Corporate Training Program

5S

Trainer: Er.Ashish Saxena

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 Program Module
(Module-1) Introduction (Module-3) 5S and Teamwork
 The 5S's  5S evaluation team
 Benefits of 5S  5S Photography Team
 How 5S Eliminates Waste
 5S Mapping Teams
 Red Tag Register & 5S
(Module-2) Putting 5S to work Board
 Sort
 Red Tag Movement (Module-4) 5S Project
 Set in order  Executing the Project
 Visual Tools  Management Presentation
 Shine
 Standardize
 Sustain

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The Participants will Learn
 How 5S improves the workplace.
 Why 5S makes the tasks easier.
 How to sort through the junk waste.
 Finding the optimum location for each item.
 Standardizing your work to avoid errors.
 "How clean is clean?" and why Mother was
right.
 How to evaluate a workplace.
 Photos and Mapping For Efficiency
 Using the Red Tags to eliminate junk.
 How to keep from backsliding.
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 What is Industry ?
Input Output
Industry

Man-power Products
Machines Services
Materials
Methods
(4M’s)
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What are evaluation criteria
for the output ?
Q, C, D
Input Output
Industry

Q: Quality
C: Cost KAIZEN
D: Delivery action
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 KAIZEN is a feedback.

Input Output
Industry

KAIZEN
action

KAIZEN is a corrective action.

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 Introduction
 What is Housekeeping
 The 5S's
 Benefits of 5S
 How 5S Eliminates Waste

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Housekeeping

“Housekeeping does not mean only cleanliness,

it means much more than only cleanliness”

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It means cleanliness, tidiness and much
more……

i.e.
“Place for every thing
&
Every thing in it’s place”
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Why Good Housekeeping

Safety Productivity
Clean
Quality Environment
Good housekeeping
promotes

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How does good housekeeping help?

Get
Inventory Why Low
rid
of Do inventory
of
every We means less
unwanted
item need cost
material

Place for every thing

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How does good housekeeping help?

Improved
Identification Discipline Searching
System productivity
In Time and
in the the Is
department high
department eliminated morale

Every thing in it’s place

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Therefore, the first step towards good
housekeeping will be to identify

if there is a place for every thing in the

department,

and if every thing is in it’s place.

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 Employee Involvement in Housekeeping

Employees can help by:-

Remembering the value of their own housekeeping
efforts.
Treating the workplace as their second home i.e.
making sure that it is clean, safe and comfortable.
Being aware of their own attitudes and habits.
Becoming members of housekeeping teams responsible
for communal areas.
Identifying ways to make housekeeping easier.
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 The Practice of Good Housekeeping
 Many people think that housekeeping should be done by
housewives at home, and cleaners at work. They do not
realize that they, too, play an important part in keeping their
houses/workplaces clean.

 More importantly, they do not know how much they can gain
for themselves by just practicing good housekeeping.

 Whether you work in an office, the factory, the warehouse,

the laboratory or any other place, housekeeping is relevant
to you.

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Why do 5S ?

We don’t have enough space!

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Why do 5S ?

I can’t find what I’m looking for!

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What is 5S ?

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5S stands for 5 initials
of the following Japanese
words:

1. Sei-ri (Organization)
2. Sei-ton (Set in Order)
3. Sei-so (Cleaning)
4. Sei-ke-tsu (Standardization)
5. Shi-tsu-ke (Self-discipline)
5S OSCSS
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 Translation
Japanese Translation Conversion

Seiri Organization
Sort
Seiton Neatness
Set in Order
Seiso Cleaning
Shine
Seiketsu Standardization Standardize
Shitsuke Discipline Sustain
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Housekeeping:- Kitchen Story
5S is like cleaning out your Kitchen.
 Clear everything out, make piles (Sort-Seiri)
 Organize the things that you are going to keep or
want to dump (Set in order-Seiton)
 Clean top to bottom, fix or repair as needed
(Shine-Seiso).
 Keep right things at right places
(Standardize-Seiketsu).
 Practice it always (Sustain-Shitsuke)
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5S Explanation

Sort

When in
doubt,
move it
out-
Red Tag
technique KCMT,Bareilly 22
 5S Explanation

Sort Set in
order
When in A place
doubt, For
move it everything
out- and
Red Tag everything
technique in its place KCMT,Bareilly 23
 5S Explanation

Sort Set in Shine

order
When in A place Clean and
doubt, For inspect
move it everything or
out- and inspect
Red Tag everything through
technique in its place cleaning.
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 5S Explanation

Sort Set in Shine Standardize

order
When in A place Clean and Make up
doubt, For inspect the rules,
move it everything or follow and
inspect
enforce
out- and them.
Red Tag everything through
technique in its place cleaning.
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 5S Explanation

Sort Set in Shine Standardize Sustain

order
When in A place Clean and Make up Part of
doubt, For inspect the daily
move it everything or rules, work
inspect
follow and
out- and and
through becomes
Red Tag everything enforce the habit.
technique in its place cleaning. them.
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 SORT SET IN
(Organization) ORDER
(Orderliness)
Clearly distinguish Keep needed items
needed items from in the correct
unneeded items SUSTAIN place to allow for
and eliminate easy & quick
(Discipline)
the latter retrieval
Make a habit
of
maintaining
This is the Keep the
established
condition we procedures workshop
support when swept and
we maintain the clean
first three pillars
STANDARDIZE SHINE
(Standardized (Cleanliness)
Cleanup)

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The 5S Ladder
Sort
Set in order Visible and
Shop floor
Practical
Led
Shine

Standardize
Cultural
Management
Led Sustain

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Benefits of 5S

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 Importance of 5S

Prevent errors
QUALITY

Eliminate wastes
PRODUCTIVITY

Prevent accidents
SAFETY
Eliminate maintenance
EQIPMENT RELIABILITY breakdowns
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Benefits of 5S
 Teamwork and discipline
 Organized workplace
 Safer work environment
 Reduces stress
 Impresses customers
 Reduces waste
 Better handle on costs
 More pleasant place to work
 Supports other Building Blocks of Lean
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According to a survey conducted by the Hong Kong
5S Association, and another by Andrew Scotchmer,
the benefits from applying 5S include:

 Improved Quality  Dynamic Teamwork

 Improved Productivity  Higher Staff Morale

 Improved Efficiency  “Can Do” Culture

 Improved Safety  Lower Operating Costs

 Improved Delivery  Professional Image

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How 5S Eliminates Waste (Types of waste)

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Method of identifying waste
SORTING

SCRAP NOT IN WORKING ORDER IN WORKING ORDER

Reworkable Rejected Necessary Unnecessary Usable Item

Rework Discard Repairable Unrepairable No Potential Use Potentially Useful Req Spl Disposal

Usable Item Repair Discard Discard Move to Req Arrange

Location Disposal

Usable Item Usable Item Discard

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 Putting 5S to work
 Sort
 Red Tag Movement
 Set in order
 Visual Tools
 Shine
 Standardize
 Sustain

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1S

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 1S Sort…. Seri….Organization…

Dictionary definition:-
To put things in order (or organize them) according to a
specific rule or principle.
• Alphabetical Order A, B, C, D, ….. Z
• Numerical Order 1, 2, 3, 4, ……

Industrial definition:
To distinguish between necessary things and
unnecessary things, and getting rid of what you do not
need.
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1S Sort…. Seri….Organization…

 The first 1S focuses on eliminating unnecessary items

from the workplace.

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 1S Sort…. Seri….Organization…

Definition:-
Remove from the work place
 All the supplies, materials, tools and paper work
not required for doing the work.
 It is the waste, by-products, empty containers,
papers and information generated that is no longer
necessary.

When in doubt, move it

out!
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 1S Sort…. Seri….Organization…

Meaning
Sort:
 Separate what is needed and what is not needed,
and keep only those things that are needed in the
workplace.
 Discard unnecessary items.
 Something used once a year would not be an everyday
item.
 And we would not necessarily need all of the everyday
items at once; but if lost, a replacement would be
necessary.
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 1S The Key to Sorting
 Sort does not mean that you throw out only items that
you are sure you will never need.
 Nor does it mean that you arrange things into neat,
straight patterns.
 When you sort, you leave only the bare essentials.

When in doubt, throw it out!

 Even after neatly arranging our tools, the proper tool can
be difficult to find if we haven’t eliminated those which
we don’t need.
 If we don’t get rid of things, we may not have room for
the stuff we do need.

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 Three Questions To Ask During
Sort
1. ―What do I NEED at my workstation
to do the required tasks?‖
2. ―How much do I NEED at my
workstation to complete my job
every hour/shift/day?
3. ―Are there any OBSTACLES within
my work area?‖

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 1S Wastes Avoided by Implementing Sort

1. Waste of Space, including shelves and cabinets.

2. Waste of inventory when parts and products become
unusable and obsolete.
3. Waste of time in having to move things around and
search for parts.
4. Waste in control of unneeded items.
5. Waste of time during inventory.

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 1S Method
Step-1

Make a clear standard for deciding what is necessary

Things used once in a day Things used once a week

Place close to area of use Place close to the process

Things used once in 2 months Things we don’t know if we’ll use

Place close to the plant Place in a temporary storage

(If not used in one year, take further measures - throw away.)
Things not used Throw away

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1S Method
Step-2
Choose a work area where success is sure;
schedule a red tag event and have associates
straighten up according to the standard

Decide on the spot, implement on the spot

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1S Method
Step-3

Audit Committee regularly checks for

compliance
• Inspect frequently and without advance notice

• Evaluate the workplace; provide feedback to the

associates regarding what is to be kept and what
is to be discarded

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1S Method
Step-4
Make sure that no unneeded things are
brought into the plant.

• Do not create storage places for unneeded

things.

• If it doesn’t have a storage place, we’ll know it’s

unneeded

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 1S Examples
We don’t need things we can’t
We don’t need things we don’t
use.
use
• Worn out gloves, sand paper, etc.
• Inventory, components of products
• Worn down drills, taps, and
not being made, or unfinished parts
punches
• Old prototypes or samples
• Inaccurate micrometers, calipers,
and other measuring tools
We don’t need a product we
Are rejects lined up with good can’t sell
parts? • Things whose design has become
• As soon as rejects are found, put outdated.
them in the reject area. • Things made in excess, due to
• Remove defective parts from the mistaken expectations
work cell at the end of every shift • Things unable to be sold because
they have rusted or rotted

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 1S Examples
We don’t need things that slow
us down
• Doors which must be opened or
closed transporting products to the
subsequent process?
• If structurally possible, consider
removing the doors and walls
• Does the process add value?

We don’t need an excess of

assembly parts
• Have you ever thought, are those
parts necessary?
• Assembly time can be compared to
the number of bolts

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Beware of excuses when sorting!
 ―We may need it!‖
―When we need it, we will not be able to
get it!‖
 ―There is a cost to throwing this away!‖
 ―It took a long time to prepare it!‖
 ―It cost a lot to prepare it!‖
 ―What if we get busy?!‖

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Red Tag Movement

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 What is Red Tag Strategy

“The Red Tag Strategy is a simple

method for identifying potentially
unneeded items in the workcell,
evaluating their usefulness, and dealing
with them appropriately.”

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Conduct a “Red Tag” exercise
Objectives for Red-tagging
– Determine exactly what items are
required in the work area to do the required
tasks
– Determine the minimum and maximum
quantities that should be stored in the work
area.
– Determine the off-line storage location
for items that are seldom used.
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If you don’t use it, move it!

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 Red Tag Targets

Inventory Equipment Physical Areas

Raw Materials Machines

Procured Parts Floors
Jigs / Tools
In-Process Shelves
Bits / Gauges
Inventory Walkways
Tables,
Finished Parts Operation Areas
Computers

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Is the item needed every day?
Place close to area of use.

Is the item needed every week?

Place close to the process.

Is the item need every couple of months?

Store away in a convenient place

Do we know if we use the item or not?

Place in temporary storage.

Is the item never used?

Throw away

Stop bringing new, unneeded items into

the workcell!

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An effective visual method to identify these unneeded items is called red tagging.
A red tag is placed on all items not required to complete your job.
These items are then moved to a central holding area.
This process is for evaluation of the red tag items.
Occasionally used items are moved to a more organized storage location
outside of the work area while unneeded items are discarded.

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Setting up a Red Tag Holding Area

 Determine a location for the

Red Tag Holding Area.
 Set up the Red Tag Holding
Area and put up a Red Tag Holding
Area sign.
 Identify a Red Tag Holding
Area manager.
 Write and post rules and standards
for the Red Tag Holding Area including
item disposition rules.

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 Red Tag Example
Fill out red-tag for • Item # 10
each type of item • Item Description: Old Manuals
–Item classification • Location: LOCK ROOM 1
–Item ID and quantity • Reason for Red Tagging: Obsolete
–Reason for red tagging • Red Tagged By: Mohan Jain
–Work area • Date: 1/15/2006
–Date
–Value (optional)
 If you have multiple
quantities of the
same item, only fill
out 1 red tag.
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Red Tag “in action”

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Red Tag “in action”

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Red Tag “in action”

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 Potential Failure Point #1
The area looks good now.
We removed truck loads of stuff and now have
all of this extra space.
We don’t need to go forward with the
next four steps.

If you stop now, freed up space will be

squandered and unnecessary items will
creep back into the area.
KCMT,Bareilly 63
 Results of Sort
• Creation of extra work space
• Safety improvements
• Process improvements
• Sample flow becomes more visible
• Feels like a better (less clutter) place
to work
• Quality improvements

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2S

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 2S Set in Order... Seiton…Orderliness

Definition:-
 Every piece of equipment, storage location,
consumable, tool, etc. in the workplace must have a
home.
 Arrange and identify everything for ease of use.

―A place for everything, and

everything in its place‖
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 2S Set in Order......

Meaning
 Neatly place and identify needed work items. Designate a
place for every needed item so that anyone can find it
 Always put things back in their designated spots
 Make it so that new employees, people from other companies,
or people who seldom come to the plant can find things easily
 Design a storage place that is well marked so that necessary
items can be taken out quickly and used easily
 Create storage space that makes it easy to return things to
their places and see if they’re missing
 If things are in order, time wasted due to searching is
eliminated.

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2S Wastes Avoided by Implementing Set-In-Order

1. Waste of time searching for parts or tools

2. Waste from stopping the process
3. Waste from replacing lost items
4. Waste caused from changing plans
5. Waste from late deliveries

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 2S Method
Step-1

Straighten up thoroughly

• Never straighten up anything you do not need; just get rid of

it
• Within the work area, store only the necessary minimum
• Decide whether each item is a personal possession or a
group possession

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2S Method
Step-2

Decide on where to place things

• Decide on a convenient place in the work
area to place things
• The more it’s used, the closer to the
process you place it

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 2S Method
Step-3
Decide on how to place things
• There are many different ways of storing things such as: shelves,
boxes, lockers, and hanging. Storage should display items clearly for
easy identification and access. We welcome any ideas from each work
area.
According to function: storage places for objects with the same
function
According to product: organizing a set of objects necessary for a
certain product and placing them in one container or location.

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2S Method
Step-4

Display
• Locate display in the storage area
• Display the actual item to be stored
• Label and identify the storage location of
each item
• Sign-out sheets can be used to keep track
of items

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 2S Examples
Put things so that anyone can find them
• Post a list of articles (names, pictures)
• Make things easy to take out. Even a nicely made tool board can
• make things hard to take out or even cause an injury if it’s too
• crowded. So, leave plenty of room.
• Enter the name of the person who is responsible for the articles.

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 2S Examples
Arrange Equipment for easy access to parts by
operator

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 2S Examples
Standardize by taking pictures, drawing sketches, and
marking floor so everyone knows where the equipment
belongs.
• Use shadow boards to standardize location of hand tools
• Place Shadow boards for easy access of tools by operator
• Mark addresses on both racks and totes
• Designate location and label it for all materials
• Use bins as signals for production when possible

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 2S Examples
Here’s how to store parts and in-process inventory
• Place parts according to kind, and make the amount easily seen
• Make first in, first out possible
• Make the area only big enough for the necessary amount
• Make it so that when there are too many parts, they protrude from the
area. This way anything abnormal can be discovered
• After everything’s put in order, post written standards in the area and train
everyone in the workplace

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Visual Tools

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 Visual Tools
• Those working in a value stream can easily
see upstream and downstream process steps
and can react quickly to issues
• Supervisor/lead can easily monitor entire
process and can quickly react to issues
• Operational metrics visible, real-time, to
operators
• Andon lights or mailbox flags indicate state of
equipment
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KCMT,Bareilly 79
 Standardize - Visual Control
•Use visual controls to
identify standard
methods for 1S, 2S,
and 3S
• Standards for Waste
are clearly displayed
• One sign each to
identify what goes
where

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 Standardize - Visual Control
• Standardize each storage
location if similar storage
locations exist for a single
process
•Reduces confusion for
people that work in
the area

This picture is also posted on the cabinet door as a reminder

of how the standard locations should look.
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 Visual Tools
1. Border- sets boundaries, areas
2. Home address- tells what item belongs
inside the border
3. Label- tells what the item is and where it
belongs

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 Border
• A line around an item
to identify its
area/boundaries.
• traffic lanes
• stationary items
• mobile items
• walkways
• surface items

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Border

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 Home address
• A sign at the item’s home. It should
include:
• item name
• location wrench
38-91
• picture/silhouette of item (opt.) 4in.
Drive
Shaft
Cell

KCMT,Bareilly 85
 Label
A sign on the item. It should include:
• name of item
• item’s home location

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3S

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 3S Shine…Seiso….Cleanliness…

Definition:-
 tool
 piece of equipment is swept, cleaned and free of
 square foot on the floor grim, dirt and grease,
 working surface
properly painted & sealed,
 writing surface
and kept that way
 piece of furniture
 Wall
 rest area ,meeting place, storage place

―If it doesn’t get dirty, it doesn’t have to

be cleaned.‖
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 3S Shine…Seiso….Cleanliness…

Shine: “ Clean with a purpose and always

maintain a clean and shiny work place.‖

Ensuring equipment is in usable condition is the primary

purpose of shine.
• Get rid of all garbage and dust from the work area
• Clean everything from the floor, the walls, the ceiling,
and even the opposite side of the fluorescent lights or
the inside of cabinets

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 3S Shine…Seiso….Cleanliness…

• All machine equipment, shelves and lockers also must be cleaned

• Especially today, since high quality and high value added products
are being developed and produced, even a small amount of dirt or
dust can cause rejects. No matter how advanced the machines are, if
they are not being cleaned thoroughly, it won’t mean a thing.
Cleaning up (Shine) does not mean just to clean; it should be
recognized as a vital part of the manufacturing process
• Polish the machinery every day so that our equipment really shines
• Never just paint over the dirt on machines. Don’t mistakenly think
that if it looks clean, it is clean.
• Thoroughly polishing the machines and equipment every day will
allow any little abnormalities to be discovered. This is called a clean-
up examination.

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 3S Method
Step-1

First, get rid of all that dirt

•Use the top down cleaning method – clean from the
ceiling to the floor
•Clean thoroughly with a broom, mop, and a dust cloth
•Make sure that the office staff and the leaders participate.
They should use the brooms, too!

KCMT,Bareilly 91
3S Method
Step-2

Correct any issues uncovered by cleaning up

• A bumpy floor makes transport difficult, it

scratches the products, and is not safe
• Is there any trouble with any of the machinery?

KCMT,Bareilly 92
3S Method
Step-3

Pinpoint the root cause of dirt and cut it off

at the source.
• Are you cleaning every day, but are still unable to keep
things clean?
• Pinpoint the root source of the dirt and take corrective
measures so that dirt does not occur
• Conduct a Kaizen project with local operators to locate
the root cause of the dirt; decide how to prevent it and
keep the areas clean.
KCMT,Bareilly 93
3S Method
Step-4

Make up a standard cleaning

chart with areas and responsibility
assigned and implemented
every day without fail

KCMT,Bareilly 94
3S Examples

First, start with some Shine (cleaning)

tools

• Are there any dirty dust cloths or mops hanging up?

• Are there any brooms that can’t be used?
• Also, manage brooms and mops by keeping a
certain fixed number of them

KCMT,Bareilly 95
 3S Examples
During periods of work stoppage, everyone can
help make our area shine. A first stage starts with
deciding on boundary lines.

• Borderlines on the floor are distinct

• Boundary lines on the floor organize traffic within the plant
• Things are at right angles and parallel
• Nothing is to be placed on the line
• Redraw faded lines. Faded or dirty lines are a source of accidents
and are dangerous

KCMT,Bareilly 96
 3S Examples

Make sure product chips and scrap don’t

scatter out from the process

• Don’t leave scattered bits of material lying around

• Scraps left lying can pierce an associate’s or customer’s
shoe
• Use trays or tables to catch chips or scrap

KCMT,Bareilly 97
 3S Examples

Make it clear who is responsible

• Everyone knows his or her responsibility.

• Conduct a morning meeting and designate an
owner

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 3S Results of Implementing Shine

• Cleaner & more satisfying place to

work
• Quality improvement
• Safer place to work (fewer accidents)

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4S

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 4S Standardize…Seiketsu

Standardize:
Become a role model for adhering to the standards of
the first three S’s and encourage others to follow them.
Make rules and procedures to promote a good work
environment until the first three S’s become everybody’s
second nature.
• Once the need to standardize becomes part of the
culture of our workplace, everyone in the plant will have
the discipline to follow through on what has been
decided.

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 4S Standardize…Seiketsu

Some people may say:-

• “Even if our company does the 5-S, it will never
work because the basics of the job are not even
being done”
• “Even if we make a tool board, no one returns
things to where they belong.”
• “Even if we decide on a place to put parts, it is
only followed for the first two or three days!

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 4S Standardize…Seiketsu

If we consistently use the

first three S’s — Sort, Set-In-Order, and Shine;
we will find it easy to standardize
our work methods and continuously
improve our efficiency and productivity.
We will follow through on planned
procedures each and every time.

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 4S Standardize…Seiketsu
STANDARDIZE
• Design
• I will design a product that has been decided, in the way that
it has been decided, on the day that it has been decided.
Production Work Place
• I process the designated material, with the designated
machine, following the pre-determined methods

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 4S Standardize…Seiketsu
Materials
• I procure the decided materials, on the designated day, at the
decided price
Shipping
• I deliver the designated product on the decided shipping date
to the designated place.
Process Management
• I do the production and manpower plan by the decided
delivery date, following the decided rules.

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 4S Examples

Make it clear who is responsible

• Everyone knows his or her responsibility.

• Conduct a morning meeting and designate an
owner

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5S

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 5S Sustain.. Shitsuke….Discipline

Definition:-
 Create and maintain a favorable 5S atmosphere in the
work place.
 Both management and operations have the responsibility
for sustaining 5S’s

―Create an atmosphere that encourages

everyone to think about 5S everyday..‖

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5S Method
Step-1

Maintain 5-S awareness

• We need to be continually motivated to improve the
company and promote the 5-S program.
• Distribute a 5-S newsletter, 5-S posters, 5-S awards,
5-S motto, 5-S Day — always continuing to inspire
fresh, new enthusiasm
• Develop a trigger for implementing Improvement
activities

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 5S Method
Step-2
Create opportunities to improve the 5-S
Group tools to use are:
• 5-S observation tours
• Continuing Kaizen workshops
• Team and Management Audits using Workplace
Organization Tool
• Team and Management Audits using Cleaning and
Lubrication Standards and Visual Work Instructions

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5S Method
Step-3

Create motivation for 5-S

• Motivation at the workshop level
• To what level has our company progressed in the 5-S
program? What is our goal?
• Promote the idea of how much more the 5-S level of the
company as a whole needs to improve to pass our
competitors
• Take a video/pictures of our area every 6 months and
compare to see improvements
.
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Thank You

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