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Restructuring Operations through the MAF Production Improvement System
Abstract
Describes the background to, and development and implementation of
a modified JIT method of production. Focuses on: the selection of
project team members; the leadership of top management; preparatory work
prior to implementation; improvement activities undertaken and results
achieved by the project.
... It is important to implement 5S in an organization to maximize the efficiency and effectiveness of workplace (Osada, 1991). Nakamura (1992) has come out with the difference that some of Japanese organizations have adopted 5S, some have deployed 3S and some others have introduced 6S in the organization (Zelinski, 2005). But this basic difference depends upon the significant objectives of the organization (Miki, 1995). ...
Purpose
The purpose of this paper is to present the comprehensive literature review on 5S and suggest possible gaps from the point of view of researchers and practitioners. The manuscript presents the overview of 5S implementation and highlights the achievements realized from deployment of 5S initiatives for sustainable performance of organizations.
Design/methodology/approach
The paper critically examines the literature on 5S, analyzes and reviews it systematically. The study highlights the critical barriers and success factors for sustainable 5S implementation in the organizations in the competitive world.
Findings
5S is an outstanding Japanese philosophy for the development of any type organization all over the world. This study bring out the concept of 5S, requirements for its holistic implementation, relationship with other lean tools, benefits, success factors and obstacles in 5S implementation. The significant contributions through 5S initiatives in the organization like production, quality, safety and effective utilization of workspace for the sustained organizational improvement have also been highlighted in the study.
Practical implications
The literature on assortment of 5S technique has been so far very limited. The present paper reviews large number of research publications related to 5S to highlight the significance of 5S philosophy in the sustainable organizational improvement across the world. It foregrounds the approach advised by the various researchers, practitioners and appraises censoriously the reason behind the demand of 5S program in the organization. The needful steps and obstacles are also foreground for the effective implementation of 5S in the organization.
Originality/value
The paper presents a comprehensive review of literature publications in the area of 5S and their assortment to develop an understanding of the significance and implementation of 5S in the organizations. The paper will be helpful or useful to researchers, safety executives, development professionals and managers in the organizations.
... While the traditional Japanese understanding of 5S follows the five-step model there is some difference within some Japanese organisations in the elements used for 5S. Some Japanese organisations adopt 3S (Nakamura, 1992) whereas others implement 6S (Sprague, 2002;Zelinski, 2005). These variations appear to depend on the level of maturity of the 5S practice within an organisation or the emphasis on corporate objectives of the organisation along with its industrial characteristics (Miki, 1995). ...
Purpose
Building on previous studies of the managerial application and development of the 5S concept (5S), this research aims to identify and present key concepts of 5S from a Japanese management perspective. These findings link 5S to aspects of Japanese management approach, which are aligned to an integrated management system rather than a simple management tool or technique.
Design/methodology/approach
Data were collected from Japanese companies that use 5S as a core management approach and use their organisational web sites to disseminate information in regard to this practise. The data were examined by the use of computer‐aided lexical analysis (Leximancer), which provided an insight into the nature of 5S within the original Japanese context.
Findings
The research found several key concepts behind the Japanese approach to 5S management. These findings demonstrate the importance of both the technical (visible) and philosophical (invisible) approaches required for each of the 5S components and are discussed in a managerial rather than cultural framework.
Practical implications
The findings are important both theoretically and practically as they provide insight into the meaning and logic, applied to the application of the 5S management approach within its original environmental context.
Originality/value
The originality and value of the paper is derived from the holistic understanding of the application of 5S and its use as a problem‐solving intervention at the system or process level; a necessary initiating point within lean management philosophies. 5S within the context identified is the strategic platform for the managerial decisions required for the development of an integrated management system.
... 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. For example, some organisations adopt 3S [30] whereas others implement 6S [39] [48]. These variations appear to depend on the level of maturity of the 5S practice within an organisation or the emphasis on corporate objectives of the organisation along with its industrial characteristics [29]. ...
Purpose
A research has been conducted to evaluate the role of 5S initiatives as a facilitator of accruing business excellence in the manufacturing organizations.
Design/methodology/approach
The study involves empirical investigation of ninety two manufacturing organizations to evaluate the contributions of 5S initiatives towards accruing business performance excellence in the respondent organizations. The study involves nine significant stimulants for 5S implementation and seven crucial performance parameters leading to realization of business excellence in manufacturing organizations.
Findings
The results clearly indicate close association between the significant nine stimulants for 5S implementation and seven crucial business excellence performance parameters. The study also establishes that 5S initiatives can significantly facilitate achievement of business excellence in the manufacturing organizations.
Originality/value
The study deploys various statistical and validation techniques to evaluate the contributions of effective 5S approach as a facilitator for accruing business excellence in manufacturing organizations.
Purpose
Derived from work conducted on the topics of Lean‐thinking and Lean‐ Kaizen some management practices or techniques, such as the 5Ss, have recently become important in this research. The reason for this is that more and more of the companies that apply Lean‐thinking and Lean‐ Kaizen are using the 5Ss as an essential step in their implementation. Therefore, this paper aims to explore the implementation of the 5Ss in multinational organisations in Mexico empirically, in order to analyse and compare them against the respective theoretical frameworks. The research question that governs the study is: “How are the 5Ss implemented in an organisational context such as that of a multinational company in Mexico?”
Design/methodology/approach
An exploratory multiple case study was conducted. Three multinational companies, which have been established in Mexico for at least 20 years, were selected. Two of these companies were from the automotive sector (suppliers) and the third was a company manufacturing hygiene and cleaning products. Four methods were used to gather data: direct observation, participative observation, documentary analysis, and semi‐structured interviews.
Findings
Based on cross analysis findings, a group of reasons was found for applying the 5Ss in the multinational organisations analysed, along with a group of drivers and inhibitors responsible for enhancing or blocking the successful implementation of the 5Ss. Finally, a conceptual framework was also established, based on the results of comparing theory and fieldwork: this provides a glimpse into the relationship of the 5Ss with other improvement programmes, known as Lean‐thinking or Lean‐ Kaizen , in the organisations analysed. In particular, the framework show the importance between do (way: philosophy) and jyutsu (techniques) during the implantation process of 5Ss.
Practical implications
Derived to describe three case studies on how to implement the 5Ss within a programme or model for the Lean‐thinking or Lean‐ Kaizen approach, it may prove to be of value to practitioners and managers involved in the field. Similarly, a section on managerial implications has also been included.
Originality/value
The study contributes to the limited existing literature on the 5Ss through research that seeks to understand how this technique is implemented in a context of multinational organisations, particularly emphasising the main drivers and inhibitors that enhance or block it during the implementation process. It also includes a theoretical framework that can demonstrate the relationship of the 5Ss with the Lean‐thinking and Lean‐ Kaizen programmes in this context: In particular for Latin America and Mexico, where virtually no academic studies of this type have been conducted.
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