By George Murigi

Objectives

To understand the importance of 5s to our Lean
initiatives.

To know what the 5S’s are and know the key
benefits of each.

Identify and overcome the barriers to
productivity

To be able to participate in group and individual
5s activities.

Improve quality of work

Practice efficiency at all times.
Contents

•5S Introduction
•5S Steps
•Hints on 5S implementation
•5S and TPM implementation
•Syndicate exercise
 Safety, Health,
Environmental
Administration
•TPM Pillars

Quality
Early Equipment
Management
TPM

Training & Education

Planned Maintenance
Focussed Improvement
Introduction

Autonomous Maintenance
Introduction

5S
• Clearing (Sort)

• Organising (Set)

• Cleaning (Shine)

• Standardising (Standardise)

• Discipline (Sustain)
Introduction

5S is a system to reduce waste and optimize productivity through maintaining an orderly

workplace and using visual cues to achieve more consistent operational results.
Implementation of this method "cleans up" and organizes the workplace basically in its
existing configuration, and it is typically the first lean method which organizations implement.

The 5S pillars, Sort (Seiri), Set in Order (Seiton), Shine (Seiso), Standardize (Seiketsu), and
Sustain (Shitsuke), provide a methodology for organizing, cleaning, developing, and sustaining
a productive work environment. In the daily work of a company, routines that maintain
organization and orderliness are essential to a smooth and efficient flow of activities. This lean
method encourages workers to improve their working conditions and helps them to learn to
reduce waste, unplanned downtime, and in-process inventory.

A typical 5S implementation would result in significant reductions in the square footage of

space needed for existing operations. It also would result in the organization of tools and
materials into labeled and color coded storage locations, as well as "kits" that contain just what
is needed to perform a task. 5S provides the foundation on which other lean methods, such as
TPM, cellular manufacturing, just-in-time production, and six sigma can be introduced.
The 5S Pillars

Sort. Sort, the first S, focuses on eliminating unnecessary items from the workplace
that are not needed for current production operations.
An effective visual method to identify these unneeded items is called "red tagging",
which involves evaluating the necessity of each item in a work area and dealing
with it appropriately. A red tag is placed on all items that are not important for
operations or that are not in the proper location or quantity. Once the red tag items
are identified, these items are then moved to a central holding area for subsequent
disposal, recycling, or reassignment. Organizations often find that sorting enables
them to reclaim valuable floor space and eliminate such things as broken tools,
scrap, and excess raw material.
Introduction
Our Environmental (Generally)
Introduction

• Just across the Road...

Introduction

• Our Environmental (Generally)

5S Steps
5S Steps
• Clearing
• To do this you may need to develop a policy or fix
some rules, i.e.
 Low priority items may be stored in a distant
place.
 High priority items may be kept in a designated
area.
• The team should agree the rules and must stick to
them.

• A red tag is affixed to each item that is put into the

Red Tag area.
5S Steps
• Stratify Strategy for Clearing (Seiri)

Separate necessary items

from unnecessary items and
discard unnecessary items.

Categorise items according

to their frequency of use,
importance, storage space
required or the place
requiring the item, for
Example, control the
categorised items
according to their type.
 Red Tagging
Red Tag is one of the implementation plans for Sort
(seiri), part of the kaizen strategy of workplace
improvement.

• A method of identifying potentially unneeded items

in the work area.

• Ensures that no needed items are accidentally

disposed of.

• Allows us to evaluate the usefulness of an item by

segregating it when we are unsure of it’s use.
 Red Tagging
• The three questions to ask
- Is this item needed?
- If it is needed, is it needed in this quantity?
- If it is needed, is this the best location for it?
• Holding areas
- A safety net between questioning whether
something is needed and getting rid of it.
- Items are held for a set time (30 days?).
- Notices are put out for unknown items so that they
may be claimed by anybody who has a genuine need
for them.

After the allocated time, unwanted items are disposed of.

 Red Tagging Aims

• Define the necessity of the item in order to perform

the work required on a day to day basis.
- If it isn’t needed it should be disposed of.
• Determine the frequency with which the item is
needed.
- If it’s needed infrequently it can be stored away
from the work area.
• Decide the quantity of the item required to perform
the regular work.
- Excess items can be disposed or stored away.
Sample
Sample
Example of a red
tag station
Example
Example
 5S Steps
• Clearing - (Remember to take photos for the Before
and After to gauge the work done)

Different part in red tag zone after the clearing step Clearing up the red tag zone
 5S Steps

• After Clearing
Before After
 整理,
整理 sort)
Benefits of Seiri (整理

a) Remove unnecessary items and dispose of them properly

b) Make work easier by eliminating obstacles

c) Reduce chance of being disturbed with unnecessary items

d) Prevent accumulation of unnecessary items

e) Evaluate necessary items with regard to dept/cost/other

factors.
5S Steps
 5S Steps
• Organising
• Workplace organisation
 to fix the layout of tools and equipment
 everything should be readily available when
needed.

• Everything needed should be “Easy to see, Easy

to retrieve, Easy to use, Easy to return”.

4E Philosophy
5S Steps
• Organising

Useful check points for a organised workplace:

1. Are tools divided into “specialised use” and “regular
use” items?
2. Is the number of tools required kept to a minimum?
3. Are pallets, waste bins, hoses always placed in the
correct location?
4. Is anything stored around safety or fire fighting
equipment?
5. Are positions of main corridors and aisles clearly
marked?
6. Can you immediately and safely find the items you
need?
5S Steps 5S Steps
Visual indications to easily show
• Organising (Examples) visibility of tools and equipment
 5S Steps
Shadow boards for
tools
• Organising (One more Example)
 5S Steps

• Organising (5S Cabinet - Example)

5S Steps

• After Organising
 Benefits of Seiton (整頓? )

1) Arrange all necessary items in order so they can be

easily picked for use
2) Prevent loss and waste of time
3) Make it easy to find and pick up necessary items
4) Ensure first-come-first-serve basis
5) Make work flow smooth and easy
6) Can also be translated as "set in order"
5S Steps

38
5S Steps

Cleaning
• Cleaning sounds simple enough, but it
involves a host of activities:
• removing from the workplace everything
that should not be there
• maintaining everything (that should be
there) in the best possible condition by
constant checking and constant care

• Ultimately then "cleaning is careful

checking"
5S Steps

Cleaning
Before After
 5S Steps
• Cleaning Before...

Leaks all over the floor and no name

indications of the equipment
 5S Steps
After...

Pilot equipment
 5S Steps
• Cleaning – How to do it ?
• Dividing zones/dividing roles
• Indicate the role each person is to play (area of
responsibility)
• Responsibility maps and check lists are
effective

• Implement cleaning by area/equipment

• Careful and systematic cleaning of particular
areas and equipment will help spot potential
problems
• Not simply wipe off dust - Cleaning is
Inspection.
43
 5S Steps

• Cleaning – How to do it ?
• Implementing improvements
• Speed up the cleaning process
• Make difficult/dirty places easier to reach and
access. (DTAs)
• Eliminate sources of contamination (SOCs).

• Defining rules for the team (Code of Conduct)

 5S Steps

• Cleaning – How to do it ?

• Introduce a plant slogan

• “Take 5 minutes for 5S”

• “Take the time to make it shine!!”

5S Steps

After Demarcating

Area of operation
 Benefits of Shine
• Machine reliability
- Easier to identify issues on clean machines,
meaning they can be addressed sooner.
- Cleaning is a form of inspection.

• Equipment / Tools
- Clean equipment functions more effectively.
- Easier to spot damage or wear on clean
equipment and tools than on dirty ones.
5S Steps
5S Steps

Standardising
• The state that exists when the first 3 S's are
properly maintained.
 make sure that clearing, organising and
cleaning are being maintained and incorporated
into everyday activities.

 identify, eliminate or take preventive action to

help prevent 3S conditions to deteriorate.

• A never-ending activity!
5S Steps

Standardising
• People should have clear job assignments based
on their own workplaces.

• A useful tool is the 5S Map:

 it shows how the workplace is divided into
sections and lists names of the people
responsible for maintaining 5S conditions in
those areas
 it makes 5S job assignments visible at a
glance.
5S Steps
After Standardising
Note the exact number
of items piling up – the
standard
 Benefits of Standardising

• Safety
- Walkways and floors are kept clear and hazard
free.
• Efficiency
- Storage areas remain organised.
- Materials, tools and equipment remain
organised and cared for.
• We maintain all the benefits gained from Sort, Set
and Shine.
• We have a template for expanding the 5s area
across the whole plant.
5S Steps
 5S Steps

Discipline
• Defined as "making a habit of properly maintaining
correct procedures".

• So what happens to 5S Programmes that do not

keep discipline?
5S Steps
Discipline – 5S Audit
5 S Audit (Produktie Afdeling)
Datum Audit: 19-02-2001 Datum volgende audit: WEEK 12 2001

Afdeling: VERWERKING
Machine: MID 2 (PILOT LIJN)
Audit uitgevoerd door: SHIFT A

Onderwerp: score: Opmerkingen:

0 1 2 3 4 5
Wordt 5 S als prioriteit binnen de afdelings doelstellingen
gezien
Is er tijd voor de 5 S implementatie gereserveerd
P
R
O Heeft iedereen informatie ontvangen betreft wat 5 S kan
M inhouden en wat de werkzaamheden inhouden (bewustzijns
O training)
T
I Zijn er duidelijke doelstellingen voor 5 S afgesproken
E
(tijdspad) Nog niet voor Alle stappen

Is iedereen aan board , en wordt het nut van 5 S in gezien

Is het 5 S gebied duidelijk afgebakend en zijn de
verantwoordelijkheden duidelijk afgestemd Gebieden zijn afgestemd, verantwoordelijkheden nog niet
Is er een open cultuur waarin een ieder zich op zijn gemak
voelt en waarin alles gezegd kan worden Heel af en toe zijn er wat irritaties over de shiften heen welke uit eindelijk wel uitgesproken worden
Is er een 5 S activiteiten bord, (waar duidelijk, het team, de
doelstellingen,activiteiten, verantw, overleg structuur, ed) up to
date gehouden wordt
Is er budget gereserveerd om kleine verbeteringen door te
voeren Ja, per maand is er 1000,- verbeter budget uitgetrokken, voor zaken zoals: verf, plakband,stofzuiger, etc

Is de Omgeving rond de Installatie, vrij van niet relevante

materialen
O
P
R
U Liggen er machine onderdelen die niet gebruikt worden Er sta nog een krik achter de multipal wat daar niet hoort
I
M VISUALISATIE, niet relevante materialen zijn in een
E
N
oogopslag te herkennen. Ja, voorlopig liggen deze in de rode zone

is er een STANDAARD VOOR AFVAL VERWERKING, Ja, er zijn duidelijke regels, alleen liggen deze niet vastgelegd

Bureaus en werktafels zijn opgeruimd Ja, nog wel aandacht geven aan de maximale voorraden in de bureau laden
er zijn geen overbodige materialen meer te vinden rond de
installatie, of deze moeten voorzien zijn van een tagging
OPSLAG LABELS, labels op kasten, laden,
O
tafels,gemarkeerde plaatsen, etc. vertellen in een oogopslag
R
G de inhoud
A
N DOKUMENT EN ONDERDELEN LABELS, alle materialen zijn
I voorzien van een label en een index
S
E GEBRUIKSGEMAK, de benodigde materialen en middelen
R zijn makkelijk in gebruik en toegankelijk
E
N VASTE PLAATSEN, alle materialen hebben een vaste plaats
en zijn duidelijk gemarkeerd
PADEN EN BORDEN, alle paden zijn duidelijk gemarkeerd,
en borden hebben een duidelijke indelingen
VLOEREN, de vloeren zijn schoon
S
C STOF EN VUIL, ramen, afschermingen, bureaus, werktafels
H
O zijn opgeruimd en schoon
O
N VERANTWOORDELIJKHEDEN, er zijn duidelijke
M verantwoordelijkheden op roulatie basis afgestemd
A
K AFVALBAKKEN, er is een duidelijk gescheiden afval systeem,
E welke goed wordt onderhouden
N
GEWOONTE, stoffen, vegen, en schoonmaken is een
dagelijkse gewoonte

S
T VENTILATIE, de lucht is schoon,reukloos,
A
N
D LICHT, de licht verdeling en sterkte is goed
A
5S Steps

Discipline – Lack of Discipline

• 1. The workplace would become dirty and chaotic
again.

• 2. Unneeded items would soon begin piling up.

• 3. People would neglect to wear their PPE and

eventually sustain an injury.

• 4. Equipment malfunction and defective products

• 5. Customers would become disgusted by our dirty

and disorganised factory.
 5S Steps
• Discipline – Important Hints

• 1. Total team involvement and focus on the challenge is vital

• 2. Develop complete visual control to make maintaining the standards as
easy as possible Remember it's about working smarter not
harder!
• 3. Use Fixed position photographs of before, during and after to display
your efforts.
• 4. Use specific audits to evaluate your 5S effectiveness
5S Steps
Building the Discipline

Provide activity boards

for performance follow up
5S Steps
Discipline – Activity Board (Example)
Activity Board - 5S

5S Progress

TEAM AUDIT PLAN ACTION ACTION ACTION ACTION ACTION

PLAN PLAN PLAN PLAN PLAN

5S
VISION AUDIT SHEET TAGS TAGS TAGS TAGS TAGS
CONTROL CONTROL CONTROL CONTROL CONTROL

5S
MISSION
BENEFITS BENEFITS BENEFITS BENEFITS BENEFITS
TOTAL TAGS
PROGRESS
LAY OUT

5s Radar Chart OPL OPL OPL OPL OPL

OBJECTIVES

IMPLEMENTATION
PLAN OPL OPL OPL STANDARD OPL
 5S Steps

• Discipline – Activity Board (Example)

Team Infor. Line Layout Line Infor.

OEE

Autonomous Tag-list Results

Maintenance Work Autonomous
OPL
request Maintenance

5-S Results
Red Tag 5S
list
Hints on 5S implementation

• 5S – Hints to start up
• Select a Pilot area for “5s”
• Document the current situation. Photograph
• Conduct a Risk Assessment
• Define what can be achieved. Set the Vision.
• Establish resources required
• Plan the approach and communicate
• Share equally the responsibilities
• Monitor via auditing
• Measure the benefits
Hints on 5S implementation

• 5S – Hints to start up

• And of courseII...Continuously
Improve!!
 5S and TPM implementation

Waste & loss Training Autonomous

Programme Maintenance
12

10
Continuous
Safety &
8 improvements Environment
Factory TPM in
6 Effective
Goals Administration
Maintenance
4

0 5S
Time
 Safety and Environ.
Continuous Improve.
5S and TPM implementation

Effective Maintenance
Autonomous Maint.
TPM in Administration
Training
5S implementation
5S by Teams
• Using the “sophisticated equipment” supplied and the
materials (e.g.: radar, audit sheet, typical activity board,etc)
available be inventive, imaginative, resourceful in
demonstrating:

Clearing, Organising, Cleaning,

Standardising & Discipline
(Seiri, Seiso, Seiton Seiketsu and Shitsuke)
Where: YOUR Syndicate Room
Important Note
Remember that 5s needs to be applied during the 2 weeks