The 5S

In This Module You Will…

• Develop a working knowledge of what is ‘ 5S’ ?

• Understand what does each of the ‘ S ’ mean

• Learn how to apply 5S in your day-to-day

activities

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 Agenda
• The 5S Fundamentals

• The 5S – What Does It Mean ?

• The 5S Visual Illustration

• The 5S – For Who ?

What Is 5S? Process Steps

Sort Set in Order Shine Standardize Sustain

Step 1 SEIRI (Segregate and Eliminate – SORT)
Clearly distinguish needed items from unnecessary items and eliminate what is
not needed.

Step 2 SEITON (Arrange and Identify – SET IN ORDER)

Arrange needed items so that they can be found quickly by anybody.

Step 3 SEISO (Daily Cleanup Process – SHINE)

Create a spotless workplace.

Step 4 SEIKETSU (Constant Adherence to the First Three Steps and Safety – STANDARDIZE)
Standardize cleanup activities so that these actions are specific and
easy to perform. Create and maintain a safe work environment.

Step 5 SHITSUKI (Achieve Habitual Compliance – SUSTAIN)

Promote adherence to maintaining a high performance, high quality
and safe work environment. Use visual performance measurement tools.

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 5S / Introductory questions
Why you need to ?
Clean ? Straighten ?
In which occasion ? How do you do ?
Who is responsible ?
How long time does it take ?
How is it considered and experienced?
Does it bring something ? Is it durable ?
Otherwise Why ?
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5S / How to do to permanently offer…

Comfort to equipment of
Control
Manufacturing
Management
Comfort to personnel
Less mess
More cleanness
More safety
Confidence to CUSTOMERS, AUDITORS, VISITORS,
OUTSIDE 6
 5S / Postulate
In order that TIDINESS and CLEANNESS
become PERMANENT
It must be Natural
Simple
Useful
Efficient
Any deviation must be HIGHLIGHTED in order
to react immediately
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Use the 5S to ...

• Produce better – Improve
productivity and quality
– Minimize time wasted looking for tools,
items or documents
– Reduce the number of breakdowns
and respond in real time
– Make the proper operating conditions
clear and highlight malfunctions.

• ... Live better

– Improve working conditions
(cleanliness, fewer accidents, etc...)
– Physically transform the workstation’s
environment, for this greatly influences
a person’s attitude and behavior,
regardless of his/her hierarchical level.
– Encourage team spirit.

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 5 S / Before

5 S / After

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 The 5S

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5S / Step 1
1 Sort : Seiri
To remove what is cluttering: differentiate the useful
from the useless.
It requires to sometimes take hard decisions ( in
case of …, we never know…, it could be
useful…)
To classify the items
To listen the one who use them.

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 5S / Step 1 - Sort
1 Sort

2 Clear of
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5S / Step 1 - Sort
1 Sort
Distinguish the Useful
from Useless and apply
the rules of decision

Area for
decision waiting
It is also identifying and
repairing ALL the NON
CONFORMITIES.
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 5S / Step 1 - Sort
2 Clear of
Decision taking
Repair Warehous
e

Area for Other

decision waiting Scrap
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1st S : Sort
‘. SEIRI = SORT ( SWEEP AWAY )
Take a look at the workstation to see what is really needed and should be kept,
and sweep away the rest.
• PLAN
How? – Define a 5S work area. Set an objective (volume, quantity to be got rid of, etc.) and a test period (4
to 6 weeks).
• DO
– First, take pictures
– Take each item (including items in cupboards, drawers and hard disks) and ask yourself if it is
needed (useful) :
• if it is unneeded (useless), give it to someone else, return it to where it came from or get rid of
it.
• if it is needed (useful), keep it.
• if you are not sure, put an ‘Red Tag’ on it.
– Take the Tag off as soon as the item is used and record the name of the user and the date.
– At the end of the test period, decide together with your co-workers whether to keep or get rid of the
labelled items. Choose where to put those that are kept (depending on how often they are used).
• CHECK
– Check the results in comparison with the objectives.
• ACT
– Make sure that everything kept in the work area is essential. Draw up a list of these items which will
serve as the initial standard and establish documented method to maintain work area
– Have this list audited by an independent auditor (Quality, BE, etc). Complying with this list earns you
a “ ticket ” to move on to the 2nd S …

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 Red Tag

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5S / Step 2 Straighten
2 Straighten : Seiton
Each thing has a place and one thing for each place
Minimize the required time to find things

• Classify the level of use

• Imagine way of tidying up in order
to straighten QUICKLY
and find QUICKLY
For each thing : What, When, Where, Who, How,
Why?
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 5S / Step 2 - Straighten
3 Criteria to be considered

EFFICIENCY

SECURITY

QUALITY
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2nd S : Straighten
’. SEITON = STRAIGHTEN
Arrange things so as to reduce unnecessary movements, effort and wasted time.
there should be a place for everything and everything should be in its place
How?
• PLAN
– Analyze how an item should be handled and stored. Ask yourself why it takes so long
to find it.
– Define priority criteria * for storing items.
– * Lay-out of the plant, how often they are used and place of use, weight, ease of
access, proximity, etc … example :store tools according to their order of use
• DO
– Select a name and place for each item. (group together by type).
– Put them in their place.
– Mark the area where they are stored (use snapshots, outlines, etc …).
– Communicate so that everyone knows where to find them.
• CHECK
– Check each day that the rules are complied with and that there are no stock
shortages.
• ACT
– Make sure that everything in the work area has a name and a designated place and
that it is stored in that place. Take snapshots which will serve as the 2nd standard.
– Have an audit done by an independent auditor (Quality, BE, etc.). Complying with the
above procedures earns you a “ ticket ” to move on to the 3rd S …
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 Straighten
• A sign on the “shadowboard” at the
wrench
item’s home. It should include: 38-91
4in.
– Item name
– Location Drive
– Picture/silhouette of item (opt.) Shaft
Cell
• A sign on the item. It should include:
– Name of item
– Item’s home location

wrench 38-91 4in.

Drive Shaft cell

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Examples of Straighten

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 Visual Example ~ Straighten concept

Illustration from “The Visual Factory” - Grief

Concept: A place for everything and everything is in its place

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Straighten Check Sheet

• Equipment • Materials
– Machines – Raw material
– Small tools – Supplies
– Dies – Parts
– Jigs – Work-in-process
– Bits – Finished goods
– Conveyance equipment – Shipping materials
– Cleaning equipment – Cleaning supplies

• Furniture • Other items

– Cabinets – Charts, graphs, bulletin boards
– Benches, tables – Pens, pencils
– Chairs – Work clothes
– Carts – Helmets
– Shelves – Work shoes
– Racks – Trash cans

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 5S / Step 3
3 Shine : Seiso
To make it Neat and Clean
With the highest meticulously
Identify all kind of dirt.

To get rid of all causes of dirt

Cleaning is good …..
But it is better to not
dirty!
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5S / Step 3 - Shine
Initial CLEANING
To clean the
area totally

To Establish the
map of causes of
dirt
To renovate
(paint)
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 5S / Step 3 - Shine
Key Point CLEANING = INSPECTION
Short Circuits
Leakages
Jams
Levels
Wear
Unusual Surfaces
Noises
Vibrations
Leakages
Heat
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5S / Step 3 - Shine
To get rid of all CAUSES of dirt
To improve the cleaning ability.
To visualize the sensitive areas.
To get the means to clean.

Act on the CAUSES

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 3rd S : shine
“. SEISO = shine (SHINE, SPOTLESS)
Keep the workstation clean by fighting against dirt and grime, so that equipment can
easily be inspected to detect faults (leakages, etc.) and premature wear and tear.
How? • PLAN
– Divide the work area into cells. Appoint a leader for each cell.
– Decide what should be cleaned and in what order.
– Define “ state of cleanliness ” criteria and establish regular cleaning schedule
– Evaluate cleaning methods and equipment so that tools and hard-to-clean areas can be dealt with
quickly.
– Examine the efficiency of dirt and grime elimination actions.
• DO
– Develop the 5S agreements and get hold of cleaning equipment.
– Ensure that agreements are understood, train co-workers in cleaning, inspection and risks (posture,
products, etc.)
– Clean systematically and inspect meticulously.
– Look for the causes of dirt and grime and implement an action plan to eliminate them based on
preventive cleaning and maintenance methods
– Take pictures of improved work area
• CHECK
– Check the state of items to keep them from deteriorating.
– Eliminate the sources of dirt and grime.
• ACT
– Make sure that everything in the work area has been cleaned and inspected. Take snapshots which
will serve as the 3rd standard.
– Have an audit done by an independent auditor (quality, BE, etc.). Complying with the above
procedures earns you a “ ticket ” to move on to the 4th S …
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shine
• Cleaning Schedule
– Responsibilities in detail, which areas, at which times of the day

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 shine Check Sheet
• Ceilings • Floors
• Aisles • Machines
• Workstations • Conveyance equipment
• Corners, under equipment • Plumbing, sinks
• Loading docks • Cabinets, shelves, racks
• Walls • Carts, Racks
• Doors • Drawers, storage bins
• Pillars, posts • Fixtures, power boxes

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5S / Step 4
4 Standardize : Seiketsu
To eliminate permanently the useless things
To set up the VISUAL MANAGEMENT

Obvious Factory

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 4th S : Standardize
”. SEIKETSU = STANDARDIZE
Define the standards that will enable the workstation to remain free of unnecessary items, orderly,
spotless and inspected, while specifying how to eliminate the causes of dirt and grime and clutter.
• PLAN
How?
– Working in a team, and following the three previous steps, formalize simple work
standards that are either visual or written..
• DO
– Implement these standards (color of aisles, location of tools, workstation and
maintenance sheets, etc.) and document them taking snapshots.
– Train co-workers.
– Display the standards.
• CHECK
– Check that the work standards function properly.
• ACT
– Draw up a check-lit to evaluate compliance with the standards.
– Have an audit done by an independent auditor (quality, etc.). Defining and complying
with these standards (sweep away, sort, spotless) earns you a “ ticket ” to move on to
the 5th S …

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5S / Step 5
5 Rigueur - Respect : Shitsuke
Define Rules and Papers
(Who, What, Where, When, How, Why)

To Sustain what has been accomplished by

following strict fully the rules.

To Measure the progress permanently

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 5S / Step 5 - RESPECT PROGRESS

Measure the performance

Weekly Audit

Improvement
Plan of actions

Permanent progress
Follow up graph

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5S / Step 5 - RESPECT PROGRESS

Validate the Workshop
Visualize the methodology of progress 5S workshop
( keep memory of the actions realized)
Targets
Synthesis of the methodology:
- Targets of the workshop
- important events
Before After
Picture Picture Picture Picture
- Historic of the deployment
Picture Picture Picture Picture
List up the comments and remarks in
order to take them into account in the
next workshops How did we realize it

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 5th S : Sustain
•. SHITSUKE = SUSTAIN, comply with the standard,
see that it is complied with and improve on it
Management should encourage co-workers to keep up the good habits acquired by supporting
them and helping them to comply with and improve on the standards.
How?
• PLAN
– Take the time and give co-workers the time to work on these standards.
• DO
– Use training and actual practice to make everyone, including newcomers, appreciate the value of
these standards and understand that without self-discipline they serve no purpose
– Comply with the sweep away, sort and spotless standards, and see that they are complied with by
others, on a day-to-day basis.
– If they are not complied with, ask yourself why and analyze the causes of non compliance.
Implement a corrective and preventive action plan .

• CHECK
– Check the level of compliance with the sweep away, sort and spotless standards based on the
check-list.
• ACT
– Audit the 3 standards : sweep away, sort and spotless.
– Make these standards evolve in line with new requirements and possible improvements to existing
procedures.
– And start all over again, from step 1 : sweep away …
• orange labels for items that have turned up away,
• blue labels (for example) for those which are not in the right place,
• yellow labels (for example) for those which are in the right place but not in good condition
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The 5S – For Who ?

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 The 5S for Who…
Everybody…

Everywhere,…in Any Workplace,…In Everything We Do…

For Both…

Manufacturing Operations

And Beyond the Factory Floor for Office and Services

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5S / Keys of SUCCESS
Deep involvement of the management
Strict respect of the methodology
Visible and positive Communication
Reactivity in the action plan
Progress measurement
Facilitation of the work team
Validation and certification of the workshop
Durability of the methodology
Organization as project
Involvement of the support functions
Progress step by step, to not hesitate to make step backwards
Accept auto evaluation
Monitoring by external coach

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 5S / Failure Risks
We try alone, just to see.
Insufficient knowledge of the methodology
The actors are not the workstation/Office operators
To not agree the autonomy of the work team
To enter into a directive approach
To do everything by ourselves
Lack of motivation of the management
To never have the time
To not communicate between the different work teams
To not respect the methodology and to go too fast
To not communicate with support functions
Management too much impatient
To stop after the first step

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The 5S
SUSTAIN SORT
Compliance with the Standard What is really needed ? Keep
and Continuously Improve It? What is Needed and Sweep Away
The Rest

5S
STANDARDIZE Philosophy STRAIGHTEN
Implement the Standard and Arrange Everything, A Place for
Deploy it Everything and Everything in Place

shine
Clean the Place

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