5S /Visual Workplace Handbook

Building the foundation for continuous improvement

S O RT
S H IN E
S E T IN O R D E R
S TA NDA R DIZ E
Production Automation: www.gotopac.com S U S TA IN
5S WO R K PL A C E O R G A NIZ ATIO N
5S is one of the most w idely adopted techniq ues from the lean manufacturing toolbox . A long w ith Standard Work and
Total P roductive Maintenance, 5S is considered a "foundational" lean concept, as it establishes the operational stability
req uired for making and sustaining continuous improvements.
T he primary obj ective of 5S is to create a clean, orderly environment- an environment w here there is a place for
every thing and every thing is in its place. Bey ond this, many companies begin their lean transformation w ith 5S
because it ex poses some of the most visible ex amples of w aste it also helps establish the framew ork and discipline
req uired to successfully pursue other continuous improvement initiatives.
TargetO utcomes and Benefits
R educe non-value adding activity
R educe mistakes from employ ees and suppliers
R educe time for employ ee orientation and training
R educe search time in navigating the facility and locating tools, parts and supplies
R educe parts stored in inventory, and associated inventory carry ing costs
R educe unnecessary human motion and transportation of goods
I mprove floor space utiliz ation
I mprove employ ee safety and morale
I mprove product q uality
E x tend eq uipment life through more frequent cleaning and inspection
5S produces measurable benefits. O ne of the surest w ay s to identify these benefits is to establish and track specific
metrics. F or ex ample, measure the time req uired to locate items in the w orkplace before 5S and then measure the time
req uired after the w orkspace has been improved. L onger term benefits can also be measured by monitoring the
amount of w orkplace inj uries reported after 5S has been implemented. N ot only may w orkplace inj uries decrease, but
training costs may, too. I t is easier and faster to train employ ees in a w ork area that is orderly and w ell marked.
A nother w ay to measure 5S benefits in the w orkplace is to take pictures. P ictures are very effective at visually
highlighting the improved appearance and order in the w orkplace. C oncrete measurements are a complement to the
pictures, fueling the momentum needed to sustain 5S.
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V IS U A L WO R K PL A C E
Visual Workplace also know n as Visual F actory or Visual Management is a concept that emphasiz es putting critical
information at the point of need. Visual devices are critical to moving from traditional manufacturing to lean
manufacturing. I n fact, Visual Workplace serves as the key sustaining force in these initiatives, because it ensures that
lean improvements remain clearly visible, readily understood, and consistently adhered to long after the kaiz en event is
over.
Visual Workplace and 5S go hand in hand. O ne of the main purposes of 5S is to prepare the w ork environment to
hold visual information. F rom that perspective, 5S is a method, w hile creating a visual w orkplace is the goal.
A visual workplace is a work environment that is self-ordering, self-explaining,
self-regulating and self-improving where what is supposed to happen does happen,
on time, every time, because of visual solutions.
F romVisual Workplace, Visual T hinking by D r. G wendoly n G alsworth, www.visualworkplace.com
C ompanies are often surprised to learn that only a fraction of their activities actually add value for their customers. I ts
not uncommon that 50% or more of a facility s activities are considered waste!
A primary cause of w aste is information deficits employ ees simply lack the know ledge they need to do their jobs
efficiently and effectively. T his leads employ ees to w aste valuable time and motion searching, w aiting, retrieving,
rew orking or just plain giving up! A visual w orkplace eliminates q uestions, generating significant improvements in
productivity, q uality, customer satisfaction, safety, and more.
T he effective implementation of visual sy stems has
been documented to generate the follow ing dramatic
improvements:
15% increase in throughput
70 % cut in materials handling
60 % decrease in floor space
80 % decrease in flow distance
68 % reduction in rack storage
45% decrease in number of forklifts
12 % decrease in engineering cy cle time
50 % decrease in annual phy sical inventory time
96 % decrease in defects
Source: www.visualworkplace.com, QMI \Visual-L ean I nstitute
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S 1 S O RT
Sort refers to the practice of going through all the tools, materials, etc., in the w ork area and keeping only essential
items. E very thing else is either stored offsite or discarded. T his leads to few er haz ards and less clutter.
R ed tags help identify unused items
I tems to be discarded are placedin
a local red tag area for removal.
T he goal is to eliminate nonessential items from the w orkplace. I tems are red tagged and stored in a local red tag
area for a specific period of time, ty pically five day s. I f not reclaimed by the w ork group, items are then moved to one of
the company s central red tag areas. Here every one can sift through the items to see if there is any thing they need.
When items have been in the central area for a specific period of time, the company disposes of them through resale,
donation, recy cling, or trash.
E stablishing red tag criteria prevents confusion among w orkers and reduces w asted effort. T he team should discuss
and create guidelines on how to decide w hat stay s and w hat goes.
F req uency of use is the fundamental red tag criteria. To that end, a team may ask the follow ing q uestions:
What is this?
When did y ou last use it?
I s it critical or uniq ue for the department?
I f its inventory, is this the minimal amount needed to keep up w ith the production schedule?
I n order to implement S1-Sort, there are action steps that need to be taken in order to guarantee success.
Select a 5S application area and take before pictures.
R eview sorting criteria recommended criteria are freq uency of use, criticality, and q uantity needed for
production.
C reate a red tag area mark off a corner or space to identify it as the local red tag area.
Tag, record, and move items to the red tag area keep records so that the company can track assets.
Take after pictures of the uncluttered w ork area and red tag area.
I tems not reclaimed by the w ork group w ithin a set amount of day s are moved to the company s central red tag
area.
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JO B A ID - S O RT
D efinition - Sort TargetO utcome
E liminate nonessential items from the w orkplace. A n uncluttered w orkplace.
A ction Steps
1. I dentify a 5S-proj ect area and take "before" pictures
2. R eview sorting criteria
3. C reate a local red tag area
4. Tag, record, and move red tagged items
5. Take "after" pictures
6. A fter target time, move unclaimed items to the
central red tag area
P rogress C heck
___ Team clear on w orkplace boundaries
R esources
1. R ed Tags
2. R ed Tag R ecord F orms
3. C amera for before andafter pictures
Some companies create a central storage area for
5S supplies and designate a 5S coordinator to
manage supply stock.
___ R ed tag final approval authority identified ( e.g. item can/cannot be red tagged)
___ Sorting criteria established ( e.g., freq uency of use; actual q uantity needed-no buffer)
___ T ime allocated for Sorting is clearly defined ( e.g., one hour)
___ L ocal red tag area designated w ith red floor marking tape or comparable boundary
___ R ed tags and red tag log form available
___ "Before" pictures taken ( remember camera angles so that pictures are consistent)
___ N onessential items identified and red tagged
___ E very nook, cranny, cabinet, desk, draw er, and closet investigated
___ R ed tagged items moved to local red tag area
___ R ed tag log form updated
___ P lans in place for items to be moved to central red tag area after target number of day s
___ "A fter" pictures taken
T ips
G o overboard on communication. Make sure management and employ ees in the target area are notified,
w hen the red tagging w ill occur, and so forth.
R emove any thing from the core w ork area that's not used at least w eekly.
E liminate waste by minimiz ing the follow ing:
- I nventory : raw materials, parts, in-process inventory, and products.
- E q uipment: machines, jigs, tools, carts, desks, chairs, dies, vehicles, fix tures, etc.
- Space: floor area in the core w ork area, storage racks, totes, bins, shelving, etc.
D on't remove any thing w ithout the local work group's approval. Z ealous 5S'ers can undermine support by
barging ahead insensitively. I ts better to compromise on some things than to j eopardiz e the 5S mission. How ever,
be persuasive w hen appropriate, w hen something is clearly a source of w aste or is used infreq uently.
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S 2 S H IN E
T he S2-Shine step includes three primary activities w hich include getting the w orkplace clean, maintaining its
appearance, and using preventative measures to keep it clean.
Shine the w orkplace by eliminating dirt, dust, fluids, and other debris. E ach team member should be eq uipped w ith
adeq uate cleaning supplies that have been tested to make sure the solution w ill not harm any equipment or w ork
areas. Teams can clean things such as eq uipment, tools, w ork surfaces, desks, storage areas, floors, lighting, and
any thing else that affects overall cleanliness. A team may also paint or coat w ork surfaces, eq uipment, floors, and
w alls.
Treat cleaning as an inspection process. U se it to identify even tiny abnormal and pre-failure conditions. Working in a
clean environment enables w orkers to notice malfunctions in eq uipment such as leaks, vibrations, breakages, and
misalignments. T he Shine process should not be left for a special j anitorial crew. I n order to make sure every one
participates and w orks together, each team should establish a regular schedule for routine cleaning as w ell as deep
cleaning.
O nce the w ork area, tools, and eq uipment are clean, they need to be kept that w ay. C ontinued housekeeping is one w ay
to keep the w ork area clean, but the better method is to prevent things from getting dirty in the first place. F ind w ay s to
keep the w orkplace clean by eliminating sources of contamination. R oot cause analy sis, mistake-proofing, and the use
of preventative measures are important to keep the w orkplace clean and orderly.
E q uipment that is kept clean performs more efficiently, has less unscheduled dow ntime, and reduces costs to the
company. Many organiz ations find that safety and productivity improve as regular maintenance and housekeeping
become the norm.
F ollow these action steps to guarantee success.
D efine clean y ou may face conflicting definitions for clean w ithin y our w ork area.
F ind a definition that every one supports.
G et cleaning supplies be sure to identify appropriate cleaning supplies for y our w ork area. Some cleaning
solutions may harm eq uipment w hile other cleaning instruments may harm metals, photo cells, or tooling.
C onsult sanitation specialists for guidance.
Take before pictures a record of y our current state often generates the motivation to keep things clean.
C lean the w ork area share the w ork load among the group.
E liminate small imperfections through cleaning and inspecting activity.
Take after pictures use photographs to demonstrate y our results.
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JO B A ID - S H INE
D efinition - Shine Target O utcome
R emove dirt and debris, inspect eq uipment and eliminate
sources of contamination
A ction Steps
1. D efine "clean"
2. G et cleaning supplies
3. Take "before" pictures
4. C lean the w ork area
5. F ix small imperfections
6. I dentify contamination sources
7. Take "after" pictures
P rogress C heck
A clean w orkplace - one that shines, and that minimiz es
sources of contamination
R esources
1. C leaning supplies such as brooms, dust pans, rags,
degreasers, and floor cleaner.
2. P ersonal protective eq uipment such as gloves and ey e
protection. D o not w ear j ew elry that can get caught in
the eq uipment.
___ Team has established their definition for "clean" in the target w orkplace
___ C leaning supplies collected
___ Housekeeping staff consulted about cleaning agents
___ P ersonal P rotective E q uipment ( e.g., gloves, safety glasses) distributed
___ E q uipment shutdow n or locked out to prevent safety risks
___ P otential safety risks ( e.g., metal shavings, sharp edges) identified before cleaning
___ "Before" pictures taken ( remember camera angles so that pictures are consistent)
___ C leaning tasks completed
___ "A fter" pictures taken
___ O bservations shared among team members about inspection activity
T ips
I dentify target areas for cleaning.
C onsider doing the initial Shine process in waves. D o a first pass that addresses the biggest challenges. U se
additional passes to get successively better.
R emember that an important part of cleaning is inspection. A s y ou get the w ork area clean, look for sources of
potential problems and contamination.
O nce dirt, dust, grime and debris have been eliminated, consider painting surfaces or sealing them w ith a
protective coating. Y ou'll be amaz ed by the visible difference.
How w ill cleanliness be sustained w hen the initial 5S proj ect is complete? R ecord key cleaning points
and recommendations as y ou're w rapping up the Shine process. T he information w ill come in
handy in S4-Standardiz e.
A thorough cleaning process includes the obvious eq uipment and w ork surfaces, but also includes parts, storage
racks, tools, instruments, transportation vehicles, desks, chairs, w alls, w indow s, closets and lighting. I n short,
clean every thing and every w here in the w orkplace.
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S 3 S E T IN O R D E R
P lanning P hase
I n S3 Set I n O rder, team members come together and share the insights they have gained during S1 and S2. T hey
analy z e the w ork area for additional improvement opportunities and look for w ay s to reduce sources of w aste and
error as w ell as to make the w orkplace more visually instructive. T he team brainstorms potential solutions, w ith special
emphasis on using visual resources to achieve improvement. Be sure to get feedback and approval from
stakeholders ( production, maintenance, safety, management, etc) before making changes.
U se the focus points below to guide efforts to redesign the w orkplace for improved performance.
F acilities/eq uipment/tools: F ocus is on organiz ing and labeling facilities and eq uipment.
Make sure utility pipes, conduits, compressed air hoses, gas cy linders and electrical
sy stems are clearly named and labeled to simplify line tracing.
O perator tools should be kept near the point of use, organiz ed and labeled.
G auges and indicators should be marked so abnormalities can be detected at a glance.
Safety : F ocus is on alerting people to potentially haz ardous situations and controlling actions to
prevent an unsafe condition.
P rovide haz ard w arnings and safe w ork instructions at the point of need.
Make sure that locations for lockout/tag out devices, ey e w ash stations, first aid stations, and
safety show ers, etc., are clearly marked.
E nsure that the proper personal protection eq uipment is easy to access and ready for use.
P rocedures: F ocus is on employ ees ability to ex ecute j ob responsibilities w ithin a given w orkplace.
Make certain that the latest version of w ork instructions and j ob aids are posted.
E mploy visual or auditory signals that alert operators to abnormal conditions.
U se mistake-proofing devices to prevent human and machine errors.
Quality : F ocus is on graphically or phy sically representing q uality standards.
Quality standards should be visually designed and properly display ed.
P ost ex amples of acceptable and unacceptable outputs in a common area.
Visually display q uality performance trends.
I nventory /Material Handling: F ocus is on effective identification of production and MR O materials,
storeroom organiz ation, and material movement. C learly mark:
L ine side inventories ( inventory ty pe, max /min q uantity, location, etc.) .
Storerooms ( shelf, rack and bin labels, restocking indicators, barcoding, etc.) .
I nventory delivery routes and replenishment procedures.
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JO B A ID - S E T IN O R D E R - PL A NNING PH A S E
D efinition - Set I n O rder Target O utcome
E valuate the w orkplace and add smart w orkplace
features.
A ction Steps
1. C reate a current state w orkplace diagram.
2. Team shares insights gained during S1 & S2
3. E valuate current w orkplace
4. C reate a future state w orkplace diagram
5. G et approval for change from stakeholders
A w orkplace that is visually instructive and is the source
of minimal w aste and human errors.
R esources
1. F lip charts for creating current and future state
diagrams
2. C A D sy stem ( optional) to draw w orkplace to scale
3. C amera
4. Stakeholders ( i. e. production, maintenance, safety ) to
consider proposed changes
P rogress C heck
___ I nsights gained during S1 and S2 shared among team members
___ I mprovement opportunities listed, discussed, and prioritiz ed
__ Waste reduction ideas ( e.g., ex cess motion, material handling, etc.)
__ E rror reduction ideas ( e.g., checklists, visual instructions, or color coding)
__ I deas for making the w orkplace more visually instructive
__ I deas to overcome challenges and problems identified by stakeholders
___ Target benefits of proposed changes clearly defined
___ F uture state w orkplace diagram draw n
___ "Before" pictures taken
___ A pproval from stakeholders obtained
T ips
Sketch ideas on flipchart or paper to build understanding and evaluate them.
C ellular workflow has many benefits. C onsider it if the w orkplace is not currently organiz ed that w ay.
R evisit the workplace to evaluate the viability of proposed changes.
I nvolve stakeholders ( immediate w ork area and others) in thinking through changes.
Be sensitive to the concerns and reservations of stakeholders; they know the area best.
Quantify the impact of the changes.
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S 3 S E T IN O R D E R
I mplementation P hase
S3s I mplementation P hase includes establishing features in the w orkplace that make it clear that theres a place for
every thing and that provide visual signals to help people succeed. I t focuses on the need for arranging tools and
equipment in an order that promotes optimum w ork flow.
Having designated locations for all items in the w ork area enables employ ees to take control over their operations.
E mploy ees w ill be able to immediately see if things are out of place and if more materials, supplies, or tools need to be
ordered.
C learly identify a location for each item I ndicate max /min stocking levels
I n order to successfully implement S3, there are common actions that need to be performed.
P lace borders around eq uipment and obj ects that rest on the floor. T his clearly identifies the location of
equipment and also w arns people passing by not to get too close.
U se an address sy stem to identify plant locations, storage areas, and shelf locations.
L abel tools, fix tures, jigs, etc., for easy cross-identification w ith storage location markings.
Where possible, use pictures and graphics to facilitate recognition. E mploy ees can implement this aspect of S3 by
placing parts or images of parts above storage locations or creating shadow profiles on tool boards
( see above image) .
T he steps in S3 Set I n O rder: I mplementation P hase include:
Take before pictures. T his is y our last chance to capture the past before y ou move tow ards the future.
I mplement w orkplace changes. P lan to dodo the plan. N ow is the time to implement y our changes. Be sure to
involve necessary company personnel, such as skilled trades, plant maintenance, engineering, q uality, etc.
Set locations by creating addresses and apply ing labels, markings, and color coding. Verify or create standards for
colors and character siz e before setting in order. See the person in charge of facilities or maintenance for input.
Take after pictures. Take lots of pictures they memorializ e y our success and serve as a valuable company
record.
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JO B A ID - S E T IN O R D E R - IMPL E ME NTATIO N PH A S E
D efinition - Set I n O rder Target O utcome
C reate a w ell-ordered, visually instructive w orkplace. A w orkplace that is visually instructive and is the source
of minimal w aste and human errors.
A ction Steps
1. Take before pictures
2. I mplement w orkplace changes
3. Mark locations by creating addresses and apply ing
labeling, marking, and color-coding
4. Take after pictures
R esources
1. E x isting plant standards for labeling, marking, and
color-coding
2. L abeling supplies
3. Tape for creating borders on w ork surfaces and floors
4. P aint and painting supplies
P rogress C heck
___ "Before" pictures taken
___ P lant Marking standards determined ( see facility, maintenance, or operations manager)
___ 5S team clear on plan ( e.g., goals/tasks/assignments on a flipchart)
___ R eorganiz ation tasks completed ( e.g., eq uipment moved, inventory relocated)
___ Set I n O rder/P lant Marking and I dentification supplies collected
___ Marking and I dentification tasks completed, for ex ample:
__ F loor borders for w alkw ay s, w orkw ay s, and storage locations
__ Work surface borders
__ E q uipment and tools labeled
__ I nventory and finished goods locations marked and/or color coded
__ Tanks, pipes, valves, motors, electrical panels labeled or tagged
___ "A fter" pictures taken
T ips
C reate a work area map before setting locations. C onsider alternatives and draw them on the map to verify
effectiveness. C onsider them thoughtfully before setting locations.
C onsider engaging people outside the work team in setting locations. C onsult mechanics, electricians, and
specialists in sanitation, safety, q uality, production scheduling, and accounting in order to tap their ideas and
resources.
R emember that mechanics, electricians, and technical contractors are stakeholders for y our reset initiative. Make
sure their interests are addressed.
Y our Brady representative is also a great source for Set I n O rder ideas and supplies.
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S 4 S TA NDA R DIZE
D uring this phase of implementation, the team identifies w ay s to establish the improved w orkplace practices as a
standard. T he goal of standardiz ation is to create best practices and to get each team member to use the established
best practices the same w ay.
A ctivity R esponsibility
1 Sweep the entire area at the end of the shift See R otation
2
P ut away any material that was removed from its assigned storage
location
K evin
3
Take empty pallets out of the area and store inan appropriate
location.
Team
4 E mpty garbages as needed at the end of every shift See R otation
5 R estock materials from overflow area when space permits K evin
6 Move full pallets to designated areas away from shipping dock Team
R otation
Schedule
Sw eeping G arbage R emoval
D ay Shift N ight Shift D ay Shift N ight Shift
Monday D iego L uis R udy N orbert
Tuesday L ando N orbert K evin L uis
Wednesday E dw in C urtis R ick C urtis
T hursday R ick L uis D iego N orbert
F riday R on N orbert L ando L uis
I n order to standardiz e, roles and responsibilities must be clearly and consistently applied. T his can be accomplished
through visual controls such as color-coding, flow charts, checklists, and labeling to help reinforce a uniformed
approach.
Managers and supervisors need to commit to the initiative in order to provide guidance, as w ell as to provide general
support to the team. Team members in return must embrace 5S principles and practices in order to help implement
these changes into their w ork area.
A s 5S standards are adopted into each individual w ork area, each locale w ill develop uniq ue approaches and methods
to accomplishing the specified tasks and goals. A ny team member w orking in a specific area must receive training in
that specified approach and method of w ork. Where possible, the tools used to standardiz e and sustain the 5S effort
should be unified across all areas of the plant.
A ction steps for implementing S4 Standardiz e include:
Brainstorm ideas for making the 5S changes standard operating procedure. T hat may mean updating w orkplace
procedures, checklists, j ob aids, diagrams and the like.
U pdate documentation to reflect the changes. I f y our company has an I SO C oordinator, get the person involved to
assure compliance w ith I SO req uirements.
Make sure all stakeholders are aw are of the new standard inform and educate.
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JO B A ID - S TA NDA R DIZE
D efinition - Standardiz e Target O utcome
E stablish standards to maintain 5S improvements. D eveolp procedures, checklists, and other mechanisms
established to maintain a w ork environment that is visually
instructive, has minimal w aste and human error, and is
clean, uncluttered, and organiz ed.
A ction Steps
1. Brainstorm ideas for making the 5S changes standard
operating procedure
2. U pdate documentation to reflect changes
3. Make sure all stakeholders are aw are of the new
standards - inform and educate
R esources
1. Support from those w ho can create documentation, j ob
aids, and visual aids
2. I nformation and approval from those responsible for
maintaining company procedures
3. P oster-making supplies for posting new standards in
w ork areas
P rogress C heck
___ I deas generated for establishing changes as standard operating procedure
___ I nput solicited from those w ho create and maintain plant documentation
___ D ocumentation created or updated, for ex ample:
__ Workplace diagrams
__ F low charts
__ P rocedures
__ Work instructions
__ J ob aids
__ Miscellaneous visual aids
___ I nformation and/or training provided to stakeholders to assure understanding
T ips
N etwork w ith others engaged in the same activity. C ollaborate to establish common approaches for creating
documentation, visual aids, etc.
Tap y our company 's graphics staff or people w ith strong computer skills to help w ith visual aids. P rovide them w ith a
rough sketch or an ex ample from a technical manual or catalog.
I f y our company is an I SO company, be sure to involve y our I SO coordinator to assure compliance w ith I SO
req uirements for postings and documentation.
Having an organiz ed facility marking program ( standards for markings, color coding, etc.) is integral to 5S success.
O therw ise, each 5S team does its ow n thing and the visible effect is a haphaz ard approach that could cause problems
for every one. C onsult y our Brady representative for guidance about an organiz ed facility marking program.
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S 5 S U S TA IN
T he purpose of S5-Sustain is to maintain the momentum generated during the initial event or proj ect. A management
auditing process should be put into practice to ensure that employ ees understand that maintaining the level of
w orkplace organiz ation is a top priority. Management audits should focus on ensuring that the routines and schedules
specified in S4 Standardiz e are being properly maintained. T he audit also provides an ex cellent opportunity for asking
q uestions and providing suggestions that stimulate further improvements.
S ort
5S H ousekeeping S core S heet Site L ocation
A udited: Tech Support - G ood Hope F acility D ate:___________
A uditor:____________________________
N A 0 1 2 3 4 D escription of A rea
1 N o old or unnecessary materials in area.
2 E mpty /unused ribbons/materias are out of the area.
3 F ree of unnecessary eq uipment, furnitre and personal items.
S et In O rder
4 P rinters, batteries and adapters are properly identified and stoerd in designated area.
5 P ortable and benchtop printer cabinets are clean and organiz ed.
6 Movable pritner carts are in proper location.
7 I nventory neat, organiz ed and identified.
S hine
8 Tops of machines, cabinets free of dust and debris.
9 F loors are clean around the w ork area.
10 Benchtop islands are orgaiz ed and free of unnecessary items.
11 Work station neat, clean and organiz ed.
S tandard
12 D amaged or non-functional printers /eq uipment is removed from the area or marked for replacement.
13 E lectrical P anel area unobstructed.
14 F urniture/chairs/desks are in good condition and clean.
S ub
Total
0 0 0 0 0 0
N ex t, the 5S effort needs to be ex panded to other w ork areas. U se the 5Sed w ork area as a model for emulation, and
invite the original 5S team to share their ideas and ex periences w ith employ ees from other w ork areas. Be sure to
publiciz e success stories and provide appropriate recognition to team members. 5S new sletters, display s, and aw ards
are ex cellent w ay s to build employ ee morale and motivation.
F inally, it should be reinforced that 5S is an on-going j ourney. Workers should be encouraged to continue to make
improvements to their w orkplace on a regular basis. T he same w ork area might even be scheduled for a follow -up
5S event six months or a y ear later. C ontinuous improvement must become part of the routine ex pectations and
activities of the w ork day. When improvement stops, the likelihood is that w orkplace organiz ation w ill not j ust stagnate,
but w ill actually deteriorate. To avoid that, keep every one continually looking for w ay s to improve their w ork conditions.
A ction steps for implementing S5 - Sustain
A udit to ensure that processes established during S4 Standardiz ation continue to be maintained.
U se the phase 1 w ork area as a model for other areas to match, and have the original 5S team share their
insights and ex periences w ith employ ees in other w ork areas.
U se new sletters, display s and other communication tools to publiciz e successes and rew ard strong efforts w ith
recognition.
E valuate 5S effectiveness and continue to improve. C onduct regular review meetings to identify additional 5S
opportunities.
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JO B A ID - S U S TA IN
D efinition - Sustain Target O utcome
Monitor, ex pand & refine 5S results A w orkplace that automatically restores order, reglates
activity, and continuously imporves.
A ction Steps
1. Monitor processes established during S4 -
Standardiz e
2 .E x pand 5S efforts to other w ork areas
3. E valuate 5S effectiveness and continuously improve
4. R ecogniz e and rew ard strong efforts
R esources
1. Management audit forms
2. R esources for communication and recogniz ing
successes ( new sletters, display s, aw ards)
3. P resentation tools for sharing best practices w ith other
w ork areas
4. Managment commitment and focus on maintaining the
new standards
P rogress C heck
___ Sustain methods clearly defined, w ith responsibilities and target dates identified
___ Sustain actions implemented, for ex ample:
__ 5S teams benchmark w ith each other and share ideas
__ 5S teams present projected results w ithin the company and to others
__ 5S team results published in company communications
__ 5S teams visit other companies to get new ideas
__ C ompany leaders conduct 5S audits to see accomplishments and opportunities
__ Miscellaneous visual aids
___ I deas generated for continuously improving the company 's 5S approach
T ips
E stablish a calendar for sustaining activities and stick to it. Make it part of the company 's operating
discipline.
I nvolve employees in sustaining 5S improvements. E ngage them in evaluating areas outside their w orkplace,
providing support for other w orkplaces, and in visiting other companies that ex cel.
E stablish a 5S resource center to provide 5S supplies for teams so that they can readily sustain and continuously
improve their 5S results.
A n active management champion and the support of all managers is vital to 5S success.
w w w .gotopac.com
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5S / V IS U A L WO R K PL A C E A U DIT F O R M
DE PA RTME N T:
Number/Name
A R E A :
S upvr:
A U DITO R S NA ME :
Name Shift
DATE :
1
2
3
4
5
S ort Score R emarks
1 I s all machinery and support eq uipment necessary ? 1 or 0
2 A re all tools, gages and instruments necessary or in use? 1 or 0
3 A re all WI P locations necessary or in use? 1 or 0
4 A re all racks, shelves, cabinets, etc... necessary or in use? 1 or 0
TO TA L PO INTS O ut of 4
S et in O rder Score R emarks
1
I s the location for all moveable eq uipment ( including tools and
gages) marked? ( F loor Taped)
1 or 0
2 I s the location for all moveable eq uipment labeled? 1 or 0
3 I s all moveable eq uipment labeled? 1 or 0
4
A re all parts and part containers labeld, in their designated
place, and locations clearly labelled?
1 or 0
5 A re all machines clearly labeled? 1 or 0
6
A re the interior content of all lockers, cabinets, and draw ers
labeled and neatly arranged?
1 or 0
PO INTS O ut of 6
S hine Score R emarks
1 I s the shop floor clean ( including mats and grates) ? 1 or 0
2 A re all machines & support eq uipment clean & free of debris? 1 or 0
3
A re the SP C benches, gage tables, & desks clean and neat
( including items belonging to these locations)
1 or 0
4 A re cabinets clean and free of damage? 1 or 0
PO INTS O ut of 4
S tandardize Score R emarks
1 Standardiz ed cleaning plan/schedule is posted & follow ed? 1 or 0
2 D o gages & instruments have calibration stickers? 1 or 0
3 C ontinuous I mprovement A ctivities are evident and ongoing? 1 or 0
4
A re all crib stock items labeled with part #s and min/max
q uantities?
1 or 0
5
A re the standard responses for missing tools, low er than
minimum q uantities or cleaning activities not follow ed?
1 or 0
PO INTS O ut of 5
S ustain Score R emarks
1 I s all eq uipment ( including tools & gages) in designated place? 1 or 0
2 A re all display boards up to date? 1 or 0
3 A re there ex cess parts in flow racks or in carts? 1 or 0
4 I s the team auditing itself w eekly and posting results? 1 or 0
5 A re gages within the allotted calibration date ( check at least 5) 1 or 0
6 A re all min/max q uantities being correctly follow ed? 1 or 0
PO INTS O ut of 6
TO TA L PO INTS O ut of 25
S C O R E (%)
16
V IS U A L WO R K PL A C E PH O TO G A L L E RY
T he ex amples on these pages are designed to help y ou think about how visual devices can benefit
different aspects of y our lean initiative, improving productivity, profitability, customer satisfaction and
employ ee morale.
V isual O rganization
V isual S tandards
V isual E quipment
17
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V IS U A L WO R K PL A C E PH O TO G A L L E RY
Brady Visual Workplace Solutions from P roduction A utomation
Brady offers products and services that can help y ou implement these ideas and more. F or further information, review
our w ebsite ( w w w.gotopac. com) , or call us at 888-903-0333 .
P roduction A utomation has representatives locally available and ready to support y ou w ith ex pert advice and assistance.
V isual Production / Inventory C ontrol
V isual Metrics / Displays
V isual S afety
w w w .gotopac.com
18
B R A DY L A B E L ING S O L U TIO N S F O R 5S
T he right printing sy stem can be an essential tool for creating an orderly and visually instructive w orkplace, allow ing
y ou to make signs, labels, tags, and more on demand.
Some of the benefits include:
Simple and F ast: Visual devices are q uickly and easily designed onscreen, then printed and automatically cut to siz e.
P rint on D emand: P rint w hat y ou w ant w hen y ou need it. N o w aiting!
E conomical: C reate visuals for significantly less than custom graphics produced at outside vendors.
P rofessional: C reate professional-q uality visuals that are easy to read at a glance.
D urable: O ur standard viny l tape employ s an adhesive that sticks and stay s stuck to even curved and tex tured surfaces
like pipes, w alls, floors, etc. T he thermal-transfer printed images w ithstand moisture, sun, cleansers and chemicals.
Standardiz ed: P redefined templates help promote consistency and ensure that visual devices used across
different cells and sites employ the same standardiz ed look.
G lobalMark

2
Industrial L abeler
PowerMark

S ign & L abeler

MiniMark

Industrial L abeler
H andiMark

Portable
L abeler
IDXPE RT

H andheld
L abeler
ID PA L

L abeling Tool
Tape Width
1
/2 - 4 4 - 10
1
/2 - 4
3
/8 - 2
1
/2-1
1
/2
3
/8 -
3
/4
PC
C onnectivity
Y es Y es Y es Y es Y es N o
Plotter (cuts
text/shapes)
C olor
Multiple spot colors
and process color
Multiple spot
color
Single spot
color
Single spot
color
Single spot
color
Single spot
color
Media Types
I ndoor /outdoor viny l,
repositionable vinyl,
poly tag stock,
magnetic, reflective,
phosphorescent,
tamper resistant,
metaliz ed polyester,
and more.
I ndoor /outdoor
viny l, polyester tag
stock, reflective,
phosphorescent,
polyester and more.
I ndoor /outdoor viny l,
tamper resistant, and
more.
I ndoor /outdoor
viny l,
repositionable
viny l, economy
polyester,
reflective, tamper
resistant
I ndoor /outdoor viny l,
plus wide variety of
specialty materials
including diecuts for
electrical and
datacommunications
marking
Viny l, plus ny lon
clothand polyester
for w ire and cable
marking
MarkWare L eanTools Software
MarkWare L eanTools software makes it even easier to create custom visuals such as signs, labels, and tags on y our
computer. Whether y ou are implementing 5S, Total P roductive Maintenance, Standard Work, or other lean concepts,
MarkWare software helps y ou post critical information right at the point of use. T his gives y our employees the
knowledge they need to workeffectively and efficiently, while supporting and sustaining y our continuous improvement
initiatives.
I mplementing anautonomous, preventative or predictive maintenance program? C heck out MarkWare's new features that
allow y ou to create gauge labels, oil level indicators and other visual equipment controls in seconds!
19
www.gotopac.com
Y es
( C olor & C utonly )
No N o N o N o No
V IS U A L TA PE S & B A R R IC A DE S
Brady also offers a variety of innovative solutions for controlling plant traffic and demarcating facility haz ards,
storage areas and emergency ex it routes. C heck our w ebsite for a w ide selection of:
F loor marking solutions
P osts and chains
F loor stands and sign posts
Barricade tapes
Striped w arning tapes
A ntiskid tape
P hotoluminescent egress markings
B rady can custom print virtually any type of
visual you need, from large signs and banners to
smaller labels and tags. F ast turnaround and
superior workmanship ensures timely delivery
and reliable quality. C ontact Production
A utomation first for any of the following:
C ell I dentification Signs
Banners
I nstruction P lacards
F loor G raphics
E quipment I D P lacards
Safety Signs & L abels
Maintenance &
I nspection Tags
F or more information on visual w orkplace and Brady s identification solutions,
call 1-888-903-0333 or visit our w ebsite. T he Brady visual w orkplace w ebsite
is a great source for visual w orkplace ideas, best practices and solutions,
providing easy one-stop access to w ide range of ex ample photographs,
articles, online demos, plus information on upcoming and past w ebcasts.
www.bradyid.com/visualworkplace
Brady Worldw ide, I nc.
6555W. G ood Hope R oad
Milwaukee, WI 53223
1-888-250-3089
w w w.bradyid.com
Brady C anada
355 A pple C reek Blvd.
Markham, O N L 3R 9X7
1-800-263-6179
w ww.bradycanada.com