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A clean, secure and disciplined environment is vital for high quality and effective work. The 5S approach enables you to construct a functional environment governed by simple, precise and effective rules.
The 5S are the vital preliminaries for all improvement projects and a good basis for ensuring quality. The 5S cycle is progressive, following the PDCA (Plan-Do-Check-Act) principle, so important for all improvement processes. |
In Japanese the word "KAIZEN" means improvement. These improvements do not require major resources and involve all actors, from managers to workers, relying above all on common sense. The Japanese approach rests on small improvements made on a daily basis. It is a never-ending process and this is a gradual and gentle approach contrary to the western notion of reform which entails "throwing everything away and starting over". |
TPM, Total Productivity Maintenance consists of:
- Total: considering all aspects (even the repainting of the machine) and involving everybody.
- Productivity: trying to ensure a certain level while penalising production as little as possible.
- Maintenance: maintaining a good state of affairs = repairing, cleaning, lubricating and accepting to dedicated the time necessary. |
This is a method intended to do away with the negative causes noticed within a process. Strengthen customer satisfaction by reducing faults and variations in products and procedures. Six Sigma may also be seen as a complex concept:
- It is a vision, a philosophy intended to provide customers with the certainty that their products will be delivered and service will be faultless.
- It is an indicator (a standard measurement): the Sigma is the typical variance on the Gauss curve.
- It is a method (DMAIC) with tools for concentrating on the customer, for significant and continuous improvement involving the efforts of people. |
Lean Manufacturing entails the precise management of processes and resources.
All activities may be broken down into a process or sequence of tasks which create value and one or several support processes. Tasks are analysed to make the distinction between those that are useful and create value and those that are "useless" in that they do not contribute to value creation. |
This concept is based on a detailed analysis of operational processes and not just data. Its intention is to ensure optimisation of the way in which the company functions by determining a continuous policy of improvement, using methodical efforts and using appropriate necessary and sufficient resources. |
| Gains |
Functional and clean environment. |
Valorisation of the staff
Progress. |
Less machine breakdown
More productivity. |
Cost reduction. |
Stock reduction, better flows. |
Operation cost reduction
Improved communication with key suppliers and customers. |
