RED-TAG

STRATEGY

Achieving Excellence Through

Japanese Technique
5S
 CONTENTS
Introduction
Relation to 5S
Steps in the RED-TAG Strategy
RED-TAG with Computers
RED-TAG episodes: Laughing and learning
Case study: The Strategy at a Company
Promoting RED-TAG Strategy
References to use for Implementation
5 Keys to a successful implementation
5 suggestions about the Implementation
 5S relation

5S represents 5 disciplines for maintaining

a visual workplace. These are
foundational to Kaizen and a
manufacturing strategy based "Lean
Manufacturing" concepts. 5S is the
starting point for improvement activities
that ensure a company’s survival.
 5-’S’

SEIRI SORT
SEITON SET IN ORDER
SEISO SHINE
SEIKETSU STANDARISATION
SHITSUKE SUSTAIN
 SEIRI (sorting and clearing)
Eliminating unnecessary items
Can you find any unnecessary items?

 In fact, there are many unnecessary

items in any factory.
By unnecessary, we mean things which
are needed for present production
Have a good round in your own workplace
 Unnecessary Items
Unusable things
Unsold products
Unused things
Superfluous items
Defective products
Idle/ obsolete/ equipment
Excessive assembly parts
Excessive work in progress
Advance supplies by vendors
Causes of inconvenience
 The 5 disciplines
1. SORT - Remove all items from the
workplace that are not needed for current
operations. Leave only the bare essentials
2. SET IN ORDER – Arrange needed
items so that they are easy to find, use
and put away
3. SHINE – Sweeping, wiping-off
equipment, painting and assuring
everything stays clean
 The 5 disciplines…
4. STANDARDIZE – Method to maintain
the first 3 disciplines (sort, set-in-order,
shine)
5. SUSTAIN – A top-down support of the
ongoing 5S process

RED-TAG Strategy is the 1st step in

implementing the 5S disciplines.
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 Introduction
• Companies have realized that a little cost,
these efforts can bring big rewards such
as substantially reduced inventories,
Higher productivity, Improved clerical
efficiency, etc.
• Attaching a RED Tape can be done by
anyone. Hence Companies are readily
implementing it.
• It is a “Visual Organization” and hence is
effective than any other means.
 More…
It is never too bad, even if the factory is full of
RED TAG items. In fact is has to be that way.
Red in Japanese means “DIRT”.
It is not always easy to identify what ‘WASTE’ is,
in a factory. Factory people are used to treating
unnecessary things like vouchers, equipment,
inventory, etc as personal possessions and get
sentimental about them. Hence it is important to
identify and determine what really is needed and
what is not.
 Waste
Anything other than the minimum amount of
equipment, materials, parts, space, and worker’s time
which are “absolutely essential” in adding value to
the product.

Eight Deadly Wastes

• Over Production • Transportation
• Product Defects • Excess Motion
• Inventory • Waiting
• Excess Process • Under-utilizing People
1 14
 Over
Production
Waiting

Transportation
Correction
MUDA
Unused Over
Creativity Processing

Inventory
Motion
 Benefits

It is a Simple Method that brings out ills in

the working of factory and enables the
Management to lower inventories, to
easily and efficiently utilize the factory
space and to access the material with less
effort.
Steps in the RED-TAG Strategy
Step-1: Launch the RED-TAG Project
Step-2: Identify RED-TAG targets
Step-3: Set RED-TAG Criteria
Step-4: Make the RED-TAGS
Step-5: Attach the RED-TAGS
Step-6: Evaluate the RED-TAG Targets
 Step-1: Launch the
RED-TAG Project
Optimally RED Tagging should happen every
day, at least for a few minutes.
Implement each campaign as a distinct red-tag
project with a period of 1-2 months.
The person with final responsibility for the
project should be a top manager i.e. the
company president, the manufacturing chief, or
the factory superintendent.
JIT consultants should help the factory
employees understand how to identify what
items are not needed.
 Step-2: Identify
RED-TAG targets
The main targets are inventory, equipment and
space in the manufacturing division.
Inventory can be classified in to Ware house
inventory and In-process inventory.
Further, Ware house inventory can be classified
into material, parts, products, and so on.
We must be careful to target all inventory that
lacks a specific location which other wise piles
up on the factory shelves.
In the clerical division, the targets must be the
unnecessary paperwork that piles up in the
desks, lockers and the like.
 Step-3: Set
RED-TAG Criteria
The most difficult thing about RED tagging is
differentiating what is not required from what is.
The most common criterion is the next months
production schedule. What is not needed for the
next month is hauled away.
Another criterion can be based on the next
week’s schedule if the factory is more stringent
on this.
Another possible criterion is based on the last
months used items list. Those which have not
been used will be Red tagged.
 Step-4: Make
the RED-TAGS
The material used to make them does not
matter. All they have to do is to Demand
Attention.
It should serve well to reflect on details
like category, name, quantity, reasons,
division, code, date, etc.
Should be usable repeatedly.
 Step-5: Attach
the RED-TAGS
It must be made sure that the team that does the
tagging understands the criterion for
differentiating before being sent to the factory.
It is better if they not from the factory which other
wise would hinder the tagging due to sentimental
resistance.
All the tagging has to be done quickly and swiftly
before moral comes down. preferably with in 1-2
days.
 Step-6: Evaluate
the RED-TAG Targets

It is very important to evaluate the Red

Tag targets. This helps in deciding what to
do with the items and how they are ware
housed or disposed.( unnecessary items)
The goal is to finally get the “unneeded”
items list.
 Classification and trimming of
Usable Items
Things constantly in use – Place closer to
the machine
Things constantly in use weekly – place in
work area
Seldom used, but still needed Quarterly –
Place in Store.
 RED-TAG with Computers
The present trend of Industry:
Wide variety, small-lot production with
short delivery, short life cycle
Thus huge information is needed by
factories in managing each product.
Information handling is the key and thus
computers are indispensable.
RED-TAG with Computers…
When doing RED- tagging, it is important
that information about items to be tagged
be known.
I.e.. Specific accounts of how parts and
products are affected by this reduction of
inventory is needed.
Also needed is about their disposal in
each factory division.
RED-TAG with Computers…
RED-TAGS indicate a factory’s
superfluous items. Thus they can be
viewed as data.
Thus details like item category, item
name, reasons for Red-tagging, company
division, etc. can be fed to a computer.
This data has to be fed to a computer in
the form of unique codes.
What to do with Items identified by
Red tag
Give 1 week time to other depts.
Shift to central Red Tag area if not usable in the
coming week, to an area cordoned off specially
for the Red tag program.
Shift to Value yard if not used for a month
Take disposal section, circulate to other units,
offer to vendors
Obtain write off sanction
Repair / Recondition where necessary
Take to stores after repair
Forms
 RED TAG
CELL/AREA TAG NUMBER

CATEGORY
1. RAW MATERIAL 5. SUPPLIES 9. BOOKS/MAGAZINES
2. WIP 6. EQUIPMENT 10. OTHER
3. FINISHED MAT'L 7. FURNITURE
4. TOOLS 8. OFFICE MAT'L
TAG DATE:
ITEM NAME:
QUANTITY:
REASON TAGGED:

DISPOSITION REQUIRED
1. DISCARD 4. REDUCE INVENTORY
2. IN CELL STORAGE 5. SELL/TRANSFER
3. LONG TERM STORAGE 6. OTHER__________________

ACTION TAKEN DATE

---------------------------------------------------------------------------------------------------------------

CELL/AREA TAG NUMBER

RED TAG LOCATOR
LOCATION
DESCRIPTION
 Item Disposition Guidance
•Determine the category each tagged item belongs
Directions •Determine required action, record on tag and Unneeded Items Log
•Take action
Category Action
Obsolete •Sell
•Hold for depreciation
•Give away
•Throw away

•Return to supplier
Defective
•Throw away
•Repair

Scrap •Remove to proper location

•Throw away
Trash / garbage
•Recycle

Unneeded in this area •Remove to proper location

Used at least once per day •Carry with you

•Keep at place of use
•Store in area
Used about once per week
•Store where accessible in plant
Used less than once per month
•Store in distance place
Seldom used
•Sell
•Give away
•Throw away

Use unknown •Find out use

•Remove to proper location
 Red Tag Checklist
•Examine all items in each category
Directions •Red tag every item that may not be needed
•Enter a √ when a category is inspected
Search these spaces Search these storage places
Floors
Shelves
Aisles Racks
Operation areas Closets
Work Stations Sheds
Corners, behind/under equipment Other storage areas
Stairs
Small rooms
Offices Search the walls, boards, etc.
Loading docks Items hung on walls
Inside cabinets and drawers Bulletin boards
Signboards
Other
Look for unneeded equipment
Machines
Small tools
Dies Look for unneeded material / supplies
Jigs Raw materials
Supplies
Bits
Parts
Conveyance equipment
Work in process
Plumbing, pipes, etc.
Finished products
Electrical equipment
Shipping materials
Wire, fixtures, junction boxes

Look for unneeded furniture Look for other unneeded items

Cabinets Work clothes
Benches and tables Helmets
Chairs Work shoes
Carts Trash cans
Other Other
 Unneeded Items Log
Unneeded Item # Date Reason for Tagging Notes / Disposition
 Workplace Scan

To identify workers, processes, and functions of the area. To plan the

Workplace Scan.
Target Area Name:
Directions:
Define the boundaries of the target area and tape it off.

State the primary purpose of the target area.

Record the functions of the target area.

Plan the Workplace Scan by identifying who is responsible for each step and when
completion is expected
Scan Step Who When
•Draw an area layout
•Draw a material spaghetti chart
•Complete 5-S & Safety audits
•Take photos
•Create a workplace scan display
 Workplace Audit Checklist
BEFORE AFTER
Distinguish between what is needed and not needed
Unneeded equipment, tools, furniture, etc. are present
Unneeded items are on walls, bulletin boards, etc.
Sort Items are in aisles, stairways, corners, etc.
Unneeded inventory, supplies, parts, or materials are present
Safety hazards (water, oil, chemical, machines) exist

A place for everything and everything in its place

Correct places for items are not obvious
Items are not in their correct places
Set in Aisles, workstations, equipment locations are not identified
Items are not put away immediately after use
Order Height and quantity limits are not obvious

Cleaning, and looking for ways to keep it clean and organized

Floors, walls, stairs, and surfaces are not free of dirt, oil, and grease
Equipment is not kept clean and free of dirt, oil, and grease

Shine Cleaning materials are not easily accessible

Lines, labels, signs, etc. are not clean and unbroken
Other cleaning problems of any kind exist

Maintain and monitor the first three S’s

Necessary information is not visible
All standards are not known and visible
Standard Work doesn’t exists for all cleaning and maintenance jobs
Standardiz All quantities and limits are not easily recognizable
e Items cannot be located in 5 seconds

Stick to the rules

Area workers have not had 5-S training
5-S is not performed routinely
Sustain Personal belongings are not stored neatly
Standard Work is not available or up to date
Daily 5-S audits are not performed

Note: Check all that apply, plan countermeasures.

 Set in Order Inspection Sheet

•Inspect all items in entire area

Directions •Move items to proper place
•Enter a √ when a category is inspected

Equipment Materials / supplies / inventory

Machines Raw material
Small tools Supplies
Dies Parts
Jigs Work in process
Bits Finished product
Conveyance equipment Shipping materials
Cleaning equipment Cleaning supplies
Electrical equipment
Fixtures, junction boxes, etc.
Computer equipment
Other items
Charts, graphs, etc.
Books, checklists, etc.
Furniture Bulletin boards
Signboards
Cabinets Pens, pencils, rulers, etc.
Benches and tables Work clothes
Chairs
Helmets
Carts
Work shoes
Shelves
Trash cans
Racks
Personal items
 Shine Inspection Sheet

•Search all items in the area for cleaning needs

Directions •Use this with the Initial Cleaning Plan
•Enter a √ when a category is completed
Large Surfaces Carts

Ceilings Shelves
Aisles Racks
Work Stations
Corners, behind/under equipment Inside equipment / furniture
Stairs
Loading docks Machines
Walls Conveyance equipment
Doors Closets
Pillars and posts Drawers
Floors Cabinets
Other Sheds
Tool boxes
Storage bins

Surfaces of equipment and furniture Other items

Machines Materials and supplies
Conveyance equipment Trash cans
Plumbing, pipes, sinks Bulletin boards
Electrical equipment Labels and signs
Fixtures, junction boxes Small tools
Chairs Hoses, cords, tubing, etc.
Other
 Initial Cleaning Plan

Directions •List tasks and complete the columns below

Target Area
Task Location Who When Materials and Tools
Needed
 Current Score: Scored By:
Area Name:
Previous Score: Date:
Score
5S # Che ck Ite m Description
1 2 3 4
Does the inventory or in-process inventory
1 Unneded materials or parts.
include any unneeded materials or parts?
Unneded machines or other Are there any unused machines or other
S 2 equipment. equipment around?
o Are there any unused jigs, tools, dies or
r 3 Unneeded jigs, tools or dies?
similar items around?
Have unneeded items been Is it obvious which items have been marked
t 4 marked? as unnecessary?
Are display boards well
5 organized?
Are notices kept clean and orderly?
S Are shelves and other storage area marked
6 Are there location indicators?
with indicators and addresses?
e
t Do the shelves have labels showing which
7 Are there item indicators?
items go where?
I Are the minimum and maximum allowable
8 Are there quantity indicators?
quantities indicated?
n
Are white/yellow lines or other markers used
Are walkways and in-process
O 9 inventory identified?
to clearly indicate walkways and storage
r area?
d Are jigs and tools arranged more rationally to
Have improvements been made
e 10 to facilitate jig and tool handling?
facilitate picking them up and returning
r them?
Are the floors ket shiny, clean and free of
11 Trash, water or oil on floors?
debris?
Are machines covered with
S 12 shaving and oil?
Are the machines wiped clean?
h Is equipment inspection
Do operators clean their machines while
i 13 combined with equipment
checking them?
maintenance?
n
Have specific cleaning task been Is there a person responsible for overseeing
e 14 assigned? cleaning operations?
Do operators routinely sweep floors and wipe
15 Has clealiness become a habit?
equipment without being told?
S Is the room/are ventilated well enough to be
16 Is there proper ventilation?
clear of heavy dust?
t
Is the angle and intensity of lighting adequate
a 17 Is there proper lighting?
for the work being performed?
b
Are workers wearing dirty or oil stained work
i 18 Are work clothes clean?
clothes?
l
Have improvements been made Instead of cleaning up the messes, have
i 19 to prevent things from getting people found ways toavoid making messes?
z Have rules been established for
e
20 maintaining the first three of Are the first three of 5S's being maintained?
d 5S's?
S 21 Are safety signs posted? Are all safety signs easily readable?
u
22 Are safety guards in place? Are safety guards being used properly?
s
t 23 Time and Structure Has time been set aside for sustaining?
Has management and maintenance provided
a 24 Is there an support?
all of the needed support to sustain?
i Have the workers developed the diciplines
n 25 Has 5S become a way of life?
required for maintaing the first four of 5S's?
 RED-TAG episodes:
Laughing and learning-1
Twenty years of Inventory:
A factory found, up on implementing the
Red tagging, a part which has been in
store for 20 yrs.
Reason: somehow a wrong part name has
been assigned.
Lesson: JUST AS WE WATCH FOR
MISSING PARTS, SO MUST WE WATCH
FOR EXCESS INVENTORY
 RED-TAG episodes:
Laughing and learning-2
Twice Red Tagged:
March was designated as Red tag month. March
also being the month for audit, they feared it
would look horrible to the auditors to see Red
Tags stuck all over the place. Thus the Red tags
which have been stuck were removed and the
project scheduled to April.
Lesson: BE SURE THAT EVERYONE
COMPLETELY UNDERSTANDS THE RED TAG
STRATEGY
 Promoting
RED-TAG Strategy
Establish REDTAG teams
Attach Red tags
Collect and Transport Unneeded and
Useless items
Store and Dispose of Unneeded and
Useless items
Report and Follow up on Disposal Results
 5 Keys to a
successful Implementation
Teach the importance of the 5S’s
Be sure that everyone understands what
organization means
The company President should lead the
RED-tag Promotion council
Have the Red tags attached by people
with no direct relationship to the target
items
Establish and Use 5S Patrols
 5 suggestions about the
Implementation
Suggestion-1: IF IN DOUBT, RED TAG IT
Sugn-2: Finish Red tagging in one or two
days
Sugn-3: Set a Target Number of Red tags
to be used
Sugn-4: Apply one Red Tag per item
Sugn-5: Tag Excessive Amounts of
Needed Items
 Items identified by Red tag
Create a RED tag zone in each section and
display items
Give 1 week time to other depts to use Red tag
items as needed.
Shift to central Red Tag area after 1 week
Shift to Value yard after 1 month
Take disposal section, circulate to other units,
offer to vendors
Obtain write off sanction and dispose material
Repair / Recondition where necessary
Take to stores after repair