5S Organization

Levels of the 5s process.

(This is our machine shops 5s measuring tool.)
We need to be at a level 2 or better, before any other shop floor improvements can be
attempted. It should be noted that this is not the standard way of using 5s concepts,
but we believe this simplified rating system shows us where we really stand and what
actually needs to be done to move towards a lean work environment.

1. Sorting
a. All items in the work area necessary
1. Work area free of junk.
2. Rarely used items out of are
3. Items used often are close to point of use.
b. No evidence of last job.
1. All fixturing and tooling put away
2. Setup books and programs filed away.
3. Control boards up-to-date.
c. Safety items clear and accessible.
1. Exits, aisles, fire extinguishers clear.
2. Control and electrical panels easily opened.
d. All information postings are current.
2. Straightening
a. Safety hazards and response items.
1. Switches and breakers marked
2. Exits and fire extinguishers identified
3. Risk areas marked with zebra striping.
b. Work in process.
1. Areas clearly marked and labeled
2. Material queued in WIP area only.
3. Router with material and/or parts labeled
c. Tools, Fixtures, Clamps, Cleaning supplies.
1. Labeled and stored in designated area when not in use.
d. Shelves, Containers, Carts, Cabinets.
1. Labeled locations
2. Correct items in the correct location.
e. Information
1. Setup books and programs labeled and stored correctly.
2. Setup and program cabinet labeled correctly.
3. Control chat current and at machine.
4. Display boards organized and labeled

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3. Simplifying
a. Cleaning and maintenance plan development
1. Checklist of daily, weekly and monthly tasks.
2. Everything is addressed on rotating schedule
a. Cleaning
b. Maintenance
c. Calibration
i. Tooling
ii. Machinery
b. Work area is maintained and clean.
1. Floors are kept clear, swept and scrubbed
2. Benches, shelves and cabinets dusted
3. Walls, fixtures, tooling and machines wiped cleaned
4. Display boards are current and accurate.
5. Documents are stored in straight line and right angles.
4. Standardized
a. Standard methods and expectations defined for cleaning and
maintenance plan.
1. Expectations are set for non-procedural tasks.
2. Limitations to root causes are noted and accepted
3. Visual aids created for procedural tasks.
4. Every team member meets and follows procedures.
5. New team members are oriented to plan and give expectations.
b. Fresh work area
1. Action plan defined with champion and dues dates for uncompleted
tasks.
2. Worn, broken, tattered item are replaced or repaired
3. Work areas are well lit.
4. Walls, carts, shelves, doors and floors are painted and clean.
5. Temporary fixes and solutions are made permanent and
professional.
6. Display boards used to communicate current initiative and progress
to those outside of the work area.
c. Team works to eliminate a mess root cause to prevent future
cleanups.
1. Action plans defined with champion and due dates for uncompleted
items.
5. Sustaining
a. Teams are disciplined in 5s standards and procedures.
1. Standards and expectations are maintained by team on a daily
basis.
2. Periodic Supervisor/Manager audits are unnecessary to maintain
standards
3. Team is constantly working to improve standards.