5S Concept in Quality Management

Marc Helmold
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Marc Helmold: IU International University of Applied Sciences

Chapter 10 in Virtual and Innovative Quality Management Across the Value Chain, 2023, pp 113-126 from Springer

Abstract: Abstract Added value can be defined as products, services, processes, and activities, which generate a certain value to the organization and enterprise. Value-added must be regarded from the customer viewpoint and is everything for which the customer is willing to pay for. It is important that value-added is recognized and perceived as value by the client (Bertagnolli, 2020). Many studies have shown that we only add value to a product for less than 5–15% of the time; the rest of the time is wasted (Helmold & Terry, 2021). The opposite is non-adding value or waste. Waste (Japanese: muda, 無駄) is anything which adds cost or time without adding any value or any activity which does not satisfy any of the above conditions. Value-added is a waste or a non-value-adding activity in a process. The focus of operations management must therefore be in eliminating such activities like waiting time or rework (Liker, 2020). Enterprise must target value-added process and eliminate or reduce waste, whereby waste can be visible (obvious) or invisible (hidden) as shown in Fig. 10.1 (Lehmann, 2021). The main idea of lean management is about highlighting the things that add value by reducing or eliminating everything else (waste) (Sahoo, 2019). As a proven consequence, when you eliminate waste, the quality of products improves, while production time and costs are reduced. Figure 10.2 illustrates that waste must be ideally eliminated or reduced.

Date: 2023
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DOI: 10.1007/978-3-031-30089-9_10

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