January 1997 € Volume 7 € Number 1

You Say Seiban,
I Say Seiton

By George Johnson, CFPIM

Dear APICS: What is Seiban and how does one apply it in the context of manufacturing practice?

Reply: Tracking down this one has been quite an adventure. It has taken us to Robert Hall at AME; to a Sony plant; to the Japanese Trade Center in Chicago; to the NUMMI plant; to AMT; and to Honda of America. It appears there are several possible interpretations of this question, depending on the context of use.

The most straightforward interpretation we've uncovered is that Seiban means metal plate (as well as metal plate making). There is a discussion below of the 5S system for continuous elimination of waste in which metal plates are mentioned as identifiers. So this may be the context in which Seiban (plates) are used in manufacturing practice.

The next most straightforward interpretation hinges on the fact that S and C can be pronounced with the same S sound. Given this, it is possible that Seiban is really Ceiban, which I'm told means computerized kanban. I will assume that the readership is familiar with the use of kanbans.

Another interpretation is a greater stretch and needs more explanation. It is possible that you may actually be inquiring about Seiton, which is the second S in the Japanese 5S system for continuous improvement. The system focuses on removing wastes or cleaning up activity at workplaces. The rationale is that a waste-free, clean plant can quickly and safely produce high quality, low cost, timely products and profitable results.

The five S's, which represent this quest, are the Japanese terms Seiri, Seiton, Seison, Seiketsu and Shitsuke. Since these all are interrelated, the answer to your question about how to apply Seiban (Seiton?) encompasses the others, too.

According to Monden (1993), the first two S's work together to enable visual control. Seiri means to separate necessary things from unnecessary things and to abandon the unnecessary. Seiton is a concept of orderliness -- to neatly arrange and identify things for ease of use. Seiri must precede Seiton to avoid neatly arranging and identifying the unnecessary.

The first S: There are six steps to Seiri. First, is formal planning of red label projects to systematically identify unnecessary things. Second, the types of things to be controlled and potentially eliminated are identified (e.g., unneeded supplies, materials, facilities, jigs and tools, WIP, completed products, shelves, floor space, machines, etc.). Third, labeling criteria are established for clear identification of unneeded things. Fourth, standard "red" identification labels are prepared. Fifth, the unnecessary things are labeled or sealed. Sixth, the sealed things are evaluated and recommendations are made for actions to dispose of or to correct them. Frequency-wise, unnecessary things should be identified daily at work places and companywide red seal projects should occur once or twice per year.

The second S: Once only necessary things remain, it is appropriate to move to the second S, Seiton. In this stage, the necessary things are clearly labeled as to identity, appropriate position and quantity. The idea is to facilitate rapid location, right-the-first-time use, and quick return of any non-consumables to their correct storage positions and locations. The first step to accomplish these ends is to decide item placement. A guideline for placement around humans at fixed work sites is to place the most frequently used things nearby (within reach) and within a shoulder to waist vertical span. Less frequently used things can be located farther away.

The second step in Seiton is to prepare any containers that may be needed for storage of things in the positions decided in step one. Restraint in investment is encouraged here, since the ultimate objective is to eliminate non-value-adding resources such as those involved in storage, via future improvement activities. Step three is to indicate the correct position of each necessary item by the use of indicator plates which have place codes. Step four then places item codes and quantities on tags attached to the items themselves and on plates which are attached to storage locations. (It is the identification plates mentioned in steps three and four that may be the source of your question about Seiban.) The fifth and final step is to make Seiton a habit -- the discipline that makes it all work.

Monden (1993) illustrates practical application of Seiton to WIP, to jigs and tools, to cutting instruments, measures and oil, and to limit standards. The Hirona book listed below is an implementation guide for 5S.

The third through fifth S's are closely related to one another. Seiso, which means to maintain tidiness and cleanliness, depends on Seiketsu, which standardizes cleanup activities for clarity and ease of execution. Shitsuke is the motivation to continually improve and to participate in the above activities.

Taken together, the 5S's provide a systematic way to continually eliminate waste in the work environment. Reading about the 5S's is contained in the following references.

References

Hirano, H., 5 Pillars of the Visual Workplace: The Sourcebook for 5S Implementation, Productivity Press.

Imai, M., Kaizen, Random House, 1986. See especially Appendix B, The Five-Step Kaizen Movement.

Monden, Y., Toyota Production System: An Integrated Approach to Just-in-Time, Second Edition, Industrial Engineering and Management Press, 1993. See Chapter 13: 5S- Foundation for Improvement.

Shimbun, N. (Ed.), Visual Control Systems, Productivity Press. See Part III: The 5S Approach.