1. Concept of quality control and improvement
Quality is a concept that is in relation to different criteria according to its individual role in the production and marketing chain, which depends on the perspective from what is visualized as quality, which can be based on the judgment of the consumers, in the criterion based on the product or in the criterion based on the user (Evans, 2000).
Quality is a strategy for continuous improvement that covers all levels and areas of responsibility. It combines fundamental management techniques, existing improvement efforts, and specialized technical tools. It is a process of continuous improvement that is aimed at satisfying broad concepts, such as cost goals, quality, delivery and increasing customer satisfaction, the latter as a primary objective.
The traditional scope of quality activities is undergoing a radical and unexpected change from the historical emphasis on the quality of products and services, which is now presented with an approach of continuous improvement, where quality is related to productivity and Competitiveness, is focused on the client, is focused on the process, is systemic and is measured based on results.
2. Philosophical principles of quality control and improvement
The philosophical principles of quality indicate the way in which work is done in companies; Crosby, like Deming, consider the principles of productivity and competitiveness, which support the premise of the "quality economy" and says "products and services must be done right the first time" and with "zero defects ”which means concentrating on avoiding defects, and preventing them, rather than locating and correcting them, which requires the evaluation and measurement of defects. (Evans, 2000).
To reduce defects in the process, corrective and preventive actions must be taken, seeking to eliminate the causes of the problems, to prevent those defects from recurring.
Juran adds three main aspects to quality principles, which are known as the quality trilogy: 1.- Quality planning; that considers the process of preparing a quality plan, to meet the established quality goals. 2.- Quality control; that indicates the activities that must be done to seek compliance with the quality goals in the production process. 3.-Quality improvement; which refers to the levels of performance and of exceeding current quality standards of production processes. (Evans, 2000).
Continuous improvement proposes to act on the problems you have, to refine the process and achieve better performance of the production process, which means taking actions to reduce variations in a proposed productivity target.
Juran emphasized the importance of developing annual improvements in quality following a common sense of discovery, organization, diagnosis, corrective action and control, in which in the diagnostic stage it considers data collection instruments, statistical tools, problem-solving tools, implementation of remedial actions and sustaining benefits by controllable means. (Evans, 2000).
3. Definition of Quality Control
Quality control consists of a set of methods and activities of an operational nature, which are used to satisfy compliance with the quality requirements that have been established (Gutiérrez, 2004).
Quality control is used to identify special causes of variation and to signal the need to take corrective action when appropriate. The process is considered out of control when special causes are present (Evans, 2000).
3.1 Quality control and statistical process control
Statistical process control (CEP) is a widely used statistical technique to ensure that processes meet standards. All processes are subject to certain degrees of variability, for this reason it is necessary to distinguish between variations due to natural causes and due to attributable causes, developing a simple but effective tool to separate them: the control chart.
Statistical process control is used to measure the performance of a process. A process is said to be operating under statistical control, when the only causes of variation are common (natural) causes. The process, first of all, must be statistically controlled, detecting and eliminating the special (attributable) causes of variation.
Subsequently, its operation can be predicted and its ability to meet consumer expectations can be determined. (Gutiérrez, 2004).
Statistical control of the quality of the process; uses statistical techniques to measure and improve the quality of processes, uses diagnostic tools, sampling plans, problem-solving techniques and proposed improvement techniques.
3.2 Process control and the continuous improvement cycle
The supplier must plan and establish the manufacturing and / or installation procedures that affect quality and must ensure that it is carried out under controlled conditions (Gutiérrez, 2004).
Quality control is not obtained by increasing inspection. This approach fails because it generally does not eliminate the causes of defects, that is, it detects but does not prevent. To achieve a significant and long-lasting reduction in defects, a structured process of attacking the main causes of defects is required, that is, to carry out significant improvements in the production process.
The control process requires an organized defect verification process to achieve or maintain a specific objective in a given time, as efficiently and economically as possible.
The quality improvement process demands a fault diagnosis that involves obtaining data, facts, for setting goals and achieving objectives.
Improvement projects start with the diagnosis stage, which consists of a study of symptoms, which are theories about the causes that are analyzed and verified to establish the respective solutions (Ketola, 2005).
The improvement cycle is used to control the process, which was introduced to Japan by Deming in 1951, in his lectures on statistical quality control in 1950. This cycle is a process to learn how to improve. The stages have been called: planning, doing, controlling and acting, by the Japanese.
Shewart Circle
According to Shewart and Deming, a process must be stable before it can be improved. Without statistical control there is no consistently reproducible process. For stable results, a feedback loop is required to control the process.
In the planning stage, a PHACA cycle will be proposed, which will indicate that planning for control and improvement also requires a series of activities, such as identifying suppliers and consumers who can form teams to work on controlling and improving the process.
To control the process, it is essential to carry out an analysis of the process, for which it is convenient to use the tools of the flow diagrams and process mapping, which are tools that serve to visualize the steps and functions of the production processes and see the way in which these are related within the organization. (Damelio, 1999).
In the flow diagrams, the potentially problematic key stages are identified, which are measured and data is obtained to determine if the process adheres to the customer's requirements.
After obtaining the data, goals for quality improvement should be established, which should be well specified, so that they can be easily carried out.
The improvements introduced should be considered as a starting point for introducing new improvements in which new quality standards must be established, with the purpose that they be reviewed and replaced by better standards again. (Gutiérrez, 2001).
Immediately, improvements must be institutionalized and standardized throughout the organization, seeking to involve all other departments that are part of the company in the improvement.
4. The Japanese method of Kaizen as a system of control and continuous quality improvement
The points considered to implement five fundamental systems of the Kaisen method are the following: (Imai, 1992)
- Total quality control / Total Quality Management A just-in-time production system Total productive maintenance Policy deployment A suggestion system Small group activities
4.1. Total Quality Control / Total Quality Management
For the Japanese, quality means being "suitable for consumer use." Technical innovation aims to correct the product from the consumer's point of view and is not an end in itself. (Imai, 1992).
One of the principles of Japanese management has been Total Quality Control (TQC) which, in its initial development, emphasized quality process control. This has evolved into a system that encompasses all aspects of management, and is now known as Total Quality Management (TQM). Total quality management is a way to constantly improve performance at all operational levels, in every functional area of an organization, using all available human and capital resources. Improvement is geared toward achieving broad goals, such as cost, quality, market share, projects, and growth. (Imai, 1992).
Total quality management is a philosophy as well as a set of guiding principles that represents the foundation of an organization in constant improvement. Total quality management consists of the application of quantitative methods and human resources to improve the material and services provided to an organization, the processes within the organization, and the response to consumer needs in the present and in the future. Total quality management integrates core management methods with existing refinement efforts and technical resources in a corrected approach, geared toward continuous improvement. (Imai, 1992).
Considering the TQC / TQM movement as part of the kaizen strategy gives us a clearer understanding of the Japanese approach. Japanese quality management should not be considered strictly as a quality control activity, but as a strategy aimed at serving management to achieve greater competitiveness and profitability, thereby improving all aspects of the business.
A quality management program requires: (Imai, 1992)
- The dedication, commitment and participation of senior executives. The development and maintenance of a culture committed to continuous improvement. Concentrate on meeting the needs and expectations of the consumer. Engage each individual in the improvement of their own work process. Generate teamwork and constructive labor relations. Recognizing staff as the most important resource. Employing the most beneficial management practices, tools and methods.
Making the strategic vision of quality possible requires numerous tools and methodologies, among which we have: (Imai, 1992)
- Orientation towards the process, rather than simply orientation to the result. By being process-oriented, we can influence the outcome at a preliminary stage. Process orientation requires that we rethink why things are done in a certain way. Improving the quality of the process improves the quality of the result. Initiate implementation from above and involve everyone. Quality management must be previously implemented at the highest management levels and flow through the organization structure as a waterfall. This deployment ensures that executives can understand, demonstrate, and teach the principles and methods of quality management, before expecting to find and evaluate them on their staff. The cascade effect must also reach suppliers.Commitment from top management levels. This leadership ensures a firm and enveloping commitment to sustained improvement. The decrease in costs, compliance with programs, consumer satisfaction and pride in the task performed, all stem from an open dedication to permanent improvement. A demonstration of this commitment is the fact that we operate on the basis of suggestions to make changes possible. Effective and seamless vertical and horizontal communication. Using this type of communication is critical to sustained improvement efforts. Quality management methods aim to eliminate communication barriers, facilitating the two-way flow of information between leaders and their subordinates.This ensures that the company's goals and objectives can be clearly defined and disseminated throughout the organization. To promote vertical and horizontal communication, a wide range of tools and techniques are available. Continuous improvement of all products and processes, internal and external. The fundamental objective of quality management is the continuous improvement of each aspect of the task itself. Said objective is implemented through a corrected and ordered method in order to perfect each process. In quality management the emphasis is placed on the prevention of failures, through tools to identify problems and solve them, consistency of objectives and a shared vision. A set of principles or a common goal should guide every organization.Whatever his goal, all staff should know him and work towards him. Consistency is paramount, discordant goals will lead to failure. The customer is in charge. The customer is what matters most, whether it is an internal customer or an external customer. Each worker is, in some way, a customer. Consumers or users must be identified, and their needs, aspirations, expectations and wishes clearly delineated and satisfied. Consumers and their needs are the only reason a company exists. Investment in personnel. The most important and valuable investment of any company is its personnel. Workers are the essential component of the continuous improvement process. Training, team building,and the improvement of working conditions are important elements in creating a situation in which employees can prosper, gain experience and capacity, and contribute to the growth of the company on a progressive scale. Quality management begins and ends with training. It is necessary to permanently train all personnel. It may be appropriate to promote affective skills such as verbal or written communication and team building concepts; or increase cognitive skills, such as statistical quality control. Two heads think better than one. Without teamwork, quality management is doomed to failure before it can be implemented. Modern equipment works together, as a single entity,and not as a committee where one or certain members do or direct the task. They all participate in determining and communicating goals. Employees have to share the goals they have set for themselves. Others should be aware of the goals that may affect them.
Quality management for kaizen involves both the deployment of policies, as well as the construction of quality assurance systems, standardization, training and education, cost management and quality circles.
"Quality comes first, not profits." This saying may reveal the nature of CTC (Total Quality Control) and Kaizen better than anything else that reveals belief in quality for the sake of quality and Kaizen for the sake of Kaizen. The CTC includes such things as quality assurance, cost reduction, efficiency, meeting delivery schedules, and safety. Quality refers to improvement in all areas. (Imai, 1992).
In Japanese companies, this effort to improve product quality also applies to quality control in the production process, making use of various types of quality control. The concept of "zero defect" is intended to identify the roots of inadequate production until an almost total absence of failure is achieved. The technique of "quality control circles" is intended to provide communication channels and a common vocabulary to stimulate workers to suggest creative ideas for improving products and processes.
Since workers are trained to do various jobs, quality control implies that they must begin their work by inspecting the work performed in the previous job. As a consequence of these measures, quality control inspectors at the end of the line detect defects per million opportunities.
4.2. The Just in Time Production System (JIT)
It had its origin in the Toyota automotive company and for this reason it is known worldwide as the Toyota Production System. This system is oriented towards the elimination of all kinds of activities that do not add value, and the achievement of an agile and flexible enough production system to accommodate fluctuations in customer orders.
The phenomena that suppose a disadvantage in the daily life of the companies and that impede their efficient operation and at the minimum cost are those listed below: (Imai, 1992).
- high warehouses; excessive deadlines; delays; lack of agility, speed of reaction; inadequate placement of equipment, too long routes; excessive time in tool changes; unreliable suppliers (deadlines, quality); breakdowns; quality problems; piles of waste, disorder, mistakes, missing parts, waste (men, time, materials, equipment, premises).
These shortcomings are the product of:
- Improper machine layout and too long strokes. Duration of tool changes. Faults. Quality problems. Difficulties with suppliers.
In this way we can say that the main causes that cause low performance in companies are: (Imai, 1992).
- Inappropriate situation of the machines and length of the journeys. Duration of the tool changes. Insufficient reliability of the equipment. Lack of sufficient quality. Difficulties due to the suppliers.
Therefore the practice of Just in Time implies the suppression of such anomalies.
This system is supported by tools and concepts such as takt time, kanban, U-shaped cells, self-naming, and structure reduction.
Making Just in Time feasible involves continuously carrying out improvement activities that help to eliminate changes (waste) in the workplace (gemba). These changes are the shortcomings and errors to which reference was made previously.
The fundamental concepts on which the JIT system is based and through which the entire production philosophy is developed are the following: (Imai, 1992).
- The flexibility in the work (shojinka) that allows to adapt the number and functions of the workers to the variations of the demand The promotion of the innovative ideas (soifuku) on the part of the personnel to achieve constant improvements in the production process. self-control of defects (jidoka) by the production processes themselves to prevent the entry of defective units into production flows.
4.3. Total Productive Maintenance (MPT)
Total productive maintenance is aimed at maximizing the effectiveness of the equipment throughout its life. The MPT involves all employees in a department and at all levels; motivates people for plant maintenance through small groups and volunteer activities, and comprises basic elements such as developing a maintenance system, basic maintenance education, problem solving skills, and activities to avoid interruptions. (Imai, 1992).
The TPM emerged in Japan thanks to the efforts of the Japan Institute of Plant Maintenance (JIPM) as a system for controlling equipment in plants with a significant level of automation. In Japan, where the TPM originates from, formerly the operators carried out maintenance and production tasks simultaneously; however, as the productive teams became progressively more complicated, it was derived towards the North American system of entrusting maintenance to the corresponding departments; however, the advent of systems whose basic objective is efficiency for the sake of competitiveness has enabled the emergence of the TPM, which to some extent represents a return to the past, although with much more sophisticated management systems.
The goal of the TPM is to maximize the overall efficiency of the equipment in the production systems, eliminating breakdowns, defects and accidents with the participation of all members of the company. Personnel and machinery must operate stably under zero breakdown and zero defect conditions, leading to a regularized continuous flow process. Therefore, the TPM can be said to promote defect-free production, “just-in-time” production, and controlled automation of operations.
The end result of the incorporation of the TPM should be a set of more effective production equipment and facilities, a reduction in the necessary investments in them and an increase in the flexibility of the production system.
4.4. Policy deployment
Policy deployment refers to the process of introducing Kaizen policies across the company, from the highest to the lowest level. Management must establish clear and precise objectives that serve as a guide for each person and thus ensure leadership for all kaizen activities aimed at achieving the objectives. Senior management must devise a long-term strategy, detailed in medium-term strategies and annual strategies. Senior management must have a plan to deploy the strategy, passing it down through subsequent levels of management until it reaches the production zone. As the strategy cascades down into the lower categories, the plan must include increasingly specific action plans and activities. (Imai, 1992).
Annual profit and Kaizen goals are established based on the company's long and medium-term goals. Several months before senior managers meet to formulate these annual goals, there is a preliminary vertical consultation between senior management and divisional managers and between divisional and department managers. (Imai, 1992).
An important aspect of the deployment of the policy is its priority. Priority setting is an inherent part of the Pareto chart, often used in QC circle activities, and the same concept applies to goal setting as well. Because the resources that can be mobilized are limited, it is essential that priorities be assigned. Once this has been done, an increasingly clear and specific list of measures and action plans can be displayed at lower levels of administration.
As goals work their way down, top management policy statements are recast as increasingly specific and action-oriented goals, ultimately becoming precise quantitative values. Thus, the deployment of politics is a means for the task of high administration to be carried out by lower levels.
4.5. Suggestion system
The suggestion system works as an integral part of individual-oriented kaizen, emphasizing the benefits of elevating mood through positive employee engagement. Managers and supervisors should inspire and motivate their staff to provide suggestions, no matter how small. The primary goal of this system is to develop self-disciplined, kaizen-minded employees. (Imai, 1992).
The suggestion system is an integral part of individual-oriented Kaizen. Senior management must implement a well-designed plan to ensure that the suggestion system is dynamic.
The main topics of suggestion from Japanese companies are in order of importance: (Imai, 1992).
- Improvements in own work. Savings in energy, material and other resources. Improvements in the work environment. Improvements in machines and processes. Improvements in artifacts and tools. Improvements in office work. Improvements in product quality. for new products. Services for and customer relations. Others.
In addition to making employees aware of Kaizen, suggestion systems provide workers with the opportunity to speak to their supervisors and to each other. At the same time, they provide an opportunity for management to help workers deal with problems. In this way, suggestions are a valuable opportunity for two-way communication both in the workshop and for worker self-development.
4.6. Small group activities
Kaizen strategies include small group activities, the most common being the Quality Circle. They not only pursue issues related to quality, but also issues related to costs, safety and productivity. (Imai, 1992)
It is therefore necessary to ask: what is a quality circle?
- A quality circle is a small group of workers who perform similar tasks and meet to identify, analyze and solve problems of the work itself, either in terms of quality or productivity. Quality circles are groups of workers with a leader or boss team that has the support of the organization of the company, whose mission is to transmit to the management proposals for improving working methods and systems. Quality circles meet to study a work problem or possible product improvement, but it is not enough to identify the failures or the aspects to improve. The mission of the circle is to analyze, search and find solutions, and propose the most appropriate to the Management. Quality circles assume that workers not only contribute their muscular effort, but also their brain,his talent and intelligence.
4.7 Kaizen and its strategic goal
The great objective is making use of the aforementioned systems to achieve the optimum in terms of quality, costs and delivery (QCD, quality, cost, delivery).
Quality refers not only to the quality of the finished products or services, but also to the quality of the processes that are related to said products or services. Cost refers to the total cost, which includes design, production, sale and supply of products or services. Delivery means dispatching the requested volume on time. In this way, when the three conditions of quality, cost and delivery are met, customers are fully satisfied. (Imai, 1992).
4.8. The essence of Kaizen
The essence of the most “exclusively Japanese” administrative practices, whether they be productivity improvement, Total Quality Control activities, quality control circle, among others, can be reduced to one word: KAIZEN. Kaizen is the concept of an umbrella that involves numerous practices and tools that, within said philosophical and strategic framework, allow continuous improvement in the organization. Among the instruments, methods and tools that contribute to make continuous improvement and the high level of competitiveness a reality are: (Imai, 1992).
- Customer OrientationTotal Quality ControlRoboticsQuality Control CirclesSuggestion SystemsAutomationDiscipline at the workplaceCollective IntelligenceTotal Productive MaintenanceKanbanQuality ImprovementJust in TimeZero DefectsStatistics Management AnalysisBuilding Quality Management Toolkit Processes Value Engineering Target Cost Activity Based Costing Six Sigma Internal Control Matrix System Balanced Scorecard Zero Base Budget Fast Learning Organization Experience Curve Detection System,Waste Prevention and Elimination Deployment of the Quality Function AMFEA Autonomation (Jidohka) Deming Cycle (PREA - EREA) * The 5 S
* PREA means: "Plan - Carry Out - Evaluate - Current", while EREA is: "Standardize - Carry Out - Evaluate - Act".
Among the tools and methods listed above are those that are part of the classic instruments used by Japanese corporations, as well as those new instruments that generated in the West contribute within the conceptual framework of kaizen to continuously improve the performance of companies..
The essence of kaizen is simplicity as a means of improving the standards of production and management systems. The ability to analyze, motivate, direct, control, evaluate constitute the reason for being of kaizen. "The simpler and simpler the better."
Improving standards means setting higher standards. Once this is done, the maintenance work by the administration is to ensure that the new standards are observed. Lasting improvement is only achieved when people work to higher standards. Thus, maintenance and improvement have become inseparable for most Japanese managers.
Kaizen generates process-oriented thinking, since processes must be improved before improved results are obtained.
Continuous improvement is achieved through all the daily actions, however small they may be, that allow the processes and the company to be more competitive in customer satisfaction. The speed of change will depend on the number of improvement actions that are carried out day by day and the effectiveness with which they are carried out, so it is important that continuous improvement is an idea fully internalized in the conduct of all members of organization, becoming a philosophy of work and life.
4.9. Gradual focus versus big jump focus
There are two contrasting approaches to progress: the gradual approach and the big leap forward approach. The first is the concept of continuous improvement, among which is the Kaizen system, and the second is process innovation, also called process reengineering. (Imai, 1992).
While innovation implies great changes that imply the introduction of great administrative and technological changes, Kaizen is less dramatic and implies a chain of actions and activities aimed at continuously improving the different levels of measurement in the company.
One of the aspects of Kaizen is that it does not require sophisticated techniques or advanced technologies. To implement Kaizen, only simple, conventional techniques are needed, such as the seven quality control tools.
A big difference between Kaizen and innovation is that while Kaizen does not require a necessarily large investment to implement, it does require a great deal of continuous effort and dedication. The difference between the two opposing concepts can be compared to a ladder and a ramp. The innovation strategy is supposed to produce progress on a ladder progression, while the Kaizen strategy produces gradual progress.
4.10. Kaizen and Total Quality Control
The ways in which we can carry out continuous improvement are several, but the main one is Total Quality Control (CTC).
The first and most important concern must be centered on the quality of people. A company that creates quality in its staff is halfway to producing high-quality items. Building quality in people means helping them to become aware of Kaizen. In the work environment problems of the most diverse types and nature abound, and people should be helped to identify these problems, for which it is necessary to train staff in the use of various types of tools for both problem solving. as to decision making. (Imai, 1992).
Thus, within this conceptual framework, the CTC means a statistical and systematic method for Kaizen and problem solving. Its methodological foundation is the statistical application of the concepts of Quality Control, which include the use and analysis of statistical data. This methodology requires that the situation and problems under study be quantified as much as possible.
The CTC within the Kaizen system has six characteristics, these being the following: (Imai, 1992).
- The CTC applied throughout the company, with the participation of all employees, and not only in certain processes, sectors, areas or products. It places maximum emphasis on education and training. It uses the activities of the Quality Circle as a fundamental tool.Uses CTC Audit. Application of statistical methods. A system for data collection and evaluation.
In order to develop a product or service that satisfies customers, data on customer requirements must first be collected by sales and marketing staff, as well as by consumer and repair service staff. These data are then passed on to the design, engineering, and production departments. The development of a new product or service requires the CTC to spread across different departments through an effective communications network.
4.11. The 5 S
Its practice constitutes something indispensable when it comes to achieving a global quality company. The 5 S are developed through intensive work. The 5 S are derived from five Japanese words that make up the steps to develop to achieve an optimal workplace, producing efficiently and effectively. (Imai, 1992).
- Seiri: differentiate between the necessary elements from those that are not. It involves separating the necessary from the unnecessary and eliminating or eradicating the latter from the gemba. A cap should be established on the number of items required. In gemba you can find all kinds of objects. A close look reveals that only a small number of these are needed in daily work; many other objects will never be used or will only be needed in the distant future. The gemba is full of unused machines, screens, dies and tools, defective products, work in progress, raw materials, supplies and parts, shelves, containers, desks, workbenches, document files, carts, shelves, pallets and others. items.A practical and easy method is to remove anything that will not be used in the next 30 days. Seiton: arrange in an orderly manner all the items that remain after the seiri. The seiton leads to classify the items by use and arrange them accordingly to minimize search time and effort. To do this, each item must have a designated location, name, and volume. Not only the location, but also the maximum number of items allowed in the gemba must be specified.Seiso: means cleaning the working environment, including machines and tools, as well as floors, walls and other areas of the workplace. Seiso also means verify. An operator cleaning a machine can discover many malfunctions. When the machine is covered with oil, soot and dust,It is difficult to identify any problems that may be forming. However, while cleaning the machine we can easily detect an oil leak, a crack that is forming on the cover, or loose nuts and bolts. Once these problems are recognized, they can be easily fixed. Most machine breakdowns are said to start with vibrations (due to loose nuts and bolts), with the introduction of foreign particles such as dust, or with inadequate lubrication or lubrication. For this reason, seiso is a great learning experience for operators, as they can make many useful discoveries while cleaning machines.Seiketsu: means keeping the person clean by wearing proper work clothes, glasses, gloves and safety shoes,as well as maintaining a healthy and clean work environment. It also involves continuing to work in seiri, seiton, and seiso continuously and every day. Shitsuke: building self-discipline and forming the habit of engaging in the 5 S by setting standards. The 5 S can be considered as a philosophy, a way of life in our daily work. The essence of 5 S is to follow what has been agreed. We start by discarding what we don't need in the gemba, and then we put all the necessary items in the gemba in an ordered way. Subsequently we must keep the work environment clean, so that abnormalities can be easily identified, and the previous three steps must be maintained on a continuous basis.It also involves continuing to work in seiri, seiton, and seiso continuously and every day. Shitsuke: building self-discipline and forming the habit of engaging in the 5 S by setting standards. The 5 S can be considered as a philosophy, a way of life in our daily work. The essence of 5 S is to follow what has been agreed. We start by discarding what we don't need in the gemba, and then we put all the necessary items in the gemba in an ordered way. Subsequently we must keep the work environment clean, so that abnormalities can be easily identified, and the previous three steps must be maintained on a continuous basis.It also involves continuing to work in seiri, seiton, and seiso continuously and every day. Shitsuke: building self-discipline and forming the habit of engaging in the 5 S by setting standards. The 5 S can be considered as a philosophy, a way of life in our daily work. The essence of 5 S is to follow what has been agreed. We start by discarding what we don't need in the gemba, and then we put all the necessary items in the gemba in an ordered way. Subsequently we must keep the work environment clean, so that abnormalities can be easily identified, and the previous three steps must be maintained on a continuous basis.build self-discipline and build the habit of engaging in the 5 S's by setting standards. The 5 S can be considered as a philosophy, a way of life in our daily work. The essence of 5 S is to follow what has been agreed. We start by discarding what we don't need in the gemba, and then we put all the necessary items in the gemba in an ordered way. Subsequently we must keep the work environment clean, so that abnormalities can be easily identified, and the previous three steps must be maintained on a continuous basis.build self-discipline and build the habit of engaging in the 5 S's by setting standards. The 5 S can be considered as a philosophy, a way of life in our daily work. The essence of 5 S is to follow what has been agreed. We start by discarding what we don't need in the gemba, and then we put all the necessary items in the gemba in an ordered way. Subsequently we must keep the work environment clean, so that abnormalities can be easily identified, and the previous three steps must be maintained on a continuous basis.We start by discarding what we don't need in the gemba, and then we put all the necessary items in the gemba in an ordered way. Subsequently we must keep the work environment clean, so that abnormalities can be easily identified, and the previous three steps must be maintained on a continuous basis.We start by discarding what we don't need in the gemba, and then we put all the necessary items in the gemba in an ordered way. Subsequently we must keep the work environment clean, so that abnormalities can be easily identified, and the previous three steps must be maintained on a continuous basis.
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