WORKSHOP ON APPLICATION

OF LEAN MANAGEMENT

GEN-PROM
Gender promotion in Garments /clothing industry through skills

development

Shad Nasir
&
Syed Nabeel Raza
March 27, 2010
Contents
■ Definition of Lean

■ Concepts of Lean

■ Value added and non-value added

■ Type of wastes

■ Value stream mapping

■ Kanban /JIT

■ Flexibility and Change overtime

■ Kanban & Kaizen

■ Industrial engineering

■ 5S
 It is NOT Easy, to improve

Eliminating Waste (Lean), is an application starting from little by little removing

everything blocking the path to achieving the desired performance.

It is different way of thinking and approaching work & life.

That’s why many factories can’t quite get lean, no matter what they do.
CONCEPT OF LEAN

L
E
A
N
Lean is all about developing lean culture
& key elements of lean culture are……
1 3
2
EMPLOYEE
CUSTOMER FIRST SATISFACTION COMPANY STABILITY

1.PURPOSE
1.COMPETITIVE
PRICE
1.EMPLOYEES
INVOLVEMENT 2.PHILOSOPHY
2.JUST IN TIME AND VALUES

2.EMBRACE
3.CONSISTANCE COMPANY VALUES
QUALITY 3.PARTNERSHIP
&PRINCIPLES

3.WORK AS
COMMUNITY/
FAMILY
Operation Classification

Operation/Activities

Value Non Value

Added Added

Non
Standard
Standard
Operation Classification
■ Value Added: Creating or making
something of value that a customer is
willing to pay for & Which change the shape
of the product.

■ Non Value Added:. Creating or making

something for what a customer is not willing
to pay for & Which not change the shape of
the product.
 What is Waste?

Anything that does not

add value but adds
cost to the product
 Waste or Value?
The typical ratio of value add vs. waste. . .

Value Add
(change shape, form, function) Focus of traditional
improvement programs
• Work Longer
• Work Harder
• Add People
• Add Equipment
Non value add

Our Focus
• Eliminate Causes of Waste
 CATEGORIES OF WASTE
Transportation: A cause of transportation waste includes:
Poor plant layout, Poor understanding of the process flow for
production, Staging areas are split far, Large batch sizes, long lead
times, and large storage areas.

Motion: Instead of automating wasted motion, the operation

itself should be improved. Causes of motion waste include: Poor
people/machine effectiveness, Inconsistent work methods,
Unfavorable facility , Poor workplace organization and housekeeping,
Extra "busy" movements while waiting.

Making defective products: is pure waste. Prevent the

occurrence of defects instead of finding and repairing defects.
Causes of processing waste include:
Weak process control, Poor quality, Unbalanced inventory level,
Deficient planned maintenance, Inadequate education/training/work
instructions, Product design, Customer needs not understood.

Underutilizing people: not taking advantage of people's

abilities. Causes of people waste include:
Other WASTE

WASTFUL ACTIVITIES
■

WASTEFUL MOTIONS
■
Wasteful motions

■ Extra motions adding to the operation which is not

required, and caused to get the low productivity.
Ex:-
 Extra motions spend more than the defined method.
 Extra searching required because of the unorganized
work place.
 Extra motions spend to overcome the previous mistakes
been done.
Inventory
Unnecessary Motion
Over processing
Over Production

17
Defects/ Reworks

18
Unnecessary Transportation

19
Waiting
VALUE STREAM
MAPPING
 REMEMBER

Whenever there is a
product for a customer

there is a value stream

The challenge lies

in Seeing it
Definition of Value Stream
Mapping
■ Value: Creating or making something of
value that a customer is willing to pay
for.

■ Stream: Sequential flow of activities

needed to create work unit and deliver
to customer.
 INTRODUCTION TO VALUE STREAMS
MAPPING

1.Value Stream Mapping is a

method of visually mapping a
product's production path
(materials and information) from
"door to door".

2.The process includes physically

mapping your "current state" while also
Continued
focusing on where you want to be, or
 INTRODUCTION TO VALUE STREAMS
MAPPING
A value stream is all the actions (both value added
and non-value added) currently required to bring
a product through the main flows essential to
every product:

There are three areas of the value stream that

overlap and flow together:
• Concept to Launch (Administrative area)
• Raw materials to finished products
(Manufacturing area)
• Order to cash (Administrative area)
• Each area contains multiple processes and
activities
 DEFINE VALUE STREAM MAPPING

A) Follow a product’s production path from beginning to

end, and draw a visual representation of every process
in the material & information flows. (Select a Most
frequent Product family)

B) Then draw (using icons) a “Future State” map of how

value should flow.
Selecting the Product (Value Streams)

Determine Product families via: Similar downstream

“making” steps.
Process steps
Cut Band Emb Sew Wash Finish
knife
Polo T
X x X X
PRODUCTS

Shirt - Nike
Family A
Trousers
X X X X X
Family B
Shirts
x X X X X
Blouses X X X
Family C
 VALUE STREAM & PROCESS
IMPROVEMENT
VALUE
STREAM
CUSTOMER

PROCES PROCES PROCES PROCES

S S S S
SPREADIN CUTTING SEWING FINISHING
G

WIP WIP WIP

RAW FINISHED
MATERIALS PRODUCT
 LEVEL OF A VALUE STREAM

PROCESS LEVEL

SINGLE PLANT

MULTIPLE PLANTS

ACROSS COMPANIES

STARTING AT THE “DOOR TO DOOR”

LEVEL
THE STEPS - VALUE STREAMS MAPPING

Product
Family

Current Understanding how the shop floor

State currently operates. The foundation
drawing for the value state.

Future State Designing Lean Flow

drawing

Plan &
Implementation
VALUE STREAM MAPPING CURRENT STATE
 Lean is about eliminating waste.

Before we can eliminate waste we must be

able to see it.

If we can identify waste, we can target it for

elimination.

But if we can not see it, it will remain and

add cost.
MAPPING IS BLUEPRINT

CONTAINS THE
FOLLOWING
 LEAD TIME LADDER

IS SPLIT INTO 2 CATEGOREIS

PROCESSING TIME
(where pieces suppose to flow continuously pertaining Value and
non value added)
(This is not Value adding only…Something like numbering,
checking etc…it’s processing but not value adding)
RETENTION TIME
(Staging before 1st process or between previous and next
processes)
 Process

PROCESS TIME C/T

C/O
USING DATA BOX
UP
DATA BOX CONTAINS THE FOLLOWING:
MR

Cycle Time: (how often does the piece come out of the process)
Changeover Time: (time from the last good piece of a style
until the next good piece of next style) (minutes available minus
minutes required)
Uptime: (How often the equipment and tools is not in good
working conditions and order when we need it) or it could be the
paste of the sewing operators. (Efficiency)
Number of Operators: (Number of employees related to the
cycle time).
Processing time = Minutes required + Changeover
Minutes Required:
time (SMV X Quantity)
35
Example of Process Box
If conduct Value Stream and Process Mapping

simultaneously SEWING
Process Data Background
C/T (Minutes) 14
Minutes Required @ 100% 14,000
Actual Sewing time 22,000
Performance 64%
Operators 24
Qty order 1000
Output 42%
Waste
Changeover 3000
Waiting due to Line Balance 6500
Uptime Machineries 200
Quality problems 150
Feeding / Ending Line 1250
Total Lead Time 33,100
 RETENTION TIME

Retention time is related to the following:

Work In Process, (Pieces and time)

Staging and waiting, (Pieces and time)
Information flow: days would be estimated from in
coming fabric Prior to first process.
Information flow would be drawn during process without
estimating time value.

Retention time = Minutes or days due to staging

between processes
 PUTTING IT ALL Kaizen
Daily
TOGETHER reduction
C/O Available
time 400Ms
Box: 160
Cutting Embroidery pieces
C/T 120 Ms C/T 240 Ms

C/O 60 Ms C/O 120 Ms Kaizen

reduction
UP 90% UP 90% Days WIP
I I
MR 120 Ms MR 240 Ms

300 400
PCS PCS Retention Time: 8
3 days 5 days days

Process Time: 1.5

200 Minutes 400 Minutes
days

Lead time 38
Ladder
MANY ELEMENTS MUST BE TAKEN INTO
CONSIDERATION

WHILE DRAWING THE VALUE STREAM

MAPPING OF FUTURE STATE

Such as:
INDIVIDUAL EFFICIENCY VS. GROUP
EFFICIENCY

How fast should we produce?

 WHAT IS THE TAKT TIME?
It is used to synchronize the pace of production with the pace
of sales

Takt time = Effective working time (minutes worked-breaks)

Customer demand during that time (Pieces)

Takt time = 480 minutes – 20 minutes breaks = 1 minute

or 60 seconds
460 pieces per day

Customer demand is at a rate of 1 piece every 1

working minute
CONTINUOUS FLOW PROCESSING
 PROBLEM POINTS IN THE FLOW
Where One Piece flow ends

Cutting Sewing Finishing

How can we control production between flows?

MRP – based schedules?
 WHY KANBAN?

Process starting and ending are identified when flows stop and
inventory accumulates as WIP,
WIP is created when there is no continuous flow,
Then retention time starts when continuous flow stops till next
process.

To balance and reduce WIP between processes you must apply

“Kanban transport” card.

44
 DO YOU CONSIDER A SEWING LINE AS ONE
PROCESS?
No leveling through production lines,
means more retention at each workstation (uncontrollable
WIP).

“Production Kanban” card becomes a necessity,

to level and streamline the process.

Reduce Waste through combination of several processes in

creating continuous flow. Think where quality could play
better role in term of processes combination.
The better, the easiest, the fastest, the less
45 costly
THE PULL SYSTEM

46
 SUPERMARKET PULL SYSTEM
1) Customer Process goes to supermarket and withdraws what it
needs when it needs it.
2) Supplying Process produces to replenish what was withdrawn.

Production kanban Withdrawal kanban

Supplyi Custom
ng er
Process Process

New Withdrawn
product Product
Supermarket
Purpose: A way to control production between flows.
Controlling production at supplying process without
trying to schedule
BUILD TO SUPERMARKET OR TO SHIPPING?

To Shipping To Supermarket

Custom Custom
er er

Assembl Shipping Assembl Shipping

y y
 TRY TO SCHEDULE ONLY 1 POINT

Proce Proce Proce Proce

ss 1 ss 2 ss 3 ss 4
Custome
r

Supermark FLOW
et

Max. 50 Max. 50
pcs pcs
Proce Proce Proce Proce
ss 1 ss 2 ss 3 ss 4
FIFO FIFO Custome
r

Supermark FLOW
et
ADVANTAGES OF THE KANBAN PROCESS

1 A simple and understandable process

2 Provides quick and precise information

3 Low costs associated with the transfer of

information

4 Provides quick response to changes

5 Limit of over-capacity in processes

6 Avoids overproduction

7 Minimizing waste

8 Control can be maintained

9 Delegates responsibility to line workers

5 Loops to work around to design

FUTURE STATE
The 5 Loops
Create Continuous
Buyers Flow

Stores

Pull Flow by
Leveling Create Pull
Sewing
Scheduling & Cuttin Create Pull IN through
Finished g through Supply Chain
Goods Shared Resources
Strategy

Sewin
g Connect
OUT Plant to the pace
Of the customers
Demand Internal
External
LOOP 1– Pull at
Supply Chain
LOOP 2– Create
Flow through
processes
LOOP 3– Create
Pull Through
Shared
Resources
LOOP 5 –
Leveling
Create
schedulin
g and
Finished
good
strategy
LOOP 4 – Create
Customer
demand, Takt
time, visual
control
The 5 Loops
Create Continuous
Buyers Flow

Stores

Pull Flow by
Leveling Create Pull
Sewing
Scheduling & Cuttin Create Pull IN through
Finished g through Supply Chain
Goods Shared Resources
Strategy

Sewin
g Connect
OUT Plant to the pace
Of the customers
Demand Internal
External
Kaizen Blitzes toward future state

Production
Control Daily
Requirnt
Supplier Customer
order

Simplification of
Information FlowTakt= (450*60) = 27 sec
2000 mts 1000 pcs 1000 pcs per day
Pitch= 27 sec X 20 pcs = 9 minutes
Connect
20 20 2
Floor Requirement
Washing
day
To Suppliers Reduction Supermarket s2
Of WIP Requirement days
Sewing
25 Components
Cutting 20
day 20
s C/T = 10 ms
1000 Pcs C/T = 7 ms 20
C/T = 120 ms C/O = 10 ms
1 day C/O = 10 ms
C/O = 30 ms Uptime = 100%
Uptime = 100%
Uptime = 100% M/R= 7
1 day M/R= 7 1 day
M/R= 120 SMO= 22
OP = 1
SMO= 16
Process Razing
Process
Process Razing
For Improvement
For Improvement
120 7.2 9.9 59 Lead time
ms ms ms
IMPLEMENTATION VIA POINT
KAIZEN
Future State

Eraser

Process
Point
Kaizen
 Industrial
engineering
First Then

Method Study Work Measurement

Simplify the task
(or eliminate it) 1.Calculating SAM
‘Engineer the
operation’ 2.Calculating Takt
Reduce the inherent time
work content taking
account of the skill 3.Line balancing
required to perform
the task set

GO LEAN
PROFIT
Introduction to 5S
Factories are like living organisms. The healthiest
organisms move and change in a flexible
relationship with their environment.

People working in this factory consider the search of

parts, equipments and tools a part of their jobs,
because of the working among dirt, debris and oil of
the equipment. These conditions indicate a factory
that produces far too many defective goods, that
misses far too many delivery deadlines, and that
suffers from low productivity and morale.
Objectives of 5S

5 Pillars of the Visual work place leads to make your

company more pleasant work place, greater job
satisfaction, and an opportunity to provide creative
input to the way your work should be done.

The benefit to your company includes higher product

quality, lower costs, increased customer satisfaction,
and corporate growth.
Benifits
■ Zero change over bring product diversification
■ Zero defects bring higher quality
■ Zero waste bring lower cost
■ Zero delays bring reliable deliveries
■ Zero injuries promote safety
■ Zero breakdown bring better equipment availability
■ Zero complaints bring greater confidence and trust
■ Zero red ink bring corporate growth
THE 5 PILLARS OF WORKPLACE ORGANIZATION

5
Sustain

4
Standardize

Shine 3

2
Set In Order

1
Sort
THE 5 PILLARS OF WORKPLACE ORGANIZATION

SET IN
SORT ORDER.
ORDER SHINE

STANDARDIZE SUSTAIN
FIRST PILLAR: SORT

Sort means that you remove all items from the workplace that are
not needed for current production operations.

Example
 Unneeded of equipment, trims and others tools for current
production to avoid obstacle to production activities.
 Quality defects result from unneeded in-process inventory
and machines breakdown.
 Large quantity of inventory requires more space and
management.
Definition of Sort (1st Pillar )

■ Sort is the first pillar of the visual work place,

corresponds to the just in time (JIT) principle of “only
what is needed, only in the amounts needed, and
only when it is needed.”

■ Implementing this pillar creates a work environment

in which space, time, money energy, and other
resources can be managed and used most
effectively.
Implementing 1st Pillar Sort

 Setting up the 5S Core Team

Prior to commencement of the project, a
5S core leader and team must be created
to set 5S Kaizen Event.

 Training the Core Team

Training the core team in order to
understand what the 5S core team must
cover? How to manage the project and
communication cross the organization?
How to implement with the barriers? Will
be all covered at the beginning of this
session
 Implementing 1st Pillar Sort

 Implement the Red tagging project

Mapping the current selected area (Task from Kaizen
Event) place using the red tag strategy as a simple
method for identifying potentially unneeded items in the
factory, evaluating their usefulness and dealing with
them appropriately.
Steps:
 Launch the red tag project
 Identify the red tag targets
 Set red tag criteria
 Make red tags
 Attach red tags
 Evaluate red tagged items
 Document the results (goals) of red tagging

Goals and the red tag targets are predefined in each

work place after the discussion with the 5S core team.
 RED TAG
CATEGORY: 1. Raw material 5. Machine or other eqp.

  2. In-process stock 6. Folder or attachement

  3. Semi-finished goods 7. Tools and supplies

  4. Products 8. Other

ITEM NAME:  

MNF. NO:  

  Units Units value Total cost  

QTY:        

REASON  

MNGD BY  

EVAL DATE  

MOVEMENT WHERE WHO WHEN HOWMANY

         

         

         

         

         
Unneeded Item - Suggestion
Accumulation of unneeded items
Certain types of unneeded items tend to accumulate in factories
and warehouses in predictable places. It has to take the decision
how to dispose the recognized unwanted items according to the
type of the item. (Throw it away, Sell, Return, Lend out,
Distribute, Central red tag area)
Types of unneeded items
■Defective or excess quantities of small parts and inventory
■Finished thread cones
■Unneeded fabric pieces
■Broken tools
■Empty oil bottles
Where it is accumulated
■ Rooms or areas not designated for any particular
purpose
■ In corners next to entrances or exits
■ Along interior and exterior walls, next to partitions,
and behind pillars
■ Under desks and shelves and in desk and cabinet
drawers
■ On unused management and production schedule
boards
■ In tool boxes that are not clearly sorted
SECOND PILLAR: SET IN ORDER
■ Arrange needed items so that they are easy to use and
label them so that anyone can find them and put them
away. For example:
All trims, parts, documents must be uniquely placed
away organized in an identified and organized place.
Rack, Drawers, etc.
■ The second pillar, Set in order can be implemented
only when the first pillar is in place. Similarly, if sorting
is implemented without Setting in order, it is much less
effective. Sort and Set in order work best when they are
implemented together.
■ Standardization means creating a consistent way that
tasks and procedures are carried out. Set in order is the
core of the standardization. This is because the work
place must be orderly before any type of
standardization can be implemented effectively.
 Implementing 2nd Pillar Set-
In-Order
Step 1
Before you arrange the best place for the separated
needed items you must aware of the below principles.
Next session aims to introduce these principles to the
5S Core Team.

Principles of Motion Economy to eliminate waste

 Use of Human body (8 principles)
 Arrangement of the work place (7
principles)
 Designs of tools and equipment (6
principles)
Implementing 2nd Pillar Set-
In-Order
Step 1

Principles of storing Tools and parts of equipment to

eliminate waste
 Locate items in the work place according to their
frequency of use
 Store items together if they are used together, and
store them in the sequence in which they are used
 Make storage places larger than the items stored.
 Improve to the multiple functions of the tools.
 Store tools according to function or product
Implementing 2nd Pillar Set-
In-Order
Step 2
After best location decision, we need a way to identify
these locations for everyone to know where and how
many of each item belong in each location.
■ The signboard strategy uses signboards to identify what, where
and how many.
■ The painting strategy is a method for identifying location on
floors and walkways.
■ Color coding can be used to show clearly which parts, tools,
equipment and machinery placed in a given work area.
■ Outlining is a way to show which parts, equipments and tools
are stored where. Outlining means drawing outlines of parts,
equipments and tools in their proper storage positions.
 Sign Board Strategy

The signboard strategy uses signboards to

identify what, where and how many.
■ Factory - work place - line - process
■ Large and clear signs
■ Use Colours to distinguish
■ All machines identified by name and
number
■ All employees to have name tags
■ Sizes should be appropriate
Floor Painting & Safety Strategy
The painting strategy is a method for
identifying
location on floors and walkways.
■ Working areas - green
■ Aisles - orange
■ Rest areas - Blue
■ Warehouses – Gray
■ Storage space lines
■ Traffic flow direction lines.
■ Warning signs with color, symbol & not
do display.
Storage of registers and files

■ File index displayed

■ Colour code
■ Easy to see, easy to get and easy to
return
■ Identification strips on registers and
books
■ “Homes” for registers and books
■ Index labels
■ Tags for important pages
X - Axis, Y - Axis mentality

■ Every thing should be aligned along X

axis and Y axis
■ Notice boards, charts on walls, calendars,
paintings etc.
■ Machines and furniture wherever
possible
■ Shoe racks etc.
■ Vehicle parking
■ Things on table tops
■ No one should be allowed to keep
anything out of alignment
Benefits of Set-In-Order
by implementing second pillar, many problems can be
avoided.

When the Set in order is well implemented company

will be able to eliminate the following wastes:

■ Motion waste
■ Searching waste
■ Human energy waste
■ Excess inventory waste
■ Defective products waste
■ Unsafe condition waste
THIRD PILLER: SHINE

Shine means sweeping floors, wiping off machinery and generally make
sure everything on the floor stays clean.
However, maintenance tasks must be taking daily through defined
checkpoints. The purpose to clean and bright environment is for everyone to
enjoy the working. & also everything is kept in top condition, so that when
someone needs to use something, it is ready to be used

Example
 Machineries dust off and maintained.
 Floor are free of any object could create obstacles and
danger to employees and the product.
Problems avoided by shine
■ Windows are so dirty that very little sunlight filters
through. This leads to poor morale and inefficient
work.
■ Defects are less obvious in dark, messy factories
■ Puddles of oil and water cause slipping and injuries
■ Machines do not receive sufficient check up
maintenance and tent to breakdown frequently. This
leads to late deliveries
■ Filthy work environments can be lower morale
Planning :SHINE Campaign

Step 01:
5S team has to define the target for the cleaning
activities and nominate the subordinates to involve
to this event. and grouped in three categories:
Inventory items, equipment and space.

Step 02:
Assign the specific areas to individuals. 5S team
will make the 5S schedule. It includes who is
responsible for specific areas and which days and
times of the day.
Plan SHINE Campaign
Step 03:
It is important to set aside times for these shine
activities so that they eventually become a natural
part of the workday. Tools required to clean have to
be decided. Shorter time has to take to the cleaning
activities. Ex: We can ring a bell 5 minutes time per
day or play music to clean the individual’s working
environment by them.
Step 04:
Cleaning tools should be stored in the places where
they are easy to find, use and return.
Also Incorporating systematic inspection procedures
into our Shine procedures.
SHINE
Daily Inspection and maintenance
of Cleanliness
Steps to undertake:

1.Determine Cleaning/Inspection Targets

2.Assign Cleanliness/Inspection Jobs

3. Determine Clean/Inspection
method “Checklist”

4.Implement Cleaning/Inspection
FOURTH PILLAR: STANDARDIZE

The first three pillars are activities to organize the workplace.

Standardize is the method you use to maintain the first three pillars.
Standardize is to prevent setbacks in the first three pillars, to make
implementing them a daily habit, and to make sure that all three pillars
are maintained their fully implemented state

5S team has to make the 5S checklist showing clearly who is responsible

for each job, which area, what to do, and when to do it.

Example
 Control methods
Implementing 4th Pillar:
STANDARDIZE
■ Integrate 3S Duties into regular work duties

Maintenance of 3S must become a natural part of

everyone’s regular work duties.
After we have assigned three pillar jobs and have
incorporated three pillar maintenance into the
everyday work routine, we need to evaluate how
well the three pillars are being maintained.
5S Team has to make the Standardization-level
check list to evaluate the maintenance level.
Implementing 4th Pillar:
STANDARDIZE
Prevention

■ When we find that cutting machine has not been put back
correctly, we immediately take care of that. When we find cut
panel extra parts are felt at the floor we immediately clean it.
Making these actions habitual is the foundation of
Standardize. However when the same problems keep
happening over and over again, it is time to take the concept
of Standardize to the next level: prevention
Implementing 4th Pillar:
STANDARDIZE
Prevention
To take this pillar to higher level, we must ask “why..”
 Why do unneeded items accumulate (despite sort procedures)…
 Why do tools get put back incorrectly (despite set in order
procedures)…
 Why do floors get dirty (despite shine procedures)…

When we ask “5 why” repeatedly, we eventually find the source

of the problem and can address that source with a
fundamental improvement. Such improvements can help us
develop Unbreakable Standardization.
FIFTH PILLAR: SUSTAIN

Sustain making a habit of properly maintaining correct

procedures.

The first four pillar can be implemented without any

difficulty if the workplace is where employees commit to
sustain the 5S conditions

Without Sustain the others four pillars will not last

longer.

Sustain is not a technique and different than the other

four pillar, result can not be seeing.
FIFTH PILLAR: SUSTAIN

Sustain means to make a habit of properly maintaining correct

procedures.

Without your commitment to Sustain the benefits of 5S activities,

implementation of the first four pillars quickly falls apart. However,
if the rewards of implementing the first four pillars are greater for
you than the rewards of not implementing them, sustaining them
through the fifth pillar should be something you take to naturally

Implementing the first four pillars should make your workplace

more pleasant to work in, your job more satisfying and
communication with your coworkers easier. It should also make
your work more efficient and of better quality, which will hopefully
lead to reward of your efforts by your company.
Implementing 5th Pillar : SUSTAIN

Factory must create conditions or structures that

will help to sustain a commitment to the five
pillars suchYou
Awareness: as:and your employees need to understand
what the five pillars are and how to important to sustain
them.
Time: You need to have or make enough time in your work
schedule to perform 5S daily.
Structure: You need to have support for your efforts from
management, in terms of acknowledgment, leadership and
resources.
Rewards & recognition: Your effort need to be rewarded.
Satisfaction & Excitement: Implementation of 5 Pillars
must be fun and satisfying for you and the company.
Excitement gets communicated from person to person allowing 5S
to build as it involves more people.
Tools & Techniques to
sustain 5S Implementation
There are many tools and techniques a factory can use&
develop to help sustain commitment to 5S
implementation.

5S Slogans: Communicate the themes of the five pillar

campaign in the factory. They can be
displayed on machines, stickers, flags,
or posters
5S Posters: 5S slogans descriptions of 5S activities can
be posted throughout the workplace.
5S Photo: Story board “Picture is worth a thousand
words.” Photo exhibits and Story board
showing the before and after of 5S
implementation activities..
Tools & Techniques to
sustain 5S Implementation

5S Maps: Can also be used to get employee involved in

continuous improvement. Those
should be hung in a central location with suggestion
cards attached so anyone can suggest improvements.

5S Pocket manuals: Can be created that contains five pillar

definitions and descriptions, and is small enough to fit
into the pocket of work clothes.
Tools & Techniques to
sustain 5S Implementation
5S Department tours: When one department in a company has
implemented the five pillars successfully, it can serve as a
model area for other departments to come visit. Since “seeing is
believing,” this technique is extremely effective for promoting 5S
implementation throughout a company.

5S Months: Campaigns should be designate two, three or four

months every year as “5S Months.” During these months,
various activities such as 5S seminars, field trips, and
contests can be carried out to further promote 5S implementation
in the company.
Cautions - 5S
■ Start with the first 3 Pillars at a specific area.
■ Once is done create a Roll out plan to cover the
entire factory
■ Then Standardize to create the habits of the first 3
pillars through evaluation and checklist then built
the habits into the system
■ Create a awareness environment with pictures,
posters, activities, launch every 4 months 5S
activities, etc. in order to sustain the changes
Create the Kaizen Event for 5S
5S Implementation must be done under 3 Kaizen Events
as follows:

Event 1: Covers the 3 Pillars

Red Tagging, Get the requirements such as: Shelves,
tables, set them in order then shine.
If the tools and requirements are on hands then this
event can be 1 week event for one specific area. If not then
it can be 2 weeks event.
Event 2: Covers Standardize – 1 Week
Event 3: Covers Sustain and Consciousness – 2 Weeks