5S System

A Lean Manufacturing Tool

A Graphic Products Library Resource

800-788-5572 | DuraLabel.com | GraphicProducts.com

Everything You Need to Start Your 5S Implementation

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Complete 5S Solution Kit
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5S SYSTEM
Contents of the Best Practice Guide to 5S, A Lean Manufacturing Tool by Graphic Products, Inc.

5S OVERVIEWSJ 1
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 5S Overview
5S OVERVIEW

INTRODUCTION
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Japanese Innovation
6LQFH-DSDQHVHIDFWRULHV¿UVWEHJDQLPSOHPHQWLQJDQHDUO\ similar goals and may actually originate from the same
form of 5S decades ago, they experienced unprecedented American or Japanese system. One of the most widely
OHYHOVRIHI¿FLHQF\VDIHW\DQGJURZWK6LVHYHQFUHGLWHG used is Lean or Lean Manufacturing. A derivative of
with helping Japanese factories eclipse American industrial Japan’s Just-In-Time Production (JIT), Lean is popularly
output and product quality. By the mid-1980s, managers at used around the world today to improve overall industrial
America’s largest factories were taking serious notice of ZRUNÀRZHI¿FLHQFLHV
Japan’s success and began rapidly applying similar systems
and methods. One of these systems is known globally Just as Lean has taken many ideas from a popular
today as 5S. Once U.S. factories began implementing 5S, Japanese system, JIT and others like it have their roots
PDQDJHUVVDZPDQ\RIWKHVDPHGUDPDWLFJDLQVLQHI¿FLHQF\ in early- to mid-20th century American industrial
and reductions in cost – previously seen only in Japan. inventions. Ford Motor Company’s assembly line and
business-applied statistics both played leading roles in
7KHWHUP6RULJLQDWHVIURP¿YH-DSDQHVHZRUGVVWDUWLQJ Japan’s post-WWII industrial revolution.
with the letter S. They are Seiri, Seiton, Seiso, Seiketsu and
Shitsuke. The literal translation of: Seiri is tidiness, Seiton is
orderliness, Seiso is cleanliness, Seiketsu is standardization
and Shitsuke is discipline. To simplify the system further,
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to describe each element. They are Sort, Set in Order, Shine,
Standardize and Sustain. Not all facilities use these exact
words in their own implementation and may substitute terms
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American Roots )DFWRU\ZRUNHUVLQ-DSDQOHGWKHZRUOGLQSURGXFWLRQHIÀFLHQF\E\ÀUVW

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systems and programs. This is because so many share

5S TERMS TRANSLATED
JAPANESE ENGLISH
TERMS TRANSLATIONS 5S TERMS DEFINITIONS

Seiri Tidiness SORT 7KURZDZD\UXEELVKDQGXQUHODWHGPDWHULDOV

Seiton Orderliness SET IN ORDER 6HWWKLQJVLQSURSHUSODFHIRUTXLFNUHWULHYDODQGVWRUDJH

Seiso Cleanliness SHINE &OHDQWKHZRUNSODFH(YHU\RQHVKRXOGEHDMDQLWRU

Seiketsu Standardization STANDARDIZE 6WDQGDUGL]HWKHZD\RIPDLQWDLQLQJFOHDQOLQHVV

Shitsuke Discipline SUSTAIN 0DNHLWDZD\RIOLIH7KLVPHDQVFRPPLWPHQW

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 5S OVERVIEW

IMPLEMENTATION
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foundation so Lean yields spectacular results.

$&\FOHRI(IÀFLHQF\ Team Building

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integral role in helping facilities successfully implement
and sustain the system. Once each step has been
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this level of sustained success, managers and workers
must embrace the system. They do so by integrating 5S
methods and techniques into their daily work routines.
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concludes implementation. 5S should continue to cycle
through previous steps, as appropriate, so a facility
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Before moving forward on any facility reorganization,
seek the consent of all potentially affected managers
(maintenance, safety, production, etc). Involving affected
managers greatly helps facilitate the transition to 5S
and may even provide new and more effective ideas for
implementation.
Implementation of 5S begins with the creation of an
internal committee of 5S team leaders. This group is
assigned to actively manage and support the system from
Sort through Sustain. Depending on a facility’s size, a
team may be as small as a single individual or include a
broad cross section of managers and workers with diverse
facility roles. Individuals with strong leadership skills
should be considered as top candidates for participation
in this team.
Once the team has been organized, they can move
forward by developing a formal 5S plan. All facility
employees are encouraged to actively participate in 5S.
This requires proper training and education so employees
understand how implementation will improve the
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work routines.

1. SORT

5. SUSTAIN 2. SET IN ORDER

4. STANDARDIZE 3. SHINE

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5S OVERVIEW

BENEFITS
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DPRQJRWKHUUHFRUGNHHSLQJVKRXOGEHUHFRUGHGWRHQVXUHDFFXUDF\

Keep Detailed Records 8QIRUHVHHQ%HQHÀWV

Data collection should focus on routine work area duties.
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apparent so corrections in work routines are accurately
made. 5S team leaders will use this documentation to
promote 5S and even advocate increased application once
implementation is complete. Make sure to share before-
and-after data and photographs with workers so they see
the fruits of their labor.
A national truck trailer manufacturer credits 5S for
reducing workplace accidents and related sick leave.
The manufacturer said in a 2003 article by Rick Weber
of Trailer-BodyBuilders.com that 5S helped reduce the
OSHA recordable incident rate by 44% - bringing it well
below the industry average. The drop also resulted in a
50% reduction in the manufacturer’s days-away-from-
work.

Over the life of 5S, both short-term and long-term Statistics like these may seem unachievable at your
goals can be achieved. Along the way, many unforeseen facility. Nonetheless, facilities around the world
EHQH¿WVDUHOLNHO\WRDSSHDU6RPHPD\QRWEH are experiencing dramatic results from a properly
immediately apparent, but over a period of months or implemented and sustained 5S system.
even years they become evident. For example, workplace
injuries are often reduced over time. This, in turn, may
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TYPICAL Decreases

5S
work routines may lower health care costs. This, in-turn,
will increase production by reducing sick-leave. The list ‡,QMXULHV
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unique to individual facilities. ‡3URGXFWLRQFRVWV
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5S success.

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 5S OVERVIEW

VISUAL COMMUNICATION
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Effective Signage
Facilities use visual communication (signs, labels Research completed by the Wisconsin Manufacturing
and other devices) to give workers clear and accurate ([WHQVLRQ3DUWQHUVKLS:0(3IRXQGYLVXDO
LGHQWL¿FDWLRQRIORFDWLRQVSURFHGXUHVKD]DUGV communication was an effective tool in helping improve
inventories, equipment and tools. Ultimately, this results HI¿FLHQFLHVDWDORFDOPHWDOIDEULFDWLRQSODQW'DWD
LQJUHDWHUHI¿FLHQF\DQGORZHUFRVWV collected showed the plant increased inventory turns
67%, reduced inventory by 35% and increased on-time
Visual communication is the key to 5S success and plays shipping to 99%.
a leading role in helping turn a traditional manufacturing
system into a Lean one. This technique will be introduced In similar research conducted at a window manufacturing
in the second step of the system, or Set in Order. IDFLOLW\:0(3IRXQG6KHOSHGLQFUHDVHSURGXFWLYLW\
by 35% and decrease overtime by 45%. These statistics
Labels and signs are known to be especially effective offer a glimpse of what is possible for facilities willing to
HI¿FLHQF\WRROVDQGDUHLGHDOIRUKHOSLQJWRFRUUHFWPDQ\ move forward on their own 5S implementations.
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conducted by America Online®, Salary.com® and a 2008
survey by Microsoft® found workers waste an average of
over 2 hours per-day.
" You may not have realized it before
Why is this phenomenon occurring and what can be now, but you won’t get lean – until
done to change it? Often, reasons can be traced back to a you get visual…The foundation
lack of proper visual communication. In many facilities,
workers are unable to complete simple tasks because of these tools used to implement
necessary information is unavailable. When this occurs, Lean is visual systems. That’s
work completion is unpredictable and production suffers. because the waste we’re trying to
In most cases, workers have varying levels of knowledge
about a facility and rely on written directions to complete
eliminate comes directly from a
tasks. Visually communicating the contents of inventory ODFNRILQIRUPDWLRQ6SHFL¿FDOO\
DQGWRROVWRUDJHLVHVSHFLDOO\EHQH¿FLDOLQUHGXFLQJ – from hundreds – even thousands
delays in work. ±RILQIRUPDWLRQGH¿FLWVLQRXU
workplaces."
Consistent Visual Style
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Developing a workplace where inventories, materials, 7R\RWD 3URGXFWLRQ6\VWHP\HDUV
tools, and equipment are all clearly and consistently “You Won’t Get Lean Until You Get Visual!”
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proper visual communication can often be far-reaching
and is known to boost productivity, quality levels,
customer satisfaction, while reducing workplace injuries.

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Sort
5S OVERVIEW

STEP ONE: SORT

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Red-Tagging
An item’s frequency-of-use provides excellent criteria for
determining its value to a work area. By recording usage
dates, each item’s true value can be established. As one
would expect, regularly used items are kept, while items
rarely used receive greater consideration for removal.

Items found to meet the criteria for removal are marked

using a visual communication method known as red-
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preprinted red tag. Items marked for removal must then
be logged into a record book. Red tags should provide
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an item’s removal date and log a number for tracking.
Actions are generally displayed on red tags as a checklist
and describe whether an item should be returned, moved
or discarded.

Store items meeting criteria for removal, in red-tag zones

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This allows work area personnel to easily locate and
identify work area red-tag zones and understand their
purpose.
Reduce Workplace Clutter
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by prioritizing items already known to be useless or
a needless hazard. Items which cannot be completely
eliminated may require off-site storage.

A build-up of unnecessary items is a serious issue in any (DFKLWHP¶VSXUSRVHXQLTXHQHVVDQGLPSRUWDQFHWRMRE

facility. Clutter impairs productivity, creates hazards and
frustrates workers by limiting job performance.
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LQHI¿FLHQFLHVDQGRWKHUZRUNSODFHLVVXHV&DUU\RXW
Sort by establishing criteria for item removal. Start
function should be evaluated and documented as criteria
for removal. Unnecessary items will then become more
obvious, including duplications, allowing sorting to be
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Once work area red-tag zones are created, divide them
into two sections. Dedicate one section to unused items
and the other to infrequently used items. This helps
organize red-tagged items by value. Hazardous materials
may require a separate zone so they can be safely stored.

Limit item storage time to no longer than 5 days in work

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area red-tag zones. This allows items to be retrieved,
should they be found to be essential. After the time period
expires, items should be moved to a central red-tag zone.
Work area personnel may still retrieve items from this
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 SORT

Dispose of Unused Items

Finally, a facility should dispose of all items remaining
in central red-tag zones through donation, recycling,
disposal or resale.

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communicate directions wherever helpful. Red-tag
storage locations and directions can be printed onto a
label or sign for clear indication and easy accessibility.
Finally, create a Sort checklist for workers to follow so
tasks are completed independently and as part of daily
work routines.

Put Sort into Action:

1. Record work area duty task times and photograph
work areas prior to 5S implementation
2. (VWDEOLVKFULWHULDIRUVRUWLQJ
3. Dedicate space to a work area red-tag storage zone
4. Red tag, document and move items to these zones
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5. Relocate items to a central red-tag zone once ZLOOEHHOLPLQDWHGIURPWKHZRUNSODFH
established time has expired

small…

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REFERENCE FORM 1
Work Area
SORT IMPLEMENTATION CHECKLIST
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1 RED-TAGGING PREPARATION
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searching is eliminated. Items stored at unreasonable national safety sign design standards in advance will
distances from work areas should be relocated to closer KHOSHOLPLQDWHFRQÀLFWV&RPPRQGHVLJQVWDQGDUGVDUH
proximities. Having close access to tools and supplies described in OSHA 29 CFR §1910.145 and ANSI Z535.
decreases wasted time and reduces workplace injuries. Standards for new and very different designs can then
In some cases, installing modular shelving and cabinets be created for all non-hazard facility labels and signs.
provides a solution. Well organized storage makes it easy Present sample colors and designs to workers so they may
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Tackling this step requires FDWHJRULHVWRHQVXUHXQLIRUPLW\(DFKVWDQGDUGFDQWKHQEH
active participation by all 5S tailored to meet a facility’s individual needs.
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scheduled team meetings are
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locations are properly labeled and accurately display to recognize locations where labels and sign would be
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not already exist, team leaders should establish them. notify 5S team leaders. Respond to workers’ requests as
The goal is to provide uniformity and proper visibility soon as possible to foster continued 5S participation.

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Clean It Up!
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Workers and machines operating in dirty environments
don’t function at peak performance and issues like leaks,
squeaks and vibrations often go overlooked. Ultimately,
the result is losses in production and money. The ripple
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these issues, workers are more productive and remain
safer on the job.
True facility cleaning requires more than just simple
sweeping and dusting. All debris or contaminants that do
not belong in the workplace must be eliminated. Dust, dirt
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Workers must have access to the right cleaning supplies
to put Shine into action. These are supplies designed for
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Workers will need a detailed cleaning checklist describing
Shine duties. Post this list within each work area. Desks,
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lighting are all common work area items requiring regular
cleaning as part of Shine.
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cleaning periods with published schedules. Make Shine
a routine so workers quickly grow to accept these duties
and are regularly reminded of its importance.
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Where possible, assign cleaning responsibilities
to workers in each work area. When charged with
maintaining the tools and equipment they use, workers
will have greater pride in their work and surroundings.
Workers should be held accountable for issues arising
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monitor the cleanliness of their work areas, as well as
neighboring spaces. This aids in identifying even the
tiniest abnormalities and pre-failure conditions sooner.
Beyond Clean
Maintaining Shine in the workplace goes well beyond
basic cleaning. Workers should participate in making
basic repairs to all visible surfaces during scheduled
cleaning times. This may include repainting equipment,
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It’s impact on a facility, however, will often ripple
well beyond work areas. Shine is known to positively
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from Shine.
Cleaner work environments improve morale, safety and
motivate workers to maintain clean work areas. However,
Shine is a never-ending step and 5S team leaders must
work diligently to continuously monitor work areas for
issues. Like the domino effect, overlooking the tiniest
amount of dirt leads to growing problems. When Shine is
properly implemented, dirt and debris are removed daily
so previously unforeseen issues are more evident. Issues
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When issues do occur, the most comprehensive solution
is absolute elimination of all sources of contamination.
Although complete elimination is rarely possible in the
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improving methods into Shine may help wherever
cleanliness goals are not being achieved.
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Why an error occurred often requires more effort,

but yields the majority of necessary information for
correction.

A general belief that “errors do not just happen” is

strongly advocated in RCA. Leaders embrace this belief
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cause.

Once a worker is linked to an error they are asked to

describe each step they took that may have led to an
error. The worker is then asked to explain what led
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root cause becomes evident and 5S Team Leaders can
use this information to revise procedures and eliminate
reoccurrences. Poka-Yoke, RCA, or both, may be used
during any step in a 5S implementation.

Put SHINE into Action:

0DLQWDLQLQJDFOHDQIDFLOLW\FDQKDYHPDQ\XQIRUHVHHQEHQHÀWV 1. Photograph workplace before implementing Shine
2. ([SODLQ6KLQHWRZRUNHUVDQGVHWJRDOV

Poka-Yoke 3. Develop a uniform test to evaluate cleanliness

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managers can use to trace and resolve reoccurring 5. Post a calendar of Shine days and times in work areas
issues. These methods are useful tools in 5S. Two 6. Post a calendar of Shine inspections
of the more popular methods include “Poka-Yoke”
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Poka-Yoke is a well known Japanese method, designed
to permanently eliminate reoccurring errors from the
workplace. Like 5S, leaders follow simple steps to
achieve desired goals. Poka-Yoke, however, is usually
implemented as the result of an individual error and not
proactively applied facility-wide.
7. Assign cleaning and self-monitoring duties
8. Implement by cleaning and eliminating small
imperfections
9. Post duty task-times
10. Finish by photographing work areas

In brief, Poka-Yoke is implemented once an error occurs.

Leaders research the error and associated operations.
All possible reasons for its occurrence are analyzed and
documented. This information is then used to identify
losses in terms of time and money, and to design and
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“Root-Cause-Analysis” (RCA) is another method 5S

team members can use to trace errors to the “what,”
“how” and “why.” What caused an error and how it
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2 SHINE IMPLEMENTATION

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REGULAR WORK DUTY TASK TIMES

Name Duty Time (Min:Sec)

DuraLabel.com 800-788-5572 16
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schedules.

Formulate Standards
Regular 5S team leader meetings should
be used to formulate facility-wide 5S
standards. Managers should consult
workers for input during Standardize.
Unnecessary or obsolete duties can then
be pared from the list.
5S duties are best standardized with
a work area duty-list. Within this list,
workers’ names should be associated
with a new duty each day so each worker
feels they are doing their fair share. Once
a formal duty-list is developed, seek
management approval for a standardized
implementation. All potentially affected
managers (maintenance, safety, production,
etc.) should have an opportunity to review
duty-lists prior to implementation.
Once management has approved a list,
work area maintenance standards can be
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uniformly applied throughout a facility.
These new duty assignments and related
checklists should be shared with workers
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assigned duties are strategically posted
within work areas so they are clearly
displayed and easy to reference. Duties
can then be completed autonomously,
decreasing management requirements
and clarifying worker responsibilities.
Many other elements of the 5S System
also require standardization. Document
these standards and post them at strategic
facility locations. As an example,
in-house visual communication standards
now should be documented. Minimum
and maximum fonts and pictogram
sizes should be described, along with a
standardized system of color-coding.

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Color-Coding
Colors help rapidly convey information to workers and
others. Associate a color with each item category so they
are recognized instantly and from a distance. For this to
function properly, workers must have a way to reference
color associations. Post a printed legend for 5S visual
communication at strategic facility locations. Make sure to
follow all governing codes and standards. Reserve colors
already established by OSHA/ANSI for their respective
safety issues. This will reduce confusion and help increase
recognition.
Workers must be encouraged to familiarize themselves
with these new 5S label and sign standards. Adhere to them
whenever new labels and signs are printed. Foster facility-
wide acceptance by rarely changing color standards.
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Continual Application
All steps in the 5S System should be continually applied
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environments will change over the life of a facility,
each step must continue to function and be adapted to
change. 5S team leaders should help the system evolve
by involving workers in 5S meetings and seeking ideas
to continually improve 5S standards. The net result is
a system that remains relevant and is always helping
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STANDARDIZE

Standardize Duty Lists

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within individual work areas:

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Post weekly duty lists in 5S Team Leader work areas:

5S WEEKLY TEAM LEADER SHINE DUTIES (SWING-SHIFT)

MANAGE DESCRIPTION TEAM LEADER DAY/TIME
(30 min)

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Post monthly duty lists in 5S Team Leader work areas:

5S MONTHLY TEAM LEADER SHINE MEETINGS (SWING-SHIFT)

MANAGE DESCRIPTION TEAM LEADER DAY/TIME
(30 min)

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 STANDARDIZE

Put STANDARDIZE into Action:

1. Managers meet regularly with workers to review the 5S System
2. Implement employee-provided ideas once management approves
3. $OORZÀH[LELOLW\LQ6E\SURYLGLQJURRPIRUFRQWLQXDODGMXVWPHQWV
4. Involve internal system leaders, such as ISO managers, in 5S to reduce system redundancies and improve support
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5S SHINE
Swing-Shift Progress
100
90
80
70
60
50
40
30
20
10
0 1 2 4 5 6 7 8 9 10 11 12
Progress charts should be displayed as banners and posted at a central location.
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STANDARDIZE

REFERENCE FORM 4 Goal: (VWDEOLVKDIRUPDO66\VWHPSROLF\

Work Area Date Initials

SORT IMPLEMENTATION CHECKLIST QUICK REFERENCE STEPS

BBB5HYLHZFXUUHQWYLVXDOFRPPXQLFDWLRQVWDQGDUGV 1 STANDARDIZE PREPARATION

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2 DEVELOP COMMUNICATION
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4 HELP 5S TO GROW 5 KEEP EVERYONE INVOLVED

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REGULAR WORK DUTY TASK TIMES

Name Duty Time (Min:Sec)

21 800-788-5572 DuraLabel.com
Sustain

STEP FIVE: SUSTAIN

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Workers should now be expected to routinely complete
assigned 5S duties with little supervision. 5S duty
schedules and posted procedures must be maintained to
help promote continued self-management and reduce
confusion. Integrate 5S education into existing new
worker training programs. Workers will be expected to
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5S now functions autonomously, team leaders should
never let their guard down and assertively monitor the
system for issues.
5S leaders must work to set examples by following
through on scheduled work-area inspections. Team
leaders and other facility managers should have access
to 5S calendars, listing meeting dates and times. A
dedication to sustaining the system will become a catalyst
for continued 5S success and inspire workers to embrace
the 5S System.
Progress Evaluations
Monthly work-area progress evaluations are another
important element of Sustain. These evaluations
provide 5S team leaders and other managers an avenue
to gauge successes. A custom rating system will help
provide workers with the feedback they need to make
improvements where necessary.
standards are not achieved. Workers will eventually
complete duties based on how points are awarded or
deducted. Always explain why points were deducted so a
worker knows where to improve.
Point System
Remember to be fair when awarding and deducting
points. Workers will continue to support the 5S system
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performance. To eliminate doubt, workers should always
see how coworkers are rated. This can be accomplished
by posting scores within work areas after each inspection.
Monthly totals and yearly goals should be included.
Revisit Steps
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completion, go back and photograph the conditions of
all work areas and re-record worker routine-task times.
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this data by work area and begin transferring ratings to
spreadsheets. Use graphs and charts to provide workers
and managers easy-to-understand visual progress reports.

Progress evaluations are generally based on issues

and successes documented during weekly work-area
5S AREA
 Identifying 5S
inspections. Awarding points for achieving goals will WE ARE 
SORT - (Organization)
STORE - (Orderliness)
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PROUDLY  SHINE - (Cleanliness)
help accurately track work area progress. 5S team leaders SUSTAINING!


STANDARDIZE - (Adherence)
SUSTAIN - (Self-Discipline)
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may wish to award one point per duty when cleanliness the areas they are
This Area Owned by: Erwin Schubert, Trung Bui, Jeff Nienaber
standards are achieved and deduct two points when responsible for.

5S MONTHLY PROGRESS EVALUATIONS (SWING-SHIFT)

REVIEW DESCRIPTION TEAM LEADER DAY/TIME
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DuraLabel.com 800-788-5572 22
SUSTAIN

Put SUSTAIN into Action:

1. Provide workers formal calendars for work area
inspections and meetings
2. Hold scheduled work-area meetings and inspections
3. Continue to document worker feedback and implement
once management approved
4. Communicate 5S successes using internal publications,
signs, awards and banners
5. Look to worker for 5S improvements and monitor
success
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6. Record duty task-times again and compare to earlier
times
Visual Progress
Once a data collection system has been standardized,
goals for individual work areas and entire facilities can
be presented. Banners and signs, displaying 5S progress,
should be placed at strategic facility locations to help 5S ACHIEVEMENT
workers visualize goals and feel they are achievable. Facility Averages

Maintaining an open dialog with workers is critical for 5S August Average: 77.4%
team leaders. Regular support and reassurance reinforces
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95%
from its implementation.

([SDQGLQJWKHXVHRI6EH\RQGWKHZRUNDUHDLVDQRWKHU 81%
excellent way to help sustain the system. When used 75% 72%
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importance of sustaining 5S is universally understood and
receives even greater support. When goals are achieved,
immediately communicate these successes to all work-
SET IN ORDER

STANDARDIZE

area personnel. Internal publications, awards, signs

and even banners are all excellent devices to recognize SUSTAIN
achievements. Once workers feel good about their
SHINE
SORT

contributions, they will be motivated to sustain 5S and

suggest improvements.
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Progress tracking, as described in Standardize, can now 7KHVHDUHXVHGWRUHFRJQL]HIDFLOLW\ZLGHDFKLHYHPHQW
be applied in each 5S step. When workers regularly see
status reports and achievement goals, they’re much more
likely to achieve them. Start by posting results in work
areas so 5S scores are seen daily.

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23 800-788-5572 DuraLabel.com

REFERENCE FORM 5
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SUSTAIN CHECKLIST
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Date Initials
QUICK REFERENCE STEPS
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Duty Time (Min:Sec)
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