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Erschienen in:

2014 | OriginalPaper | Buchkapitel

Productivity Improvement Through 5S Implementation in Indian Manufacturing Industries

verfasst von : Abhishek Jain, Rajbir Bhatti, Harwinder Singh

Erschienen in: Proceedings of the International Conference on Research and Innovations in Mechanical Engineering

Verlag: Springer India

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Abstract

5S is a systematic technique used by organizations, and this comes from five Japanese words: seiri (sort), seiton (set in order), seiso (shine), seiketsu (standardize), and shitsuke (sustain). This system helps to organize a workplace for increasing efficiency and decrease wasting and optimize quality and productivity via monitoring an organized environment. There is a real need for the studies in field of new management systems and their impact on company’s performance. Aim of this paper is to determine the impact of 5S in industrial organizations and identifying the effectiveness of 5S implementation on organizational performance as well. The target organization (Medium size organization) is chosen for implementation. The results of this research obtained from a comparative measurement of organizational performance before and after 5S implementation. The results show that 5S is an effective tool for improvement of organizational performance, work culture, productivity, etc. Consequently, 5S techniques would strongly support the objectives of organization to achieve continuous improvement and also in implementation of total productive maintenance (TPM).

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Vorheriges Kapitel Thermal Management of Low Volume Complex Electronic Systems

Nächstes Kapitel A Multiple Linear Regression Approach in Modeling Traffic Noise

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Titel: Productivity Improvement Through 5S Implementation in Indian Manufacturing Industries
verfasst von: Abhishek Jain
Rajbir Bhatti
Harwinder Singh
Verlag: Springer India
Buch: Proceedings of the International Conference on Research and Innovations in Mechanical Engineering
Print ISBN: 978-81-322-1858-6

Electronic ISBN: 978-81-322-1859-3

Copyright-Jahr: 2014
DOI: https://doi.org/10.1007/978-81-322-1859-3_49

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