5S

Sustain
The only way to make 5S part of your
organisation's culture is to achieve discipline
through participation, communication and
personal involvement.

If the Sustain step is not properly implemented:

 5S conditions will fall apart and the

workplace will become dirty and chaotic
again.
 Unneeded items will begin to pile up again.
 Injuries will reappear.
 The dirty work environment will start to
cause malfunctions and produce defective
products.
 Our dirty and disorganised work
environment will disgust customers and
other key stakeholders.

You need to ensure commitment from all. Involve

everyone in the participating area. Where
possible, promote activities (5S storyboards etc.)
and promote success stories - welcome audits
from senior management.

Within the context of 5S, Sustain is defined as "

making a habit of properly maintaining correct
procedures". The most important points, if the
program is to be a success, are:

 Total team involvement and focus on the

challenge.
 Develop a complete visual control to make
maintaining the standards as easy as
possible.
 Remember it's about working smarter not
harder!
 Use fixed position photographs of before,
during and after, to display the success of
your efforts.

 Use specific audits to evaluate your 5S

effectiveness. See 5S Audit: Manufacturing
and 5S Audit: Office.
5S overview » More
Managing equipment effectively, starts with
ensuring a clean and well ordered working
environment.
Clear » More
Implementation should start in pilot areas.
Clean » More
A first cleaning needs to be performed after the
Clear step has started.
Organise » More
The basic rule of workplace organisation is to fix
the layout of tools and equipment so that
everything is readily available when needed.
Standardise » More
You need to establish uniform standards and
procedures for labelling, colour codes and
indicator lines...
Sustain
The only way to make 5S part of your
organisation's culture is to achieve discipline
through participation, communication and
personal involvement.

5S Audit: Manufacturing
www.efqm.org/ExcellenceOne • 99
Excellence One

TOOL #03
98 • www.efqm.org/ExcellenceOne

TOOL #03
How to use this tool (steps)?
1 Gather the 5S team together.
2 Visit the work area.
3 Team members record scores to the checklist (following)
individually.
4 Review scores as a team and agree a team score.
Excellence One
5S Audit: Manufacturing Partnership &
Resources
Why would you like to use
this tool (deliverables)?
To structure a manufacturing
restoration process.
To clean-up and re-organise work-places.
To introduce visual management.
To introduce long-lasting house
keeping procedures, that will be
followed by the employees.
When would you use this tool
(context)?
When you start implementing 5S.
When you want to sustain 5S effort.
When you want to develop a 5S
measurement system.
How to make the best use of
the tool (tips and traps)?
Adapt the checklist to your specific
situation.
Base judgements on Facts (what
did you see that backs-up your
judgement).
Use the audit as a means of identi-fying
improvement actions.
What could be done next?
A 5S radar graph could be prepared
to present findings in a visual
manner.
Achievement degree
1 Clear
1 Is the pre-cleaning state of the workplace recorded (video- tape,photograph,...)?
2 Is the workplace free of any dirty areas?
3 Is the area free of any unneeded equipment?
4 Are the machines free of any broken parts?
5 Has all the equipment been properly secured?
6 Is the person responsible as well as the detailed plan ready?
2 Clean
1 Are all the areas, corners, floors and machines clean?
2 Are all the machines free of any dents, holes, leaks and other damage?
3 Are all the hardware parts placed in specific boxes and marked?
4 Are the machines free of any loose or unsecured parts?
5 Is the floor clean of oil stains, clippings, off-cuts,...?
6 Is the production area free of any unused spare parts?
3 Organize
1 Is all the equipment given a place according to usage frequency?
2 Are there specially designed areas for service materials (e.g.lubricants)?
3 Has all the equipment been put into the right place?
4 Is all the safety equipment (extinguishers, fire-blankets,...) kept properly?
5 Is the area correctly lit and marked, including emergency exits?
6 Are the materials to clean the equipment easily obtainable?
4 Standardize
1 Are the standard procedures and labels used?
2 Are all the employees informed about their cleaning responsibilities?
3 Are the cleaning procedures clearly marked and visible?
4 Are there scales, showing progress in using these procedures?
5 Are there clear and visibly displayed safety and health procedures?
6 Is there a standard identification for stock areas?
5 Sustain
1 Are there any story boards, flipcharts,..., for message posting, etc.?
2 Is there a 5S board visible?
3 Is there a meeting schedule for the 5S team?
4 Are the cleaning processes clearly defined for all the employees?
5 Are the photographs from the beginning of the 5S work visible?
6 Is there any feedback-enabled application in place?

5S Audit: Office
www.efqm.org/ExcellenceOne • 101
Excellence One

TOOL #04
100 • www.efqm.org/ExcellenceOne

TOOL #04
How to use this tool (steps)?
1 Gather the 5S team together.
2 Visit the work area.
3 Team members record scores to the checklist (following)
individually.
4 Review scores as a team and agree a team score.
Excellence One
5S Audit: Office Partnership &
Resources
Why would you like to use
this tool (deliverables)?
To structure an office restoration
process.
To clean-up and re-organise work
places.
To introduce visual management.
To introduce long-lasting house-keeping
procedures, that will be
followed by the employees.
When would you use this tool
(context)?
When you start implementing 5S.
When you want to sustain 5S effort.
When you want to develop a 5S
measurement system.
How to make the best use of
the tool (tips and traps)?
Adapt the checklist to your specific
situation.
Base judgements on Facts (what
did you see that backs-up your
judgement).
Use the audit as a means of identi-fying
improvement actions.
What could be done next?
A 5S radar graph could be pre-pared
to present findings in a visual
manner.
Achievement degree
1 Clear
1 Is the pre-cleaning stage recorded visibly (video-tape, photographs,...)?
2 Is the office free of any untidy parts?
3 Are all the cabinets, drawers and desks functional?
4 Do all the windows, air-conditioning and fans work properly?
5 Has all appropriate equipment been properly secured?
6 Is the person responsible for the office and a detailed plan ready?
2 Clean
1 Are all the areas, corners, floors, desks and tables clean?
2 Is the office free of any old newspapers and out of date materials?
3 Is all the office hardware placed in appropriate boxes?
4 Are all personal belongings put away and not visible?
5 Is there a clearly marked place for everything?
6 Are all business cards and contact lists put into appropriate folders?
3 Organize
1 Is all the equipment given a place according to usage frequency?
2 Do cleaning people clean all the offices daily?
3 Are the office stocks marked clearly?
4 Is access to office hardware easy and ergonomic?
5 Are the materials to clean the equipment easily obtainable?
6 Are there clear and visibly displayed safety and health procedures?
4 Standardize
1 Are the standard procedures and labels used?
2 Are all the employees informed about their cleaning responsibilities?
3 Are the cleaning procedures clearly marked and visible?
4 Is the area correctly lit and emergency exits clearly marked?
5 Are all labels correctly positioned?
6 Are all abnormalities recorded and dealt with?
5 Sustain
1 Are the standards followed by everyone in the office?
2 Is there a continuous improvement plan?
3 Is cleanliness maintained without intervention?
4 Are the cleaning processes clearly defined for all the employees?
5 Are the photographs from the beginning of 5S work visible?
6 Is there a 5S board visible?
Signature: . . . . . . . . . . . . . . . . . . . . . . . Date: . . . . . . . . . . . . . . . . . . . . . . First/second audit . . . . . . . . . . . . .

5S

Overview
Managing equipment effectively, starts with
ensuring a clean and well ordered working
environment. This is the basis for standardisation,
continuous improvement and, ultimately, for
becoming a role model work organisation.

5S is the approach that can help you with this. It

is based on common sense, discipline and visual
management. 5S has an immediate impact on
quality, cost and the human environment. Defects
are prevented more often, as 5S brings
transparency and standardisation to the
workplace. Costs fall as waste is eliminated and
maintenance is reduced. 5S means smarter and
not harder. People will benefit from improved
safety and a more enjoyable and efficient work
environment. Pride in work will be enhanced as
people see the impact they can have on their work
environment.

All organisations will benefit from implementing

5S. Though today it is mainly used in a
manufacturing environment, offices can also
benefit greatly.

The five-step approach described here comprises:

1 - Clear
2 - Clean
3 - Organise
4 - Standardise
5 - Sustain

The original Japanese words have been translated

into a variety of English words. The words used
here try to capture the original ideas.

1 - Seiri.....................Clear
2 - Seiso...................Clean
3 - Seiton..................Organise
4 - Seiketsu...............Standardise
5 - Shitsuke...............Sustain

Before starting with the implementation it is

5S overview
Managing equipment effectively, starts with
ensuring a clean and well ordered working
environment.
Clear » More
Implementation should start in pilot areas.
Clean » More
A first cleaning needs to be performed after the
Clear step has started.
Organise » More
The basic rule of workplace organisation is to fix
the layout of tools and equipment so that
everything is readily available when needed.
Standardise » More
You need to establish uniform standards and
procedures for labelling, colour codes and
indicator lines...
Sustain » More
The only way to make 5S part of your
organisation's culture is to achieve discipline
through participation, communication and
personal involvement.

5S

Clear
The first step of a 5S campaign is Clear.

Implementation should start in pilot areas. They

will serve as windows for other areas that will
start later, using the same process. The staff
involved in the work areas needs to be involved in
the whole 5S process. Implementation should be
thought of as action training.
The procedure starts with a 5S audit that is
performed on the work area itself. 5S audit:
Manufacturing orl 5S audit: Office. Result can be
captured using a 5S Radar graph
Photographs can be taken at this stage. They will
serve to show changes that happen over time.

You can then start to clear the whole place, to sort

out what is really necessary and eliminate waste.
Broken, useless and/or redundant objects need to
be discarded. Remove anything that isn't needed
for day-to-day work. Leave only what is essential.

With what is left, Red tags can be used to develop

the restoration plan. When something needs
repairing or maintenance, a red tag can be
attached to it and the red tag board up-dated. Red
tags can be used on an ongoing basis as a means
to require maintenance intervention or to book
time for the team to perform repairs
autonomously. See Red tag and Red tag board.

During the first weeks of implementation, allocate

resources (technicians and time) to fix the
problems quickly. It will have a key impact on the
adoption of 5S in the workplace.

Try it
Get the top
management to join
the first kick off
activities and get
them to contribute
to the restoration
job.
5S overview » More
Managing equipment effectively, starts with
ensuring a clean and well ordered working
environment.
Clear
Implementation should start in pilot areas.
Clean » More
A first cleaning needs to be performed after the
Clear step has started.
Organise » More
The basic rule of workplace organisation is to fix
the layout of tools and equipment so that
everything is readily available when needed.
Standardise » More
You need to establish uniform standards and
procedures for labelling, colour codes and
indicator lines...
Sustain » More
The only way to make 5S part of your
organisation's culture is to achieve discipline
through participation, communication and
personal involvement.

5S

Clean
A first cleaning needs to be performed after the
Clear step has started. In the area, everything
should be cleaned in depth. Floors, walls and
equipment should be brought back to their original
state. This might involve refurbishing or painting
some areas where time has left its marks.

Simply wiping off dust is not the sole purpose of

this activity. What you are looking for are ways to:

 Eliminate sources of contamination.

 Make dirty places easier to reach and
access.
 Speed-up the cleaning process.

Careful and systematic cleaning of particular areas

and equipment will help spot potential problems.
Cleaning is, in fact, careful checking.

When the initial cleaning is finished, this is not the

end of the Clean step.
You will need to agree the future cleaning role that
each person is to play and their area of
responsibility. Responsibility maps (who should
take care of what?) and checklists are effective
ways of achieving this.
Some activities supporting the 5S discipline should
be daily; some cases will be more and some less
frequent.

At this stage you need to emphasise that keeping

the work environment clean is the responsibility of
everyone and that cleaning each aspect is always
the responsibility of someone.

To make it successful, you need to ensure that

equipment and materials are available. In many
cases people will need to have a basic
understanding of the equipment they use and how
it works and is maintained.

Try it
Ask "why" 5 times
when you see a
5S overview » More
Managing equipment effectively, starts with
ensuring a clean and well ordered working
environment.
Clear » More
Implementation should start in pilot areas.
Clean
A first cleaning needs to be performed after the
Clear step has started.
Organise » More
The basic rule of workplace organisation is to fix
the layout of tools and equipment so that
everything is readily available when needed.
Standardise » More
You need to establish uniform standards and
procedures for labelling, colour codes and
indicator lines...
Sustain » More
The only way to make 5S part of your
organisation's culture is to achieve discipline
through participation, communication and
personal involvement.

5S
Organise
The basic rule of workplace organisation is to fix
the layout of tools and equipment so that Quote
"60% of what we
everything is readily available when needed.
were keeping in the
work area was
Too much time is wasted in most workplaces useless."
searching for something we need in badly 5S team.
organised cupboards, drawers, files, computers
Better remember
and toolboxes.
and make it
happen
Take every single piece of equipment or Everything in one
information in the workplace and ask "How often place One place for
do I need this?" - then find the best place for it. everything.

To do this you may need to develop a policy or set

some rules such as: low priority items may be
stored in a distant place, high priority items need
to be kept in a designated area.

In other words, adopt the philosophy: "Easy to

see, easy to retrieve, easy to use, easy to return".

Useful check points for your workplace:

 Are tools, equipment and information divided

into "specialised use" and "regular use"
categories?
 Is the number of tools, equipment and
information required kept to a minimum?
 Are all tools, equipment and information
needed to perform the work in the correct
location?
 Is anything stored around safety or fire
fighting equipment?
 Are the positions of main corridors and aisles
clearly marked?

 Can you immediately and safely find the

items you need?

5S overview » More
Managing equipment effectively, starts with
ensuring a clean and well ordered working
environment.
Clear » More
Implementation should start in pilot areas.
Clean » More
A first cleaning needs to be performed after the
Clear step has started.
Organise
The basic rule of workplace organisation is to fix
the layout of tools and equipment so that
everything is readily available when needed.
Standardise » More
You need to establish uniform standards and
procedures for labelling, colour codes and indicator
lines...
Sustain » More
The only way to make 5S part of your
organisation's culture is to achieve discipline
through participation, communication and personal
involvement.

5S

Standardise
At this stage, you need to establish uniform
standards and procedures for labelling, colour
codes and indicators and you need to create
standard operating procedures for all
operations.

Standardisation differs from the previous 5S

steps in that it is not an activity but a state that
exists at a certain point in time.
We can define it as "the state that exists when
the first 3 S's are properly in-place".

Maintaining an acceptable level of

standardisation can be hard work but this
should encourage us to identify, eliminate or
take preventative action at source, to help
establish 3S conditions so that they do not
deteriorate.

When it comes to maintaining the first 3S

conditions, unless everyone knows exactly what
they are responsible for doing and exactly when,
where and how to do it, neither cleaning,
clearing nor organising have much meaning. It
is essential that people have clear job
assignments based on their own workplaces.

A 5S procedure should be written for the site to

cover all gaps in the implementation and to
bring consistency to the approach.

Visual management Is also very helpful to

support standardisation:

Throughout the work areas, information is

clearly marked-up detailing which objects should
be in different locations and in what quantities
(maximum / minimum). In this way, wasted
space and abnormal process situations become
instantly apparent as soon as they arise.

Display indicators and standards:

 Objectives, indicators and results.

5S overview » More
Managing equipment effectively, starts with
ensuring a clean and well ordered working
environment.
Clear » More
Implementation should start in pilot areas.
Clean » More
A first cleaning needs to be performed after the
Clear step has started.
Organise » More
The basic rule of workplace organisation is to fix
the layout of tools and equipment so that
everything is readily available when needed.
Standardise
You need to establish uniform standards and
procedures for labelling, colour codes and
indicator lines...
Sustain » More
The only way to make 5S part of your
organisation's culture is to achieve discipline
through participation, communication and
personal involvement.

Andrews
5th October 2002, 08:49 AM
When auditing SEIRI , how will the auditor (third party) know which file / item is not required?

s_warin
5th October 2002, 11:54 PM
The criteria in auditing 5S comes from each of the definition of the activities, the standard set by
owner of that area, the characterists of the work, the regulations, the needs of the organization.

You have to develop a checkliest for each area. The total points (score) of the checklist is 1,000
points.

You may use ISO 19011 as a guideline.

:eek:

Andrei Viorel
8th October 2002, 11:51 AM
SEIRI Audit

Please find some questions to be used when the "Auditor" perfoms this step:
Are there any useless things that can bother your work environment?
Are there any useless raw materials, semi-finished products and/or waste left as is, nearby
workplace?
Are there any tools, spare parts, materials left on the floor, nearby equipment?
Are all frequently used objects sorted, arranged, stored and labeled?
Are all measurement instruments/devices sorted, arranged, stored and labeled?
Does the inventory or in-process inventory include any unneeded materials or parts?
Are there any unused machines or other equipment around?
Are there any unused jigs, tools, dies or similar items around?
Is it obvious which items have been marked as unnecessary?
Has establishing the 5S's left behind any useless standards?

vio

Marc
8th February 2004, 03:29 PM
Anyone have anything to add to this?

WALLACE
8th February 2004, 04:07 PM
At my Ford location,
The 5S philosophy is integrated into the SQDCME measurable's.
As an example you may wish to access the sqdcme attachments that are available at the Cove for
viewing.
A 5S audit?
Well there's no such thing at Ford. Production operators (Process owners) are the personnel who
define the scope of 5S measures through work group communications and actions.
Evidence of an 5S audit of sorts may well be evident within the skilled trades maintenance
departments, I've seen visuals that encourage the 5S philosophy.
Wallace.

WALLACE
8th February 2004, 05:52 PM
Attached is a 5S visual.
Enjoy.
Wallace.

RCBeyette
9th February 2004, 08:04 AM
My facility is in the beginning stages of implementing a 5S programme. The Steering Committee
was nominated and determined that the following actions/items were needed:

Communication board showing main departments and overal 5S audit results

Department communication boards showing how each work cell faired in 5S audits
Ensuring all employees trained on 5S, the concept of it, the importance of it, and the benefits of it
Audit schedule
Expected results by the end of 2004
Audit checklist

Using checklists from our South American and North American sister facilities, along with with
sample documents provided by a few consultants, we developed our own 5S audit checklist. I've
attached a copy.

A mock audit highlighted a few weakness in the form and improvements were made.

5S audits occur once a month, on the third Wednesday. A set schedule allows everyone to ensure
that time is set aside to conduct the audit and prepare for it. It keeps in line with the idea that
audits are supposed to be win-win events...and not an attempt to catch people at breaking the law.

WALLACE
9th February 2004, 01:11 PM
5S audits occur once a month, on the third Wednesday. A set schedule allows everyone to ensure
that time is set aside to conduct the audit and prepare for it. It keeps in line with the idea that
audits are supposed to be win-win events...and not an attempt to catch people at breaking the law.

RC,
If the 5S audit is regularly scheduled, wouldn't this be just an opportunity for a quick tidy up before
the scheduled audit takes place to save face at each audited location?I've seen this happen a lot at
my location.
I know I sound kinda cynical yet, 5S has to be gradually infused into an organization in such a way
that allows the 5S philosophy to be part of the everyday culture.
As part of my visual says, Human nature has a tendency to resist change.
We so often return to the status quo when we attempt an improvement or change to a function or
process.
Wallace.

RCBeyette
9th February 2004, 01:30 PM
RC,
If the 5S audit is regularly scheduled, wouldn't this be just an opportunity for a quick tidy up before
the scheduled audit takes place to save face at each audited location?I've seen this happen a lot at
my location.
I know I sound kinda cynical yet, 5S has to be gradually infused into an organization in such a way
that allows the 5S philosophy to be part of the everyday culture.
As part of my visual says, Human nature has a tendency to resist change.
We so often return to the status quo when we attempt an improvement or change to a function or
process.
Wallace.

I do not disagree with you Wallace, and the idea of notifying the area in advance that we were
coming through was a lengthy debate by the Steering Committee, but a few questions were asked
that resulted in us taking this approach:

Would you ever do a 9K/14K audit without prior notification?

In order to promote buy-in, we need people to be aware of our actions. This is a highly visible
programme within the organization, and we need to cultivate the right image. As the programme
evolves, so too can the audit format.
Safety of the audit team - we need to notify the area in case there is an extraordinary activity being
conducted that we need to be aware of.

The first 2 points were, however, the swaying factors. Does it allow them to prep in advance?
Naturally so. However, over time it is our belief that they will start to keep their work stations
neater and more in line with the 5S programme in order to avoid the sudden panic cleaning. We are
already seeing this.

The employees also know our audit approach. We pretend we are external Customers and we look
for things that we would not want to see in a supplier...derogatory calendars, food lying about,
unnecessary dirt/dust/grime/grease, puddles of liquid on the floor, etc.

As our 5S programme evolves, we may cease the advance notification or shorten the notice from a
couple of days to a couple of hours - just as we will be raising our level to be considered "green"
(i.e., 70% this year, 75% in 2005, 80% in 2006, and so on).

WALLACE
9th February 2004, 03:20 PM
Excellent RC,
Your obviously very passionate about a quality culture at your location, keep up the great work.
As I said in a previous post, at Ford the 5S has been unwittingly integrated with the SQDCME
measurable's.
Within the work group meetings, we ask each other pertinent questions regarding the measurable's
like:
"To safely deliver a cost effective quality process, we need to encourage a user friendly and morale
boosting environment".
Wallace.

Marc
9th February 2004, 03:38 PM
...over time it is our belief that they will start to keep their work stations neater and more in line
with the 5S programme in order to avoid the sudden panic cleaning. We are already seeing this.
I typically estimate 1 to 2 years for a 'philosophy' to become part of the culture of a company.

RCBeyette
10th February 2004, 05:53 AM
I typically estimate 1 to 2 years for a 'philosophy' to become part of the culture of a company.

I'd agree. I mean while we are seeing some improvements/adherence to the 5S initiative, there is
still a lot that needs to be done and many "bad habits" that need to be broken.

More often than not, we do something the way we used to and then catch ourselves and modify to
the new way...that's what I've observed here anyway in my fishbowl of an ivory tower (i.e.,
windows that overlook the maintenance and set-up areas).

5S Audit - SEIRI

When auditing SEIRI , how will the auditor (third party) know which file / item is not
required?
Auditing 5S, Criteria.

The criteria in auditing 5S comes from each of the definition of the activities, the
standard set by owner of that area, the characterists of the work, the regulations,
the needs of the organization.

You have to develop a checkliest for each area. The total points (score) of the
checklist is 1,000 points.

You may use ISO 19011 as a guideline.

SEIRI Audit

Please find some questions to be used when the "Auditor" perfoms this step:
1. Are there any useless things that can bother your work environment?
2. Are there any useless raw materials, semi-finished products and/or waste left
as is, nearby workplace?
3. Are there any tools, spare parts, materials left on the floor, nearby
equipment?
4. Are all frequently used objects sorted, arranged, stored and labeled?
5. Are all measurement instruments/devices sorted, arranged, stored and
labeled?
6. Does the inventory or in-process inventory include any unneeded materials or
parts?
7. Are there any unused machines or other equipment around?
8. Are there any unused jigs, tools, dies or similar items around?
 9. Is it obvious which items have been marked as unnecessary?
10. Has establishing the 5S's left behind any useless standards?

Anyone have anything to add to this?

__________________
A Search is a terrible thing to waste!
5S at Ford

At my Ford location,
The 5S philosophy is integrated into the SQDCME measurable's.
As an example you may wish to access the sqdcme attachments that are available at
the Cove for viewing.
A 5S audit?
Well there's no such thing at Ford. Production operators (Process owners) are the
personnel who define the scope of 5S measures through work group communications
and actions.
Evidence of an 5S audit of sorts may well be evident within the skilled trades
maintenance departments, I've seen visuals that encourage the 5S philosophy.
Wallace.

Download 5SAudit
5S Audit
5S is a method to reduce waste and optimise product
companies implement on their Lean adoption. it can b

By implementing Five S you can rapidly have an impa

The Five S pillars:

 Sort (Seiri)

 Set in Order (Seiton)

 Shine (Seiso)

 Standardize (Seiketsu)

 and Sustain (Shitsuke)

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An illustrated handbook based on the slide show. This acts as an excellent backup to your 5S training programs.

A 5S Poster designed in Microsoft PowerPoint.

2. Role out your 5S Audit

Your own forms designed in a Microsoft Word. You can print them and be in control of your own stationary and not reliant on
reprints from other sources. This word document contains the following forms:

20 point quick check 5S. This provides a starting point for all new and existing 5S users. 20 key items have been provided
covering Sort, Set to Order and Shine. The form will get you up and running in hours if not minutes.

RED Tag Register. This simple register will allow you to record and track where your RED tags have been deployed. The
register will also allow you to establish a list of actions taken. The register acts as a single point of control.

RED Tags. This tag layout provides all the fields needed to deploy RED Tag labels on a single sided tag. You can print and
modify if necessary. The label design has been optimised for printing and consumables use.

3. Standardise and Sustain your 5S Program

Standardisation Check List. To check the effectiveness of your 5S activities for all the 5 levels that need to be monitored. This s
form checks your sort, set in order, shine, standardise and sustain activities.

5S Radar Diagrams. From your audits this diagram provides an effective overview of your current 5S success levels. Ideal for
posting on your 5S notice boards

Combining these forms with our 5S presentation, 5S Handbook and poster will allow you to start on your 5S training programs.
The pack will support training and ensure all personnel understand the importance of 5S to the our company and benefits it will
deliver them.

The
slideshow
and hand
out cover
the
following Click to view sample online "ppt"
main
areas:

Intro to 5S
The 5 pillars
Why 5S
Resistance to
5S
Benefits to
Individuals
and the
company
Sort the
"First Pillar"
Red Tagging
Unneeded
item
Set to order
“The second
Pillar”
Visual
Controls
Implementing
set to order
5S Mapping
5S Storage
Locations
Outline
Strategy
Shine "The
third pillar"
5 Steps of
Shine
Two Major
tools of Shine
Cleaning and
Inspection
Standardise
"The Forth
Pillar"
Make the first
3 pillars a
daily habit
Tools for
making 5S a
habit
The 5 Whys
and 1 How
approach
Preventing
Sustain "The
fifth Pillar"
Creating the
conditions
Tools to
support 5S
Summary

4. PLUS Bonus Lean Manufacturing PowerPoint (Click Here)

If you would like a copy of this 5S Audit TOOLSET you are able to get a downloaded version by following the pay h