System "5C" in production: description, features, principles and feedback

The head of any enterprise, irrespective of the sphere of activity, dreams that the profit grows, and the production costs remain unchanged. To achieve this result, the "5C" system in the production (in the English version of 5S) helps, based only on the rational use of internal reserves.

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

The fact is that it is based on a simple principle that does not require cost. It consists in the following: every worker, from the cleaner to the director, should optimize his part as much as possible in the general working process. This leads to an increase in the profit of production in general and to an increase in the incomes of all its employees. Now the baton of the introduction of the "5C" system was taken 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 absolutely in any field of activity.

The "5C" system in production, what it is

The international 5S stands for five steps (step in English step). Some economists and propagandists of the new attitude to work explain the name with five Japanese postulates, consistently implemented in the 5S system: seiri, saiton, seiso, seiketsu and sitsuke. For us, closer and more understandable, our native "5C" - five consecutive steps that need to be fulfilled in order to achieve the prosperity of their production. It:

1. Sorting.

2. Observance of order.

3. Keep it clean.

4. Standardization.

5. Perfection.

As you can see, nothing supernatural system "5C" in production does not require. Perhaps, that is why you can still find distrust and a frivolous attitude towards it.

Stages of system creation

The wise Japanese Taiichi Ohno, who, thanks to the introduction of his methods at the Toyot plant, managed to rise from an engineer to a CEO, drew attention to how many losses are due to various inconsistencies and overlaps. For example, on the conveyor was not put in time some small cogs, and as a result, all production was put up. Or vice versa, the details were filed with a margin, they were superfluous, and as a result, someone from the staff had to take them back to the warehouse, which means spending their time on empty work. Tahiti Ono developed a concept that he called "just in time." That is, the conveyor now supplied just as much detail as needed.

There are other examples. The "5C" system in production also included the concept of "kanban", which in Japanese means "advertising signboard". Taiichi Ono suggested that every detail or every instrument should cling to the so-called "kanban" tag, in which all the necessary information on the part or tool was given. In principle, it is applicable to anything. For example, to goods, medicines, folders in the office. The third concept on which the "5C" system is based in production is the concept of "kaizen", meaning continuous improvement. Other concepts were invented, which came only for highly specialized production processes. In this article we will not consider them. As a result of all the innovations tested in practice, and formed 5 steps applicable to any production. Let us analyze them in detail.

Sorting

Many of us on the desktops accumulate items that, in principle, are not needed. For example, old forms, unused files, rough drafts, a napkin on which stood a cup of coffee. And among this chaos can be the necessary files or documents. The basic principles of the "5C" system mean optimizing your workflow, that is, to make sure that you do not waste time searching for necessary things among the rubbish unnecessary. This is sorting. That is, in the workplace (near the machine, on the desk, in the workshop - anywhere), all the items are decomposed into two piles - the necessary and unnecessary, from which you need to get rid of. Then everything you need is decomposed into the following piles: "it is used often and constantly", "it is used rarely", "it is almost not used". The sorting is now complete.

Observance of order

If you just disassemble items, there will not be any sense. It is necessary to arrange these items (tools, documents) in such order that the used one is constantly and often found in the form or so that it can be quickly taken and easily put back. What is rarely used, you can send somewhere in the box, but you need to attach a "kanban" tag, so that you can easily and unerringly find it in time. As you can see, the "5C" system in the workplace starts with the simplest steps, but in practice it turns out to be very effective. And besides, it increases the mood and desire to work.

Keep clean

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

Standardization

The principles of standardization came up with Taiichi Ono. Widely uses them and the modern 5S system. Production management, thanks to standardization, receives a wonderful tool for monitoring all processes. As a result, the reasons for the backlog of the schedule are quickly eliminated and mistakes that lead to the release of poor-quality products are corrected. At the Toyota Motor factory, the standardization looked like this: the masters made up daily work plans, precise instructions were posted at workplaces, at the end of the working day, special workers checked which day deviations from the plan occurred and why. This is the basic rule of standardization, that is, precise instructions, work plans and monitoring of their implementation. Now many enterprises, for example, at ENSTO plants in Estonia, introduce a bonus system of employees who clearly fulfill the provisions of the "5C" system and based on this increase their productivity, which is an excellent incentive to adopt this system as a way of life.

Improvement

The fifth step, which ends the "5C" system in production, is based on the concept of kaizen. It means that all employees, irrespective of their position, should strive to improve the process of work in the area entrusted to them. The philosophical essence of kaizen lies in the fact that our whole life gets better every day, and if work is a part of life, it also should not stand aside from improvements.

The field of activity here is wide, because there are no limits to perfection. According to the concepts of the Japanese, workers themselves must want to improve their production process, without instructions and compulsions. Now in many organizations, teams of workers are created to monitor the quality of products that teach their positive experience of others, helping to achieve excellence.

Basic Errors

That the "5C" system began to work, it is not enough to organize it or hire employees who will force its colleagues to introduce it. It is important that people realize the usefulness of this innovation and take it as a lifestyle. The introduction of the "5C" system in Russia in production faces difficulties precisely because our Russian mentality is different from Japanese. Many of our productions are characterized by the following:

1. Workers, especially if they do not have incentive incentives, do not seek to increase the profit of the enterprise. They ask why try to make the boss even richer, if he has everything.

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

3. Many directives, "lowered from above," used to carry out only for the "tick". In Japan, there is a completely different attitude to their work. For example, the same Taiichi Ono, introducing the "5C" system, was not thinking 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 forcibly introduced. Lean production, which implies the elimination of losses of all kinds (working time, raw materials, good workers, motivation and other indicators) is not obtained, as employees begin to resist the innovations at a subconscious level, which ultimately reduces all efforts to zero.

5. Managers implementing the system do not fully understand its essence, because of which there are failures in the established production processes.

6. Standardization often grows into a bureaucracy, a good deal is acquired by instructions and directives that only interfere with the work.

Reviews

Russians, who have a system "5C" in production, reviews about this innovation leave very ambiguous. The noted advantages:

• It is more pleasant to be in the workplace;
• Do not distract from work unnecessary trivialities;
• More clearly is the workflow;
• Fatigue decreased at the end of the shift;
• Slightly increased wages due to increased labor productivity;
• Decreased industrial injuries.

Notable disadvantages:

• Conducting sorting, they force to throw everything out;
• Standardization has led to an increase in bureaucracy;
• The introduction of the "5C" system did not aggravate problems at all sites of the enterprise;
• Putting the system "5C" on the first place pushed aside such important issues as lack of spare parts.