5S Plus One Grading Criteria and Score Sheet

5S Plus One inspecting personnel shall grade the shop/office in accordance with the following
guidelines:
1)

Determine the current 5S Plus One Score in each of the categories on pages two through five of this form

2)

Add the scores calculated in all the categories to establish a total score

3)

Divide the total score by the number six to establish 5S Plus One Score

4)

Place the 5S Plus One Score (determined in step three) in the appropriate block on page six 5S Plus One Audit
Scoreboard of this form

5)

Complete the remaining blocks on page six 5S Plus One Audit Scoreboard of this form

6)

Complete page seven 5S Plus One Audit Results (Improvements Needed) of this form

7)

Place pages six and seven of this form on the 5S+1 Board

8)

Repeat this entire process on a weekly basis and maintain records of historical scores in 5S+1 Binder

5S Plus One Level of Excellence Criteria and Achievement Audit Checklist

(Below Must Be Completed to Achieve Level 2 Rating)
Sort
(1.0)

Necessary and unnecessary items are mixed together in the work area.
(1.1) 5S Plus One training (sorting) has been provided (Evidence: training records)

25%

(1.2) It is understood that sorting is separating necessary items from unnecessary items
(1.3) CPI 5S Plus One board has been established (Evidence: physical proof)

50%

(1.4) Boundaries and area owners have been established to show boundaries of responsibility
(1.5) Before and after pictures have been taken and posted on the 5S+1Board

75%

(1.6) A list is being developed to identify items needed in the area

100%
(2.0)

(1.7) Initial red-tagging has taken place

Necessary and unnecessary items are separated (including excess inventory)

Straighten
(1.0)

Tools, supplies and materials are randomly located

25%

(1.1) It is understood that straightening is creating a place for everything, keeping in mind frequency of use

50%

Locations are being established and cycle times considered placing items needed in the area according to frequency of use
(1.2) (Evidence: PEBs, shop tools)

100%

(1.3) Temporary labeling is in progress

(2.0)

A designated location has been established for items

Shine
(1.0)

Work center/office equipment is dirty and disorganized

25%

(1.1) It is understood that regular physical and visual cleaning identifies potential problems

50%

(1.2) Everyone is involved in developing physical and visual shine checklists

100%

(1.3) Guidelines for usage of common areas are being developed (Evidence: cleaning schedules in break areas)

(2.0)

Work/break areas are cleaned on a regularly scheduled basis

Standardize
(1.0)
25%
50%

No attempt is being made to document or improve current processes

(1.1) It is understood that standardization requires documentation of current processes
(1.2) The standard 5S Plus One format is being used for the communication board
(1.3) Visual controls are being standardized for the area (signboards, shadow boards, outlining, etc.)

75%

(1.4) Standard labeling and outlining methods are being developed for the work center

100%

(1.5) 5S Plus One methods are being used to improve work processes

(2.0)

Methods are being improved, but changes have not been documented

Sustain (Self-Discipline)
(1.0)

Minimal attention is spent on housekeeping and safety

25%

(1.1) It is understood that sustainment is following through on 5S Plus One agreements

50%

(1.2) Involvement in 5S Plus One activities is evident (Evidence: 5S action items)

100%

(1.3) 5S Plus One rules for Sorting, Straightening, Shining, and Standardizing are being followed

(2.0)

A recognizable effort has been made to improve the condition of the work area

Safety
(1.0)
25%

50%

Minimal attention is expended on Safety Issues

(1.1) OSHA requirements are understood for the area
Marines are familiar with OSHA HAZMAT and HAZ Waste storage requirements for the area (Evidence: MSDS Sheets/Training
(1.2) Records)
(1.3) Frequently used tools and supplies are stored with safety and ergonomics in mind
(1.4) Exit signs are located above doors

75%

(1.5) Fire grids are posted in shop/office area

(1.6) Fire escape and muster information is posted in shop/office area

100%

(1.7) 911 grids are placed on all phones

(1.8) Fire extinguisher is located in shop/office area and inspections are current

(2.0)

A recognizable effort has been made to improve safety/ergonomic conditions in the work area

5S Plus One Level of Excellence Criteria and Achievement Audit Checklist

(Below Must Be Completed to Achieve Level 3 Rating)
Sort
(2.0)

Necessary and unnecessary items are separated (including excess inventory)

25%

(2.1) Necessary items identified as unsafe have been repaired

(2.2) Red-tagged items have been evaluated

50%

(2.3) Marines understand procedures for disposing of unnecessary items

75%

(2.4) Unnecessary items have been properly disposed of

100%

(2.5) A list of items required to accomplish the job has been developed and documented

(3.0)

Unnecessary items have been removed from the area

Straighten
(2.0)
25%
50%

A designated location has been established for items

(2.1) There is a visually marked specified place for everything
(2.2) Everything is in its specified place when not in use
(2.3) Lead times for replacement of daily usage supplies have been established

75%
100%
(3.0)

(2.4) Minimum and maximum supply levels have been established and marked (Evidence: physical proof)
(2.5) Contents of storage areas, cabinets, binders, files, etc. have been marked/labeled
Designated locations are marked to make organization more visible

Shine
(2.0)
25%
50%

75%

Work/break areas are cleaned on a regularly scheduled basis

(2.1) All Hands are familiar with daily 5S Plus One activity responsibilities and expectations
(2.2) Area cleaning guidelines and schedules are posted
(2.3) Outlining (taping) is being maintained. Worn or torn tape is replaced
(2.4) Tools, machinery and office equipment are clean and in good repair
(2.5) Work/break areas, offices, and conference rooms are clean and orderly

100%
(3.0)

(2.6) Everything in the work area has been included on the cleaning activity lists
Work/break areas, machinery, and office equipment are cleaned daily

Standardize
(2.0)
25%

Methods are being improved, but changes have not been documented.
(2.1) It is understood that standardization defines the "best way" to accomplish a task
(2.2) 5S Plus One agreements are being documented and stored

50%

(2.3) Visual control standards have been documented for the area
(2.4) 5S Plus One activities are being discussed in group meetings (Evidence: meeting minutes)

75%

(2.5) Documentation of current work processes has begun

(2.6) Existing documentation of current work processes is readily available

100%
(3.0)

(2.7) A schedule for periodic rotation of 5S Plus One checklist responsibilities is being developed
Changes are being incorporated and documented

Sustain (Self-Discipline)
(2.0)
25%

A recognizable effort has been made to improve the condition of the work area
(2.1) Changes have been documented
(2.2) A daily 5S Plus One activity checklist is posted in the area

50%

(2.3) Current established agreements are being followed

(2.4) Personnel listed as responsible are updating the CPI 5S Plus One board regularly

75%

(2.5) Personal items are stored neatly

(2.6) It is evident that visual/physical checklists are being used

100%
(3.0)

(2.7) The work area is being kept neat and clean

5S Plus One agreements and safety practices have been developed and are being utilized

Safety
(2.0)

A recognizable effort has been made to improve safety/ergonomic conditions in the work area

25%

(2.1) OSHA awareness is promoted and mandatory training is documented. (Evidence: training records)

50%

(2.2) Machine guards are installed on machines

75%

(2.3) Aisles are marked

100%

(2.4) Noise hazard areas are marked. All safety equipment is labeled

(3.0)

Safety/Ergonomic practices have been developed and are being utilized

5S Plus One Level of Excellence Criteria and Achievement Audit Checklist

(Below Must Be Completed to Achieve Level 4 Rating)
Sort
(3.0)

Unnecessary items have been removed from the area

25%

(3.1) Schedule for periodic sorting has been documented

50%

(3.2) Dependable, documented method is in place to sort items as they come into the area

75%

(3.3) Dependable, documented method is in place to safely and appropriately dispose of outdated material

100%

(3.4) Dependable, documented method is in place to adjust supply levels as work processes change

(4.0)

A dependable, documented method has been established to maintain the work area free of unnecessary items

Straighten
(3.0)

Designated locations are marked to make organization more visible

25%

(3.1) A dependable, documented method for visual controls is in use

50%

(3.2) It is easy to identify items that are out of place

100%

(3.3) A dependable, documented method is in place to adjust minimum and maximum supply levels

(4.0)

A dependable, documented method has been established to recognize, with a visual sweep, if items are out of
place or exceed quantity limits

Shine
(3.0)

Work/break areas, machinery, and office equipment are cleaned daily

25%

(3.1) Cleanup rules are applied throughout the day

50%

(3.2) Manuals, labels, striping tape, and tags are in good condition

100%
(4.0)

A dependable, documented method is in place to train Marines in effective and efficient work
(3.3) methods
5S Plus One agreements are understood and practiced continually

Standardize
(3.0)
25%

50%

75%

Changes are being incorporated and documented.

It can be verified that Marines understand a dependable, documented method is one that produces
(3.1) predictable results every time the task is performed
A dependable method is in place to ensure each Marine in the work area is familiar with standardized
(3.2) procedures for the area
A majority of current work processes have been documented (process flow charts, check sheets,
(3.3) etc.)
(3.4) Documented work processes are available to everyone
(3.5) Labeling systems have been standardized throughout the area

100%
(4.0)

(3.6) Filing systems have been standardized throughout the area

Information on process improvements and documented methods is being shared

Sustain (Self-Discipline)
(3.0)
25%
50%

5S Plus One agreements have been developed and are utilized

(3.1) Marines are performing 5S Plus One reviews on a regularly scheduled basis
(3.2) Assignments for area reviews are rotated regularly
(3.3) All Hands are taking responsibility for 5S Plus One activities

75%

(3.4) Management is performing periodic educational and informational 5S Plus One tours

100%

(3.5) Gains have been documented, maintained , and shared with all hands

(4.0)

Follow through with 5S Plus One agreements is evident

Safety
(3.0)
25%

50%

Safety/Ergonomic practices have been developed and are being utilized

(3.1) Items are stored ergonomically with special attention to the strike zone and the 45 degree rule
A dependable method is in place to ensure each Marine in the work area is familiar with standardized
(3.2) procedures for the area
(3.3) Unsafe conditions are addressed as they become evident
(3.4) A dependable, documented method is in place to reduce hazardous waste

75%

(3.5) A dependable, documented method is in place to minimize chemical products usage

(3.6) Safety inspections are performed on a regularly scheduled basis. Corrective actions are documented

100%
(4.0)

Checklists, training records, and other documentation, as required, document compliance with OSHA
(3.7) requirements
Follow through with 5S Plus One safety/ergonomic practices is evident

5S Plus One Level of Excellence Criteria and Achievement Audit Checklist

(Below Must Be Completed to Achieve Level 5 Rating)
Sort
(4.0)

A dependable, documented method has been established to maintain the work area free of unnecessary items

25%

(4.1) Goals are in place to improve existing inventory levels

50%

(4.2) The work processes are controlling inventory levels

100%

(4.3) A system is in place to measure improvements of inventory levels

(5.0)

Marines are continually seeking improvement opportunities

Straighten
(4.0)

A dependable, documented method has been established to recognize, with a visual sweep, if items are out of
place or exceed quantity limits

25%

(4.1) Marines continually seek to reduce cycle times

50%

(4.2) Visual controls are in place to ensure proper stock reorder points

100%

(4.3) Responsibility has been assigned and posted for reordering supplies

(5.0)

A dependable, documented method has been developed to provide continual evaluation, and a process is in
place to implement improvements

Shine
(4.0)

5S Plus One agreements are understood and practiced continually.

50%

(4.1) A plan for implementing preventive cleaning and maintenance is in place

100%

(4.2) Preventive maintenance checks have become part of daily work activities and practices

(5.0)

Marines have devised a dependable, documented method of preventative cleaning and maintenance

Standardize
(4.0)
25%
50%

75%

Information on process improvements and documented methods is being shared

(4.1) There is a detailed plan in place to document the balance of currently identified work processes
(4.2) There is a detailed plan in place to reduce variation of similar work processes
Similar work processes are being performed per documented methods, and are being shared with
(4.3) others doing similar work
An environment exists for Marines to seek and improve customer satisfaction through quality, cost,
(4.4) delivery, safety, and morale
Documented work processes and 5S Plus One agreements are being reviewed on a regularly
(4.5) scheduled basis and improvements are being shared

100%
(5.0)

(4.6) Documents are updated as changes are adapted or new processes are developed
Marines are continually seeking the elimination of waste with changes documented and information shared

Sustain (Self-Discipline)
(4.0)

Follow-through with 5S Plus One agreements is evident.

50%

(3.1) 5S Plus One activities are a part of daily management and daily work activities

100%

(3.2) Work process agreements are being performed from customer input/feedback

(5.0)

There is a general appearance of confidence, understanding of, and adherence to the 5S Plus One principles

Safety
(4.0)

Follow-through with 5S Plus One safety/ergonomic practices is evident

25%

(3.1) Goals are in place to improve workplace safety and ergonomics

50%

(3.2) The area is free of recognizable hazards

100%

A documented process is in place to continually evaluate new processes, materials, and equipment
(3.3) to ensure that OSHA requirements are being met

(5.0)

Employees are continually seeking ways to improve safety/ergonomic practices

5S +1 Involvement Level Audit Checklist

(Below Must Be Completed to Achieve Level 5 Rating)
Level 1
(4.0)
25%

(1.1) Understands basics of 5S+1 methods

50%

(1.2) Supervisor has been provided training in 5S+1

100%

(1.3) Supervisor has assigned NCO to manage each 5S+1 element

Level 2
(4.0)
25%

(1.1) Lead one 5S+1 event within 6 months

50%

(1.2) Ensures 90% W/C is trained in 5S+1 principles

75%

(1.3) Conducts & tracks 5S+1 training by individual Marine

100%

(1.4) Establishes supervisor turnover jacket

Level 3
(4.0)
25%
50%

(1.1) Sets measurable 5S+1 goals for W/C

(1.2) Utilizes event findings to make corrections and improve sustain efforts
(1.3) Keeps turnover jacket & W/C KIOSK current

75%

(1.4) Developed thorough 5S+1 SOP for w/c

100%

(1.5) Level 3 complete across all 5S+1 elements within w/c

Level 4
(4.0)
25%

(1.1) Recognized subject matter expert, champions 5S+1 event

50%

(1.2) Develops or enhances LOGMAT inspection criteria

75%

Demonstrates an advanced level of 5S+1 knowledge acquired through formal training or

(1.3) reading

100%

(1.4) Driver/spearheads department or higher level projects

Level 5
(1.1) Level 1 through 4 have been completed for the 5S+1 areas and the Involvement section.

5S Plus One Audit Scoreboard

(Improvements Needed)
Location:
Task Tracking #

NCOIC:
Reasons for not achiving a higher 5S+1 Score

Date Due

Date Completed

5S Plus One Audit Scoreboard W/C

This 5S Plus One Score

Last Audit Score

Difference

Date of Audit

5S+1 SCORECARD
Date Evaluated

Evaluator

Marine
Responsible

5S's

Sort

Straighten

Shine

Standardize

Sustain

Safety awareness is evident by

action, knowledge and visuals in
work place. Metrics and HazMat
procedures in place
and working

W/C supervisor champions

Kaizen

Non-utilized cabinets, benches,

tables, etc. identified and removed
from area

A place for everything. Shadow

boards & locations utilized
specifically for individulal items

Anything not required for immediate Establish & follow standard

production is removed from the work procedures. They are clear, up to
area
date and displayed in work areas

Marines take ownership and

standards are followed

Marines properly use safety

equipment and adhere to safety
practices while working.
Discrepancies fixed
and or reported

W/C supervisor teaches and

manages 5S / Kaizen

Unneeded materials, tools &

personal items removed from work
spaces; not stored away

Needed items have dedicated

locations which are clearly labeled

Anything not required for immediate Labeling of items with required

production is removed from the work quantities are standardized
area

Daily and weekly checks are

performed by area leaders;
standards are regularly
reviewed &
updated

Safety and QA reps roam thru

hanger and work areas observing
safety practices while maintenance
is
conducted

W/C supervisor leads 5S / Kaizen

Needed and unneeded, tools, parts

& personal items identified and
separated

Needed tools and equipment have

been safely stored and organized

Anything not required for immediate Procedures are documented but not
production is removed from the work consistantly followed
area

Weekly and daily checks are

implemented and performed by
leaders

W/C equipment is in compliance with W/C supervisor actively participates

safety regs per mfg codes and local in 5S / Kaizen
orders. Cabinets properly marked
per
OSHA regs

Needed and unneeded materials,

tools, parts & personal items are
mixed in the work
area

Items are placed randomly

throughout the work place

Work areas are unkempt; no visual

controls in place. Information is
'hidden' in
computer
systems

No area checks are performed;

standards are not established

Training conducted on all new joins

covering Orders, OSHA manuels
and other
safety info.

Lean Way

Level 4

Level 3

Level 2
Old Way

Involvement

Anything not required for immediate Tools & material layout, assembly & Marines routinely implement and
production is removed from the work communications are documented,
track improvements and are
area
standardized, and followed rigorously documented

Level 5

Level 1

Safety

Anything not required for immediate All items can be easily retrieved by
production is removed from the work anyone; they are clearly labeled
area

Written standard procedures not in

place

Steps of Implementation
Reference: 5S+1 Levels of Excellence Criteria and Achievement Checklist

5S /

W/C supervisor has little to no

involvement in 5S / Kaizen