HOUSE KEEPING

A base for any improvement
4
Even before you plan the direction you need to Even before you plan the direction you need to
take, you must remove any obstacles to get a take, you must remove any obstacles to get a
clear view of the current situation. clear view of the current situation.
4
House Keeping enhances the results of other House Keeping enhances the results of other
activities and simplifies every day operations. activities and simplifies every day operations.
4
House Keeping must become a habit. It must be House Keeping must become a habit. It must be
continuous, or at least continual activity. continuous, or at least continual activity.
WHAT IS HOUSE KEEPING
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Systematic approach to better workplace. Systematic approach to better workplace.
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Involves arrangement, cleanliness, discipline and Involves arrangement, cleanliness, discipline and
maintenance of standards. maintenance of standards.
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Assigns a place for every thing and ensures Assigns a place for every thing and ensures
everything in its place. everything in its place.
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Is everybody’s responsibility. Is everybody’s responsibility.
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Is the starting point of any improvement activity. Is the starting point of any improvement activity.
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Means easy retrieval of information. Means easy retrieval of information.

WHY HOUSE KEEPING
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LESS EQUIPMENT DOWN TIME. LESS EQUIPMENT DOWN TIME.
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MORE USABLE SPACE. MORE USABLE SPACE.
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PASSAGE WAYS ARE NEAT AND CLEAN. PASSAGE WAYS ARE NEAT AND CLEAN.
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ABNORMALITIES NOTICED AT A GLANCE. ABNORMALITIES NOTICED AT A GLANCE.
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ELIMINATES ACCIDENTS. ELIMINATES ACCIDENTS.
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PRODUCTIVITY IMPROVEMENT. PRODUCTIVITY IMPROVEMENT.
WHY HOUSE KEEPING
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EMPLOYEES FEEL GOOD IF THE WORK PLACE IS CLEAN. EMPLOYEES FEEL GOOD IF THE WORK PLACE IS CLEAN.
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SEARCHING IS AVOIDED. SEARCHING IS AVOIDED.
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TIME WASTED IN HANDLING REDUCED. TIME WASTED IN HANDLING REDUCED.
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NO UNNECESSARY SUPPLIES. NO UNNECESSARY SUPPLIES.
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LESS REJECTION/REWORK. LESS REJECTION/REWORK.
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BETTER PREVENTIVE MAINTENANCE. BETTER PREVENTIVE MAINTENANCE.
THE
THE
FOUNDATION
FOUNDATION
OF
OF
COMPETITIVE
COMPETITIVE
SUCCESS.
SUCCESS.
5"S"- House Keeping
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THE NEED FOR A "5S" STRATEGY
SIMPLE BUT IMPORTANT
CONCEPT
¤
A NEAT AND CLEAN FACTORY HAS
HIGHER PRODUCTIVITY.
¤
A NEAT AND CLEAN FACTORY
PRODUCES FEWER DEFECTS.
¤
A NEAT AND CLEAN FACTORY MEETS
DEADLINES BETTER.
¤
A NEAT AND CLEAN FACTORY IS A
MUCH SAFER PLACE TO WORK.
THE FUNDAMENTAL TRUTH

IF WE CANNOT KEEP OUR
IF WE CANNOT KEEP OUR
WORKPLACES
WORKPLACES

CLEAN
CLEAN

ORDERLY
ORDERLY

ACCIDENT FREE
ACCIDENT FREE

NOBODY WILL BELIEVE WE
NOBODY WILL BELIEVE WE
CAN PRODUCE QUALITY
CAN PRODUCE QUALITY
GOODS OR ATLEAST SERIOUS
GOODS OR ATLEAST SERIOUS
ABOUT PRODUCING QUALITY.
ABOUT PRODUCING QUALITY.
THE CONCEPT OF "5S"
SEIRI
SEIRI
SORTOUT (ORGANIZATION)
SORTOUT (ORGANIZATION)
SEITON
SEITON
SET IN ORDER (ORDERLINESS)
SET IN ORDER (ORDERLINESS)
SEISO
SEISO
SPICK & SPAN (CLEANLINESS)
SPICK & SPAN (CLEANLINESS)
SEIKETSU
SEIKETSU
STANDARDIZE (CLEAN UP)
STANDARDIZE (CLEAN UP)
SHITSUKE
SHITSUKE
SUSTAIN
SUSTAIN
(DISCIPLINE)
(DISCIPLINE)
THE FIRST PILLAR : SORT
~
Sort Means That You
Sort Means That You
Remove
Remove
All
All
Items From the
Items From the
Workplace
Workplace
That
That
Are
Are
Not Needed
Not Needed
for
for
Current
Current

Production
Production
Operation
Operation
.
.
SEIRI - SEGREGATION
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THIS STEP DISTINGUISHES NECESSARY AND THIS STEP DISTINGUISHES NECESSARY AND
UNNECESSARY ITEMS AND ELIMINATES UNNECESSARY ITEMS AND ELIMINATES
UNNECESSARY ITEMS. UNNECESSARY ITEMS.
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SORT THROUGH AND THEN SORT OUT SORT THROUGH AND THEN SORT OUT
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SORT THROUGH WHAT YOU HAVE. IDENTIFY WHAT SORT THROUGH WHAT YOU HAVE. IDENTIFY WHAT
YOU NEED AND DISCARD WHAT IS UNNECESSARY YOU NEED AND DISCARD WHAT IS UNNECESSARY
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INDICATOR OF SUCCESS. INDICATOR OF SUCCESS.
=
AREA OR PERCENTAGE SPACE SAVED. AREA OR PERCENTAGE SPACE SAVED.
1. 1. CLASSIFICATION : SORT OUT. CLASSIFICATION : SORT OUT.
2. ELIMINATION : REMOVE UNNECESSARY 2. ELIMINATION : REMOVE UNNECESSARY
ITEMS. ITEMS.
3. STORAGE : FREQUENT USE/ RARE USE. 3. STORAGE : FREQUENT USE/ RARE USE.
CLOSE/ DISTANT LOCATION. CLOSE/ DISTANT LOCATION.
IDENTIFICATION OF ITEMS & IDENTIFICATION OF ITEMS &
LOCATIONS. LOCATIONS.
4. FIX & SHARE RESPONSIBILITIES. 4. FIX & SHARE RESPONSIBILITIES.
5. USE RED TAG SYSTEM. 5. USE RED TAG SYSTEM.
6. MONITOR PROGRESS. 6. MONITOR PROGRESS.
WHY SORT IS IMPORTANT??
¬ A WORK ENVIRONMENT IN WHICH A WORK ENVIRONMENT IN WHICH
TIME TIME

MONEY MONEY

SPACE SPACE

ENERGY & ENERGY &

EFFECTIVE RESOURCES MANAGMENT EFFECTIVE RESOURCES MANAGMENT
¬ PROBLEMS IN PROBLEMS IN WORK FLOW WORK FLOW ARE REDUCED, ARE REDUCED,
C COMMUNICATION OMMUNICATION IS IMPROVED, PRODUCT IS IMPROVED, PRODUCT
QUALITY QUALITY IS INCREASED & IS INCREASED & PRODUCTIVITY PRODUCTIVITY IS IS
ENHANCED. ENHANCED.
MUDA ELIMINATION
W
W
ASTE
ASTE
E
E
LIMINATION
LIMINATION
L
L
EADS TO
EADS TO
C
C
OST
OST
O
O
PTIMIZATION &
PTIMIZATION &
M
M
ANAGEMENT
ANAGEMENT
E
E
XCELLENCE
XCELLENCE
THE WASTES IN THE SHOP
FLOOR
v INVENTORY
INVENTORY
X
RELATED COSTS RELATED COSTS
X
TRANSPORTATION TRANSPORTATION
X
QUANTITY HARDER TO SORTOUT QUANTITY HARDER TO SORTOUT
X
DESIGN OBSOLESCENCE DESIGN OBSOLESCENCE
X
QUALITY DEFECTS FROM WIP QUALITY DEFECTS FROM WIP
X
MACHINE BREAKDOWNS MACHINE BREAKDOWNS
SEIRI
FACTORY OFFICE HOUSE

SCRAPPED MACHINES/
EQUIPMENTS

USED/BROKEN PENS

BROKEN TOYS

REJECTED MATERIALS

USELESS PAPERS/FILES

OLD CLOTHES

EXPIRED GOODS

OLD DIARIES

BROKEN SUITCASE

SCRAPPED/BORKEN
TOOLS, PALLETS, BINS,
TROLLEYS, ETC

BROKEN FURNITURE

OLD SHOES

EXCESS PARTS

OLD NOTICES/ LEAFLETS

OLD LETTERS/MAGAZINES

UNUSED UTENSILS
SEIRI
FREQUENCY ACTION

NOT USED FOR A
YEAR OR MORE
CONSULT & DECIDE
DISPOSAL. SEND TO SOME
OTHER
PLACE/SELL/SCRAP

USED ONLY ONCE
IN LAST 6-12
MONTHS
STORE AT A DISTANCE / IN
RECORDS ROOM

USED ONLY ONCE
IN LAST 2-6 MONTHS
STORE AT A CENTRAL
PLACE IN THE WORK AREA

USED MORE THAN
ONCE A MONTH
STORE NEAR WORK
PLACE

USED WEEKLY /
DAILY / HOURLY
STORE NEAR WORK
PLACE
THE SECOND PILLAR : SET IN
ORDER
~
Set in Order Can Be
Set in Order Can Be
Defined As
Defined As
Arranging
Arranging

Needed
Needed
Items So That
Items So That
They Are
They Are
Easy to Use
Easy to Use
and
and
Labelling
Labelling
Them So That
Them So That
They Are
They Are
Easy to Find
Easy to Find
and
and
Put away.
Put away.
SEITON --ARRANGEMENT
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THIS STEP ENABLES DETERMINATION OF THE THIS STEP ENABLES DETERMINATION OF THE
TYPE OF STORAGE SYSTEM AND LAYOUT THAT TYPE OF STORAGE SYSTEM AND LAYOUT THAT
WILL GUARANTEE THAT REQUIRED AMOUNTS WILL GUARANTEE THAT REQUIRED AMOUNTS
OF NECESSARY ITEMS WILL BE EASILY OF NECESSARY ITEMS WILL BE EASILY
ACCESSIBLE. ACCESSIBLE.
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SET THINGS IN ORDER BY CREATING PLACE SET THINGS IN ORDER BY CREATING PLACE
FOR EVERYTHING . FOR EVERYTHING .
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PUT EVERYTHING IN IT’S PLACE PUT EVERYTHING IN IT’S PLACE . .
SEITON --ARRANGEMENT
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KEEPING ACCESSIBILITY AS EASY AS KEEPING ACCESSIBILITY AS EASY AS
POSSIBLE . POSSIBLE .
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USE THE PRINCIPLE OF WIDE RANGE USE THE PRINCIPLE OF WIDE RANGE
AND SHALLOW DEPTH FOR STORAGE. AND SHALLOW DEPTH FOR STORAGE.
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TIME SAVED IN SEARCHING. TIME SAVED IN SEARCHING.
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TIME SAVED IN HANDLING MATERIAL. TIME SAVED IN HANDLING MATERIAL.
PROBLEMS AVOIDED BY
IMPLEMENTING SET IN ORDER
* WASTE OF
WASTE OF
v
MOTION
MOTION
v
SEARCHING
SEARCHING
v
HUMAN ENERGY
HUMAN ENERGY
v
EXCESS INVENTORY
EXCESS INVENTORY
v
DEFECTIVE PRODUCTS
DEFECTIVE PRODUCTS
v
UNSAFE CONDITIONS
UNSAFE CONDITIONS
HOW TO IMPLEMENT SET IN
ORDER
O
DECIDING APPROPRIATE LOCATIONS
DECIDING APPROPRIATE LOCATIONS

LOCATE ITEMS IN THE WORKPLACE ACCORDING LOCATE ITEMS IN THE WORKPLACE ACCORDING
TO THEIR TO THEIR FREQUENCY FREQUENCY OF USE OF USE

PLACE FREQUENTLY USED ITEMS PLACE FREQUENTLY USED ITEMS NEAR NEAR THE THE
WORKPLACE WORKPLACE

STORE INFREQUENTLY USED ITEMS STORE INFREQUENTLY USED ITEMS AWAY AWAY FROM FROM
THE PLACE OF USE. THE PLACE OF USE.

A A LET GO LET GO ARRANGEMENT FOR TOOLS SO THAT ARRANGEMENT FOR TOOLS SO THAT
THEY GO BACK TO ORIGINAL PLACE OF STORAGE THEY GO BACK TO ORIGINAL PLACE OF STORAGE
HOW TO PROMOTE GOOD
ORDER
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Seldom used, enclose in a separate designated Seldom used, enclose in a separate designated
place. place.
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THINGS NOT NEEDED: THINGS NOT NEEDED:
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No potential use, immediate disposal after careful No potential use, immediate disposal after careful
analysis. analysis.
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Potentially useful, move to a separate Potentially useful, move to a separate designated designated
place. place.
=
Require special arrangement disposal. Require special arrangement disposal.
THE THIRD PILLAR : SHINE
~
Shine Means Sweeping
Shine Means Sweeping
Floors, Whipping off
Floors, Whipping off
Machinery, and
Machinery, and
Generally Making Sure
Generally Making Sure
That Everything in the
That Everything in the
Factory Stays Clean.
Factory Stays Clean.
SEISO - CLEANING
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This step eliminates Dirt, Dust and other foreign matter This step eliminates Dirt, Dust and other foreign matter
to make the workplace clean. to make the workplace clean.
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Clean Equipment,Furniture,Notice Boards Records Etc. Clean Equipment,Furniture,Notice Boards Records Etc.
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Keep the workplace Spotless. Keep the workplace Spotless.
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Sweeping,wiping,polishing,painting Etc. Sweeping,wiping,polishing,painting Etc.
THE FOURTH PILLAR :STANDARDIZE
~
Standardize Is The
Standardize Is The
Result That Exists
Result That Exists
When the First Three
When the First Three
Pillars - Sort, Set in
Pillars - Sort, Set in
Order and Shine Are
Order and Shine Are
Properly Maintained.
Properly Maintained.
STANDARDIZATION
Set in Order
Machinery
Where
Things
Are Kept
OPERATION
Critical
Processes
Communication
Inventory
STANDARDIZATION
STANDARDIZATION

PROVIDE OBJECTIVES AND
INDICATE TRAINING GOALS.

PROVIDE A BASIS FOR TRAINING

CREATE BASIS FOR AUDIT AND
DIAGNOSIS.

PROVIDE A MEANS FOR
PREVENTING RECURRENCE OF
ERRORS AND MINIMIZING
VARIABILITY.
SEIKETSU - STANDARDISATION
TO ESTABLISH STANDARDS TO MAINTAIN TO ESTABLISH STANDARDS TO MAINTAIN
THE IMPROVEMENTS THE IMPROVEMENTS
 CREATING RULES FOR CHECKING & CREATING RULES FOR CHECKING &
COUNTERMEASURES. COUNTERMEASURES.
 VISUAL CONTROLS FOR STANDARDS AND VISUAL CONTROLS FOR STANDARDS AND
TO REVEAL ABNORMALITIES TO REVEAL ABNORMALITIES
 TO PREPARE CHECKLISTS AND ADHERE TO TO PREPARE CHECKLISTS AND ADHERE TO
AVOID MISTAKES AVOID MISTAKES
EXAMPLE OF STANDARDIZATION
HOW TO IMPLEMENT
STANDARDIZE

VISUAL 5S
VISUAL 5S

ANYONE SHOULD ANYONE SHOULD

DISTINGUISH NORMAL & DISTINGUISH NORMAL &
ABNORMAL CONDITIONS. ABNORMAL CONDITIONS.

AT A GLANCE AT A GLANCE

FIVE MINUTE 5S
FIVE MINUTE 5S
HOW TO IMPLEMENT
STANDARDIZATION
0 AUDIT THE SHOP FLOOR
AUDIT THE SHOP FLOOR
O 5S PROJECTS
5S PROJECTS
O REVIEW
REVIEW
THE FIFTH PILLAR : SUSTAIN
~ Sustain means making a habit Sustain means making a habit
of properly maintaining of properly maintaining
correct procedures. correct procedures.
SHITSUKE - DISCIPLINE
=
THIS STEP IS TO ENSURE THAT EVERYONE THIS STEP IS TO ENSURE THAT EVERYONE
STICKS TO THE RULES SCRUPULOUSLY AND STICKS TO THE RULES SCRUPULOUSLY AND
MAKES IT A HABIT MAKES IT A HABIT
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CREATE GENERAL AWARENESS ABOUT 4S. CREATE GENERAL AWARENESS ABOUT 4S.
=
TRAINING TO EVERYONE. TRAINING TO EVERYONE.
=
DEVELOP NORMS AND MONITOR SUCCESS. DEVELOP NORMS AND MONITOR SUCCESS.
SHITSUKE - DISCIPLINE
=
High employee Morale.
High employee Morale.
=
Involvement of People in the Movement.
Involvement of People in the Movement.
SEIKETSU - TRAINING &
DISCIPLINE
4
EVERY ONE IS STICKING TO THE
EVERY ONE IS STICKING TO THE
RULES AND STANDARDS
RULES AND STANDARDS
4
PRACTISE BY EVERY ONE - MAKES
PRACTISE BY EVERY ONE - MAKES
PERFECT
PERFECT
4
GOOD TRAINING FOR BASIC,
GOOD TRAINING FOR BASIC,
HABITUAL MOVEMENTS & ACTIVITIES
HABITUAL MOVEMENTS & ACTIVITIES
5S IMPLEMENTATION
O
CONTINUING TO LEARN MORE ABOUT THE 5S CONTINUING TO LEARN MORE ABOUT THE 5S
O
HELPING TO EDUCATE YOUR CO-WORKERS ABOUT 5S HELPING TO EDUCATE YOUR CO-WORKERS ABOUT 5S
O
BEING ENTHUSIASTIC ABOUT 5S IMPLEMENTATION. BEING ENTHUSIASTIC ABOUT 5S IMPLEMENTATION.
O
HELPING TO PROMOTE 5S IMPLEMENTATION EFFORTS HELPING TO PROMOTE 5S IMPLEMENTATION EFFORTS. .
5S
TRAINING
1.
1.
THERE CAN BE NO TQM WITHOUT 5 S.
THERE CAN BE NO TQM WITHOUT 5 S.
2. A DIRTY FACTORY OR OFFICE CANNOT
2. A DIRTY FACTORY OR OFFICE CANNOT
PRODUCE QUALITY PRODUCTS OR
PRODUCE QUALITY PRODUCTS OR
SERVICE.
SERVICE.
3. CLUTTER HIDES THE PROBLEM. A NEAT
3. CLUTTER HIDES THE PROBLEM. A NEAT
WORKPLACE PROMOTES EASY
WORKPLACE PROMOTES EASY
DISCOVERY OF ABNORMALITIES.
DISCOVERY OF ABNORMALITIES.

5S IS THE STARTING POINT FOR ALL
5S IS THE STARTING POINT FOR ALL
WORKPLACE IMPROVEMENTS,
WORKPLACE IMPROVEMENTS,
PRODUCTIVITY, QUALITY, COST,
PRODUCTIVITY, QUALITY, COST,
DELIVERY, SAFETY, SERVICE and
DELIVERY, SAFETY, SERVICE and
MORALE.
MORALE.
Let us create our own work place with
our own hands. Let us contribute to a
cleaner work place.
6th. S is now included as “SHIKKARI
YAROU” -- “let us try hard”.
Every person should show initiative
and make a special effort.
M.L.PANDIA

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