5s’ MANUAL

Introduction:

5S is the name of a workplace organization methodology that uses a

list of five Japanese words which, trasnlitered and translated into English,
start with the letter S. This list is a mnemonic for a methodology that is often
incorrectly characterized as "standardized cleanup", however it is much more
than cleanup. 5S is a philosophy and a way of organizing and managing the
workspace and work flow with the intent to improve efficiency by eliminating
waste, improving flow and reducing process unevenness.

What is 5S?

5S is a method for organizing a workplace, especially a shared

workplace (like a shop floor or an office space), and keeping it organized. It's
sometimes referred to as a housekeeping methodology; however this
characterization can be misleading, as workplace organization goes beyond
housekeeping (see discussion of "Seiton" below).

The key targets of 5S are improved workplace morale, safety and

efficiency. The assertion of 5S is, by assigning everything (that is needed) a
location, time is not wasted by looking for things. Additionally, it is quickly
obvious when something is missing from its designated location. Advocates
of 5S believe the benefits of this methodology come from deciding what
should be kept, where it should be kept, how it should be stored and most
importantly how the new order will be maintained. This decision making
process usually comes from a dialog about standardization which builds a
clear understanding, between employees, of how work should be done. It
also instills ownership of the process in each employee.

Another key distinction between 5S and "standardized cleanup" is

Seiton. Seiton is often misunderstood, perhaps due to efforts to translate into
an English word beginning with "S" (such as "sort" or "straighten"). The key
concept here is to order items or activities in a manner to promote work flow.
For example, tools should be kept at the point of use, workers should not
have to repetitively bend to access materials, flow paths can be altered to
improve efficiency, etc.

Topics to be covered:

Prepared by: Enrique Flores-SQE

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 • 5S
• Visual Management
• Workplace Organization

Goal: By the end of this module participants should be able to:

• Discuss what constitutes a 5S program

• Discuss the main concepts and benefits of workplace organization
• Develop a detailed plan for implementing each step of the 5S process
• Explain the difference between Visual Controls and Visual Displays
• Identify examples of visual management and workplace organization
techniques

Examples of Techniques Used To Implement Lean Manufacturing

• Small Lot Production

• Quick Setup
• Total Productive Maintenance
• Standardized Work
• Continuous Improvement Activities
• Containerization
• Level Scheduling
• Machine and Process Capability
• Containerization
• Level Scheduling
• Machine and Process Capability
• Variation Reduction
• Error Proofing
• Pull Systems
• Supplier Rationalization
• Supplier Development
• Transportation in demand

Techniques to Reinforce Full Utilization of Workforce:

• Flexible workforce -varying the number of workers to match changes

• Creative thinking or inventive ideas -capitalizing on worker
• Suggestions
• Job rotation

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 • Proper layout
• Versatile and well trained worker
• Job rotation
• Proper layout
• Versatile and well trained worker

Realization of Full Utilization of Workforce:

• Continuous evaluation and periodic revision of standard operations to

accomplish a task”
• Safe, clean and neat

What Is Workplace Organization?

• “The manner in which we organize the things we have made available

• Place for everything, everything in its place (Go APE – “A Place for
Everything”)
• Only what is needed to support the employee
• Readily apparent and easily understood visual and audio signals
• Efficient communication
• Make problems visible!
• Operator focused
• Synchronous and ergonomic assist devices
• “Management at a Glance”
• Operator focused
• Synchronous and ergonomic assist devices
• Indicate normal or abnormal conditions
• Action needed to ensure high quality
• Manage in real time (not by reports)
• Manage the exceptions
• Maintain discipline to execute consistently
• Improved safety and ergonomics; hazards identified
• Material fits in work station
• Designated storage for each part

What Are Benefits Of WorkplaceOrganization?

• Easy to count inventory

• No waste looking for forms, procedures, parts, tools, drawings
• Easy to look at minimum/maximum inventories

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 • Best practices documented to insure repeatable quality
• Eliminate congestion and clutter; simplification
• Easy to look at minimum/maximum inventories
• Best practices documented to insure repeatable quality
• Eliminate congestion and clutter; simplification

What Are Benefits Of WorkplaceOrganization?

• First step in compression of operations Manufacturing

• CLEAN and SAFE work environment

5S -Workplace Organization

• 5S Standards are the foundation that supports all the phases of Lean
• Strength contingent upon employees/company committed to
maintaining it
• You set the goals high and accept nothing less
• Maintaining these standards should be a condition of employment

Foundation of Lean -5S Overview

5S is the starting point for ALL improvement activities!

Japanese Literal Translation English Equivalent

Step 1: Seiri Clearing up Sorting

Step 2: Seiton Organizing Storage

Step 3: Seiso Cleaning Shining

Step 4: Seketsu Standardizing Standardize

Step 5: Shitsuke Training & Discipline Sustaining

DEFINITIONS:

Step 1: Seiri Clearing up Sorting

Definition: Sort out necessary and unnecessary items

Sorting: Decide On What Is Needed

• Store often used items at the

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 • work area,
• Infrequently used items away
• from the work area
• Dispose of items that are not
• needed

Why:

• Removes waste
• Safer work area
• Gains space
• Easier to visualize process
• Things to remember
• Start in one area, then sort through everything
• Decide On What Is Needed
• Discuss removal of items with all persons involved
• Use decontamination/environmental/safety procedures
• Items that cannot be removed immediately should be tagged
• Use movers and riggers, if necessary

Step 2: Seiton Organizing Storage

Is This Item Needed?

Definition: Arrange all necessary items, have a designated place for

Storage: Arranging The Workplace everything

Why:

• Visually shows what is required or is out of place

• More efficient to find items/documents (silhouettes/labels)
• Saves time, not having to search for items (point of use)
• Shorter travel distances (motion)
• Things to remember
• Keep things used together,
• kept together

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Arranging the Workplace

• Use labels, tape, floor markings, signs, shadow outlines

• Sharable items keep at central
• location (eliminated excess)

Step 3: Seiso Cleaning Shining

Definition: Keeping areas clean on a continual basis

Shining: Sweep and Cleanliness

Why:

• A clean workplace is indicative

• of a quality product and
• process
• Dust and dirt cause product
• contamination & potential
• health hazards
• Helps to identify abnormal
• conditions
• Things to remember
• ‘Everything in its place’ makes

Sweep and Cleanliness time available for cleaning:

• Use a plant layout as a visual

• to identify individual
• responsibilities for cleaning
• Eliminates “no man’s land”

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Step 4: Seketsu Standardizing Standardize

Definition: Doing things in a consistent way

Why:

• Maintain the workplace at a

• level which uncovers and
• makes problems obvious
• Continuously improve our
• plant by continuous
• assessment & actions
• Sustain sorting, storage and
• shining activities every day

Standardize:

• Things to remember
• Neat enough for visual
• identifiers to be effective in
• uncovering hidden problems
• Develop a system that will
• enable anyone in the
• workplace to see problems
• when they occur

Step 5: Shitsuke Training & Discipline Sustaining

Definition: To maintain our discipline, we need to practice and repeat

Sustaining: Trained & Disciplined Culture

• Things to Remember
• Develop schedules, check lists
• Good habits are hard to break until it becomes a way of life
• Commitment and discipline

Why:

• Toward housekeeping is to build 5-S’s into our every essential in taking

the first step

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 • day process in being World Class
• A cleaner workplace is a safer workplace and ourselves

Benefits of 5S Implementation:

• Contributes to how we feel about our product, process, our company

• Provides a Customer Showcase to promote our business
• Product Quality will improve
• Efficiency will increase

So, Why Don’t We Just Do It?

• It is a habit issue
• Discipline exists only if there is commitment on all levels
• A well organized 5S program delivers significant bottom line results
with minimum investment, so…

Some 5S Focusing Tools

• Before & After photographs

• Improve area by area, each one totally
• Clear responsibilities
• Daily cross-department tours
• Schedule ALL critical customers to visit
• Regular assessments & “radar” metrics

“RED TAG TECHNIQUE”

• Identify potentially unnecessary item Mark with a red tag

• The Red Tag Technique: VisualClearing/Sorting
• Anybody can see clearly what may be eliminated or moved
• Is it needed?
• In what quantity?
• Where should it be located?
• Review with all employees
• The use of red tags can be one secret to a company’s survival
• These items are NOT personal possessions
• They are company possessions
• Question the need for everything

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Tips for Tagging

• Tag anything not needed

• If in doubt, tag it!

Red Tag Technique

1. Establish rules for distinguishing between what is needed and what is not

2. Identify needed and unneeded items and attach Red Tags to all potentially
unneeded items. Write specific reason for Red Tagging and sign and date
each tag

3. Remove Red Tag items and temporarily store them in an identified holding
area

4. Sort through Red Tag items; dispose of those which are truly superfluous.
Other items can be eliminated at agreed upon interval when it is clear that
they have no use. Ensure that all stakeholders agree

5. Determine ways to improve workplace so that unnecessary items do not

accumulate

6. Continue to Red Tag regularly

Checkpoints: Procedures for Implementing the Red Tag Technique

List unnecessary stock, by dividing into dead stock and sleeping stock

Move or eject any items which hinder the implementation of 5S activities

DEALING WITH RED TAG ITEMS & EVALUATION

• Participants
• Period
• Point
• Stock
• Facilities
• Spaces
• Manufacturing
• Materials
• Management

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 • 1-2 months
• Ensure workers never hide unnecessary items
• Raw materials
• Parts
• Products
• Machines
• Equipment
• Jigs and tools
• Molds
• Carts
• Desks
• Floor
• Shelves
• Storage
• Clarify standards for unnecessary items, e.g., “NO TAG” for items to be
used within the next Month; “TAG ON” for items not to be used within
the next month it’s important that everybody can see them at a
glance!
• A4 size red paper
• Include name of item, quantity, reasons, etc.
• Don’t let people directly concerned attach them!
• Listen to no excuses!
• Be strict about it!
• Attach tags to any doubtful item!
• The number of tags indicates checking
• Efficiency, not failure!
• STARTING POINT
• DISTINGUISHING RED TAG ITEMS
• FIXING RED TAG STANDARDS
• PRODUCTION OF RED TAGS
• ATTACHING TAGS

Checkpoints

• Procedures for Implementing the Red Tag Technique

• List unnecessary stock, by dividing into dead stock and sleeping stock
• Move or eject any items which hinder the implementation of 5S
activities

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 Prepared by: Enrique Flores-SQE
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Implementation of 5S -Point Photography

• The practice of taking pictures at the same position of the workplace

• before and after the application of 5S
• This is one of the deliverables for the next training session
• Implementation Of 5S -Point Photography
• The practice of taking pictures at the same position of the workplace
• before and after the application of 5S
• This is one of the deliverables for the next training session
• Before
• After

5s’ SCORE by Section (S1, S2, S3, S4, S5) :

0 = Poor (Unacceptable)

20 = Marginal

40 = Satisfactory

60 = Good

80 = Excellent

100 = Operating Room Conditions (World Class Environment) !

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 THE 5S OBSERVATION SUMMARY

SHIFT: __________________ AREA:

____________________________

Two noted 5S successes: A)

______________________________________________________
B) _______________________________________________________

Score Results: ___________

Current situation Score: ___________________ desired situation Score:

___________________

Five priority areas needing attention:

1 ____________________________________________________________________________

2 ____________________________________________________________________________

3 ____________________________________________________________________________

4 ____________________________________________________________________________

5 ____________________________________________________________________________

5S target objective: 100 %

5s’ObservationSummary_____________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________

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 5s’ RADAR CHART METRIC
Example:

AREA________________________ AUDITOR____________________
DATE________________
RESPONSIBLE__________________

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Blank Sheet:

AREA________________________ AUDITOR____________________
DATE________________

RESPONSIBLE__________________

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Montlhy Report:

AREA 5s’ Date 5s’ Observati Actions Due Averag

Leader Score ons Date e last 5
Week
weeks
of
RMAs Marc Sept 60% Missing To Sept 50%
M. 01 ID’s complete 15th
Material
Identificati
on
ANCILIA
RY
100

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5S Implementation Guidelines Summary

1. Take pictures of the current situation. Use this for comparison after 5S

2. Eliminate unnecessary items from the work place (Red Tag)

3. Cleaning Standards -Who, What, Where, When?

4. Cleaning Targets -storage areas, equipment and surroundings

5. Cleaning instructions -How to clean?

6. Daily, weekly, monthly schedules for cleaning

7. Follow check sheets and audit your compliance through inspection tours

8. Visual “One Step” marking for organizing and returning things to its proper
place

9. Make 5S a habit -reinforce daily participation

10. Make and communicate 5S slogans to remind and encourage full

11. Use “Radar Charts” to establish a baseline and to measure improvements

12. Find ways to improve your current 5S system -Kaizen

13. Discipline and Training, Training, Training! 5S: make it a way of life

14. Find the source of dirt and grime and eliminate it!

15. Tidiness reflects efficiency

16. Reward your successful participants

17. Challenge each other to get better

18. Have fun doing 5S

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082009’
In Human Communication:

• 7% is achieved through WORDS

• 33% is achieved through TONE OF VOICE
• 60% is achieved through VISUAL CUES

Some Examples:

• Use of COLORS
• Use of PICTURES
• Use of ICONS
• Use of SYMBOLS

Team should ask questions like “Can we readily identify:

• Downtime issues?
• The first step of the Visual Management are the 5S standards
• Scrap issues?
• Changeover problems?
• Line balancing problems?
• Excessive inventory levels?
• Extraneous tools and supplies?
• If you CANNOT at a visual glance of the area, seek to establish a
means of immediate identification

Exercise: Can you come up with any opportunities for “Visual” aides in
your project?

Key Points for Visual Management:

• Simple, low cost tools

• Vital information available at a glance
• Allow management in real time
• Influence, direct or limit behavior
• Rapid, accurate communication
• Must identify problems or abnormal conditions when they occur
• Words and colors are generally remembered better than numbers
Andon light

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082009’
 • Use “icon charts” (including digital photos or drawings) to map the
value stream for your process.
• Use signal cards, input/output slots, or other visual means to Visual
Communication –
• Some Examples
• Identify when a work activity must be executed
• Employ a centralized information board for communicating new
information and coordinating process activities
• Use simple “red, yellow, green” statusing symbols to highlight
roadblocks or other “exceptions” to normal process flow
• Use color coding to identify the work activities or schedules for each
member of a process team

5s’ methodology is our friend, so let’s

implement it!

Prepared by: Enrique Flores-SQE

082009’
 Prepared by: Enrique Flores-SQE
082009’