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 Separate the important from the unimportant and, eliminate the latter. It
helps to have defined zones where 5S will be applied²with a team given responsibility for each
zone²as well as clear timing for the sorting and the first audit. Next, the zone team should
separate the necessary from the unnecessary by developing a list of each. Finally, eliminate all
unnecessary objects in the initial cleaning.



˜ No unnecessary objects on the floor, in corners, or behind or in cupboards

˜ ëaste bins are available

˜ No unused machines

˜ @   all necessary tools has been drawn up

˜ ïorrect tools are available



˜ Inventory is available
˜ ïorrect materials/pieces are available


˜ Inventory is available
˜ ïorrect documents are where they should be

  This principle takes the necessary objects and renders them more
useful. In practice, the team puts together a plan for the desired state of the zone and then
executes the action plan to put the zone into its optimum condition.


˜ uones and passages are set and marked

˜ Supply and exit points of the machine are marked

˜ °ll have a fixed place and are divided in logical classes (routine, conversion, and
measurement tools)


˜ °ll necessary materials are available in sufficient quantities and are organized (heavy
underneath, safely stacked, not too high)



˜ ºefined and clear


 ïleaning is the best way to inspect. ° thorough cleaning of
the entire facility²machines, floors, and surrounding areas²will expose sources of
contamination and potential problems. Further, the cleaning exercise will help develop standards
and norms for cleanliness, which should be directly tied to quality control and safety.


˜ ëorkspace: clean at the end of the shift

˜ ÿassages are free and clear of clutter and obstruction
˜ Floor is cleaned regularly
˜ Shelves and racks are in good condition (doors can be²and are²closed)

˜ liding or rotating parts: no accumulation of dirt, not too much/too little lubrication
˜ -nd switches and photocells: no dust, free of damage
˜ ÿarts, nuts, and bolts: not loose, not missing
˜ ÿrotections and guards: in good condition
˜ °larms and signals: no false alarms, broken lamps, unreadable indications

 !  The goal of this step is to eliminate contamination and variation or
to control it by determining standard operating procedures and cleaning times. The key to this
step in most facilities is to develop a housekeeping/preventive maintenance plan. The plan
should include rules and timing and should be shared and updated by all shifts working in the
zone; standardization is the key.




˜ Identified (leaks, overflows, waste during handling)

˜ ðemoved or are enclosed (avoid spreading, intrusion of dust)

˜ ïleaning lists (who, what, when, frequency, how)

˜ Triggers for cleaning



˜ ºocumentation is up to date and organized

˜ Follow-up forms are available


˜ Stock level and resupply

˜ Separation of ³to repair´ and ³repaired"

  In many ways, this step is the most important and can be the most
challenging for management and employees, since it is where the team documents the new
procedures²developing and formalizing standard operating procedures, safety rules,
housekeeping and maintenance calendars, and so on. °dditionally, the team develops
mechanisms for reporting unsafe situations and establishes a timeframe for response from the
designated department. This step also creates systems for collecting ideas for ongoing
improvements, provides for visible responses to those ideas, and establishes a tracking system so
the facility can evaluate its ³hit rate´ for recognizing and reacting to suggestions for operational



˜ ïlear designation of a person who understands his or her role in 5S


˜ Followed by the employees in the zone with periodic auditing


˜ °vailable to all employees and visitors to the zone

˜ mbserved by all who work and interact in the zone



˜ ånown to all who work in the zone

˜ mbserved by all

˜ üisible means of collecting ideas
˜ üisible summary of actions and decisions made on the ideas

5S is not a project with a finish date, but rather is an ongoing cycle that improves every aspect of
manufacturing. It is actually a journey that never ends for companies dedicated to linking
operational improvements to customer benefits.

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