenient plant management and control of work processes. For the management of the factory, the optimization of technological parameters (inventory, equipment location, sequence of operations, cycle time, etc.) was not a priority. From the point of view of the organization of the workshop space, the goal of the project is to optimize workplaces and improve the working conditions of workers at the machines, which will help improve production discipline, order fulfillment and communication in the team.

Based on an assessment of the state of the enterprise, the project will determine the necessary measures for the rationalization and reconfiguration of the production process and the reorganization of the workplace. The main purpose of using the 5S system is to increase the efficiency of the production process as a whole.

B. Methodology

A simple but effective methodology is used to achieve the project objectives. The scope of the project is determined after a thorough study of the enterprise and the production process and detailed discussions with the management of the enterprise, engineers, heads of departments and workers. All participants considered the project necessary and important step for the enterprise. The main difficulty was how to make the necessary changes in the workflow. In this regard, the project took a simple yet practical approach to implement changes in the main shop of the enterprise, simplify the workflow and give impetus to further continuous improvement. The main provisions of the methodology are as follows:

1. Observe the work process in the enterprise, evaluate it and highlight the main problems in its organization.
2. Determine the structure of the current production process.
3. Assess the severity of problems with the organization of the workplace based on personal observations, as well as conversations with heads of departments, foremen of production sites and workers.
4. Use the 5S system to improve the production process and technological configuration.
5. Discuss Taken measures with company management.
6. Evaluate the results and present them to the management of the enterprise in the form of a report.

The main goal of the project is to increase the efficiency of the production process at the enterprise. In addition, it is planned to improve the organization of the workplace and the production process in order to modernize technological operations, simplify shop management and improve communication in the team. As for the net profit of the Prefabricated Structures Factory, the project is aimed at increasing the efficiency of the production process, minimizing excess production, reducing the time and cost of setting up equipment, and optimizing the disposal of expensive assets and resources. A further increase in the productivity and profitability of the enterprise is impossible without the introduction of a worker motivation program.

In the initial phase of the project, the scheme of the production process was determined, for which the enterprise was divided into 10 sections. This was necessary to draw up a plan for the placement of equipment, determine work areas and prepare for the implementation of the 5S system in all areas of the enterprise. After that, events were held to raise awareness of the company's staff regarding lean manufacturing and the 5S system in particular, such as meetings and seminars for engineers, craftsmen and workers. Once everyone was familiar with the project objectives, lean principles, time frame, and project milestones, a campaign to clean up the facility, inside and out, began. Cleaning industrial premises and surrounding areas was needed to free up aisles, increase workspace and transform jobs in the eyes of workers and visitors. These three steps were preparatory stage for the implementation of the 5S system in certain areas of the enterprise. It took an average of a week to significantly transform each site. Several meetings were held with the management of the enterprise to discuss the success of the project and exchange ideas. To ensure the sustainability of the implementation of the 5S system, special questionnaires were developed. All activities were documented and reflected in the final report submitted to the management of the enterprise and the administration of the faculty.

Using System 5S

It's often easy to talk about how Lean and 5S work. However, putting these methods into practice is not so easy, because the 5S system is not just a methodology. It implies a change in the entire culture of the enterprise, as a result of which its entire team is aimed at moving forward, towards success and improvement. Therefore, it is necessary at the very beginning to explain to the workers and management why the 5S system is being introduced. As a result of a diagnostic study carried out at the Prefabricated Structures Factory, the following problems were identified, indicating the need to implement a 5S system:

• the space is cluttered with tools and accessories;
• unused materials and tools are stacked between workplaces;
• unnecessary inventory is stored on the floor;
• excessive tools and machines complicate the workflow;
• the equipment is contaminated and is a storage place for various inventory;
• necessary equipment, such as tools, is difficult to find.

Based on the diagnostic study data, the main reasons for using the 5S system in the Prefabricated Construction Factory to improve the production process were the following:

1. the 5S system simplifies the production process as a result of cleaning, sorting, ordering;
2. 5S creates the infrastructure needed for enterprise-wide improvements;
3. the 5S system is necessary to adjust the process flow and redevelop the workspace;
4. the 5S system is necessary to increase the motivation and dedication of workers;
5. the 5S system is the key to a clean working environment;
6. the 5S system is necessary to implement safety measures and reduce the number of accidents at work;
7. The 5S system is a way to reduce waste by:

• waste minimization and reuse;
• minimizing the time and effort spent searching necessary equipment or materials;
• disposal of surplus inventories.

It should be mentioned that 5S system- this is not a list of activities that need to be carried out from time to time. This system you have to practice constantly. Therefore, to achieve the best results, it is rational to use a step-by-step approach to the implementation of the 5S system. Here short description project stages.

1. Defining the structure of the production process and the layout of the premises.
2. Explaining the principles of the 5S system to the enterprise team.
3. General cleaning of industrial premises and adjacent territories.
4. Application of the 5S system in all 10 areas of the enterprise.
5. Using a checklist to implement the 5S system and verify its operation.
6. Waste reduction (less waste and reuse of materials).
7. Freeing up space (freeing up the main aisle, clearing space for materials to be reused, freeing up workshop space, providing storage space for materials).
8. Creating a cleaner and safer working environment.
9. Creation of base for motivation of workers.
10. Improvement of the working environment.

At the stage of determining the structure of the production process, the territory of the enterprise is divided into 10 zones / sections in accordance with specialization and technological route. Each section is separated from the other by special markings and has access to the main aisle, which facilitates the production process and simplifies the transport of materials. As shown in Figure 3, the facility is divided into the following sections.

1. woodworking
2. Foam handling
3. Welding fasteners
4. Folding machines
5. Sheet metal processing
6. Door installation
7. Presses
8. Frame manufacturing
9. metalworking
10. Stock

Rice. 3. Division of the Prefabricated Structures Factory into sectors

Initially, the company did not have clear boundaries between work areas. There were difficulties in moving materials from one site to another. A crane was used to transport heavy structures and their parts. The final assembly of the structures was carried out outside the workshop on the territory of the enterprise. Workplaces were characterized by pollution and clutter with waste from production and processing. The redevelopment provides for the cleaning of the main passage, the elimination of interference with the production process, the marking of sectors, and the increase in space for working with tools and materials. These areas of the enterprise are well organized, the main passage is cleared and clearly marked.

After determining the structure of the production process and streamlining it, the implementation of the 5S system began at each of the 10 sites of the enterprise. An action plan was outlined, with the help of which the methodology and principles of the 5S system were transformed into practical advice that the workers had to follow. This stage of the project was the most difficult. It was required to work with the staff of the enterprise at the cultural level. Workers and management had to understand the importance of the activities carried out as part of the implementation of the 5S system in order to achieve significant changes for the better. It was decided to focus efforts on the implementation of the 5S system in one area of ​​the enterprise - woodworking - in order to increase the awareness of workers about the methods and principles of lean manufacturing and demonstrate to them the visible results of applying the 5S system, which would further incline them to cooperate and help increase confidence in innovations.

On the initial stage workstations are being cleaned and tidyed up while the workers themselves observe and ask questions about why they are doing things and if this is part of the appraisal program. It was explained to them that the workplace needs to be tidy, that this is not part of the plant performance appraisal program, and that efforts to keep the workplace clean and tidy will be rewarded according to the employee motivation program. As a result, workers began to take part in ongoing changes in the woodworking sector. Operators from other sites received hands-on training with specific instructions on what to do to keep the site clean and tidy. This procedure was recorded in the protocol, printed out and placed within sight at the polling stations.

Figure 4 shows a plan of a woodworking site, and Figure 3 shows a view of the site after cleaning according to the 5S system. After reviewing the plan and photograph, it becomes clear that the result of the 5S system is a clean and organized workplace. Improved inlet and outlet flow and cell layout are provided for easier machine control and process monitoring. The central aisle has been cleared, which facilitates the free movement of carts carrying materials.

A few days later, the entire staff of the enterprise noticed that the woodworking area had changed: it had become cleaner and more organized. Labor productivity and labor discipline of the workers in this section have also undergone changes for the better. It is time to explain this principle to everyone else and begin the gradual implementation of the 5S system in other areas. The process went smoothly. A new layout is being developed for all sites, and lean manufacturing principles are applied everywhere. In combination with a comprehensive cleaning of production facilities and adjacent areas, a month later the company looks completely different. Some say it's like a completely different factory.

Rice. 4. Improved layout of the woodworking area

Rice. 5. Application of the 5S system in the woodworking area

In order to implement the 5S system in a sustainable and effective way and to test its functioning in all areas of the Prefabricated Structures Factory, it was necessary to develop a checklist that would help to determine how the real state of affairs corresponds to the system implementation plan described above.

The control results for each site are reflected in a summary table (Fig. 6), as well as in tables developed individually for each site. Such a table helps to see the result achieved - an improved technological route, a transparent production process and a cleaner and safer production environment. The workshop also took steps to free up space, create and label storage areas, mark aisles, increase security measures and ensure the smooth flow of the production process.

Rice. 6. Control results

Conclusion

This article provides an example practical application 5S systems at the Prefabricated Structures Factory. Some aspects of production required rapid intervention and improvement of the production process (combination of single-piece production and assembly operations). The manufacturing process is confusing and complicated by the variety of products produced, the growing demand, the push production strategy and the peculiarities of wood and metal processing. As a result, the plant became a warehouse of dirty machines and surplus materials, waste products and parts for rework, which were stored on the floor of the workshop, occupied the working space and created obstacles to the normal production process. In such conditions, it was not possible to make improvements, use the principles of kaizen and apply a system for ensuring the quality and reliability of products.

Thus, the main goals of the project are the organization and simplification of the production process. Lean 5S is used to create an infrastructure for continuous improvement. Within the framework of the project, the 5S system was applied for three months at 10 sites of the Prefabricated Structures Factory in order to streamline and improve the production process at the enterprise. Each site has been thoroughly cleaned, a new layout has been developed, and the principles of using the 5S system are outlined using clear and accessible tables and instructions. As a result, there are significant changes in the workshop space, an increase in labor productivity and labor discipline. This approach can find application in other industries, as well as in offices and the service sector.