5-S: Industrial Cleaning and Organization
Hormoz Mogarei has been in management since 1990, with 20 years of those, directly in the “Lean” environment with Toyota and Toyota subsidiaries. In addition to many Lean Manufacturing courses, Hormoz has also authored and presented quite a few Management workshops such as: “Project Management, Effective Communication skills, Time Management, Strategic Planning, (Hoshin Kanri), Quality Improvement initiatives, Scientific Problem-solving, Standardization, Effective Leadership / Followership, and Team Building”. Mr. Mogarei was first trained on Lean Manufacturing Techniques by Toyota Supplier Support Center (TSSC) in Kentucky as well as in Nagoya & in Toyota-City, in Japan. He was able to initiate, implement, and lead various Kaizen projects in the areas of improving Quality, Cost, Lead-time, Team Member Development, Customer-Satisfaction, and Space utilization at a Toyota supplier and subsidiary. His claim to fame is to have achieved Zero-defects for 13-consecutive months, while at Toyota, producing a vehicle every 53-seconds with over 250,000 parts per day. Hormoz taught Quality Management courses at Silicon Valley Technical Institute (SVTI), in San Jose, CA, as well.
Many companies and major universities have hosted him as their trusted consultant in Lean Training and Implementation. His clients' list includes Boeing in Oregon, Applied Materials in Texas, Union Bank of California, Powis, Manex, Intel, Apple, HM Clause, Vilmorin, Spectrum Lithograph, SiTune, Stanford Hospitals & Clinics, Zazzle, UCSF, PlasmaTreat, Ascenx, Altera and the United Nation. He has lectured at Stanford U. and Cal-Poly University in San Luis Obispo. He is an international lecturer in countries such as Armenia, Brazil, China, Canada, Germany, and Japan, to name a few. He has been consulting in these industries, among others: Accounting, Aerospace, Agribusiness, Automotive, Banking, Chemical Manufacturing, Chip design, Computer Hardware Assembly, Construction, Contract Manufacturing, Electronics, Energy, Healthcare, Oil & Gas pump manufacturing, Printing & Packaging, Semiconductor, Telecommunication, and Transportation.
Mr. Mogarei is a Visiting Professor at UC Berkeley, DeVry, Keller universities, and at Silicon Valley Business Institute, teaching Lean Management, Leadership & Lean Manufacturing/Production courses. His expertise is in designing, controlling, and improving systems in a variety of organizations in the areas of Safety, Quality (TQM, QMS, etc.), Cost, Delivery, Customer-satisfaction, Team Member Development, and Environment. He is currently the President & CEO of getting Kaizened, Inc., a Lean Training & Consulting firm in Northern California. Hormoz Mogarei holds a Mechanical Engineering degree and a master’s in business administration, (MBA). He is a Ph.D. candidate in Organization Leadership.
5S has been defined as “A place for everything and everything in its place”.
It is a workplace (mostly industrial) organization method that uses a list of five Japanese words: seiri (Sort), seiton (Set-in-Order), seisō (Shine), seiketsu (Standardize), and shitsuke (Sustain).
The course describes how to clean and organize a workspace/workstation for efficiency and effectiveness. The rule of thumb is that after a place is 5S’d, the 30-sec principle will prevail. The 30-sec principle suggests that anything that one is looking for within the work environment, should be able to be retrieved in 30-seconds or less. This will be done by having a place for everything, identifying and storing the items used, clearly labeling each area, maintaining the area and items, and sustaining the new order. All these will become possible if the processes at work are standardized.
- Gain an understanding of 5S importance and effectiveness
- Develop workplace organization skills
- Learn the benefits of “Visual Factory”
- Be able to implement and sustain 5S projects
- What are the 5S principles?
- Why should we do 5S?
- 5S as a “Sonar System”
- Scoreboard Principle
- 30-second rule
- Where should it be implemented?
- Who should do it?
- How does it get done?
Course Level - Basic/Fundamental and Intermediate
Who Should Attend
- Production Managers
- Plant Managers
Why Should You Attend
- If your company’s Safety performance is not what your people deserve
- If your quality is jeopardized and is sporadic
- If lack of organization inhibits your growth and expansion in today
- If you organize but a short time later, it’s back to where it was. If sustainability seems to be the issue
- If you want to be the Showcase Supplier but you are hesitant to invite your customers over, since your place is not at its tip-top shape
- If you are wondering why your company culture isn’t attracting anymore
- If you don’t feel good inviting visitors, prospects, and customers over
This is one of the concepts in TPS (Toyota Production System) that allows the organization to be able to observe the 30-sec rule that says; anything you are looking for either within the shop floor (Gemba) or in the offices, you should be able to do so in 30 seconds!