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d. Develop and draw an improved flow map

e. Simulate and optimize the new flow
f. Deploy the new layout in the workspace.
g. Continue to revisit and improve the new layout
2. Prepare locations
3. Make and post signboards and/or labels that show what,
where and how
4. Determine how to recognize when items are out of place
using location limit

Use of signboards and other visual controls

Signboards are a way to identify what goes where and how
many belong in each location.
Three main types of signboards:
Location indicators (show where items go)
Item indicators (show what specific items go in those
places)
Amount indicators (show how many belong there)
Signboards are often used to identify:
Names of work areas
Inventory locations
Equipment storage locations
Standard procedures
Machine layout

Visual Controls
Visual controls are used to make out-of-control items
obvious. They are used to communicate in set and recognizable
visual standards, and to identify:
Waste
Deviations
Normal vs. Abnormal (problems)
Opportunities for continuous improvement (kaizen)
Location limits
o Red = exceeds limits
o Yellow = limit lines
o White = location lines
o Tiger stripe = hazardous area

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Methods of visual control:

Flow diagrams
Color coding
Signs
Labels
Audio
Touch
Other

Examples of Visual control

Workplace metrics chart
o Inputs needed (customer)
o Outputs generated (supplier)
U.S. Highway signs

Six Levels of Visual Control

1. Share information and/or results of control activities
o The visual display of all information helpful
to activities and goals of all individuals related
to a given area
o Specific emphasis given to information related
to targets and expectations
2. Share established standards
o Display of information and use of established
standards so that non-conformance can be
easily detected and everyone can easily
identify and correct abnormalities
3. Build standards into workplace
o Make the work environment itself
communicate established standards
Use space, demarcations, containers,
equipment, barriers, etc. to
communicate
Use sized and height limits, signs,
colors, etc.
4. Warn about abnormalities
o Build in lights, alarm bells and buzzers and
other devices that can easily be seen or heard

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o when signaling a warning about an

abnormality or need (as for parts or
assistance)
5. Detect abnormalities
o Devices are installed to immediately detect
and stop abnormalities at their source before
they move on to the next step or process
6. Prevent abnormalities
o A mistake-proofing device is installed (once
the exact cause of a defect is discovered) to
ensure that the abnormality or defect cannot
re-occur. Redesign of a section of the
equipment may be necessary at this level).

Steps in developing visual controls

1. Brainstorm ideas and document
2. Evaluate level and potential effectiveness of ideas
3. Choose which controls to use for each element
4. Prepare material for visual controls
5. Implement control

Information to be Displayed on Visual Control Charts

Identify storage, operation, equipment or safety
condition not in control
Record specific information relevant to element not in
control
Record ideas for visually controlling each element

Painting Strategy:
This is a method for identifying locations on floors
and walkways. Although it is called painting, you can use
tape, acrylic, or other materials to create divider lines in order
to mark off walkways, etc. Divider lines include such uses as:
Cart storage locations
Aisle direction
Door ranges
Place markers for worktables

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Tiger marks to show where inventory and equipment

should not be placed or to show hazardous areas.
In designing layout, remember:
U shaped cell designs are generally more efficient
than straight production lines
In-process inventory should be positioned carefully
for best production flow
Floors should be leveled or repaired if possible before
divider lines are laid down
Walkways should allow for safety and a smooth flow
of goods by being wide enough and avoiding twists
and turns
Divider lines should between 2 and 4 inches wide
Paint colors should be standardized and the colors
should be bright

Location map is a signboard showing location of parts, tools,

jigs, dies, equipment and machinery. It does not use areas
showing work flow

Color Coding Strategy can be used to show which parts,

tools, jigs and dies are to be used for which purpose. For
example, parts used in making a particular product can all be
coded with the same color.

Outlining strategy: Drawing outlines of jigs and tools in their

proper storage positions show where they should be placed.

Steps of Sign boarding:

1. Set up training for signboards.
2. Organize signboard-strategy promotion teams
a. Include shop floor supervisors, group leaders,
section and department managers.
3. Draft a schedule (each team should draft its own daily
schedule and display it.)
4. List all needed items, including inventory items
a. Page number
b. Relevant line, work group or process

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c. Categories are: raw materials, secondary

materials, in-process inventory and products
d. Use common names in that category.
Specifications should be in separate column
e. Amounts in terms of unites in which they are
stored (pallets, boxes, drums, etc.)
f. Note maximum number that should be stored in
the designated area.
5. Equipment lists
a. Public (for each factory, department, workshop or
line)
b. Personal (each set of equipment used by an
individual worker, such as tools, jigs, supplies,
etc.)
c. Equipment list should include machines, jigs and
dies, measuring tools and gauges, work vehicles
and conveyance vehicles and work supplies.
6. Designate Storage Sites
a. From current layout diagram
7. Install place markers and signboards
a. If storage place is on the floor, mark off and
identify the space
b. If storage space is on carts, pallets, etc mark off
areas where those devices are stored.
c. Mark off all related walkways
d. Use standard area divisions
8. Once all target items have been listed, make signboards
a. Use metal, acrylic, adhesive-backed paper, coated
board – etc.
b. Attach signboards
c. Fill in signboards
9. Maintain ongoing improvement activities
a. Take photos to document organization and
orderliness
b. Use memos to keep people aware of problems that
need to be addressed
c. Set up suggestion system to continue
improvements
d. Draft improvement case study reports

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10. Evaluate
a. Create evaluation system
b. Maintain list of essentials for maintaining Step 2
c. Report on activity results

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Chapter Five

The Third S: Shine

“Clean as you go”

The purpose of this step is to clean everything, and then keep

it clean. This, too, sounds like an obvious step in creating a safe and
efficient workplace. But, in fact, far too many work environments
are not effectively cleaned, and kept clean. Keys are an initial
thorough scrubbing, then adopting a clean as you go philosophy,
building cleaning into preventative maintenance assignments and
schedules, and using cleaning as a form of inspection to expose
abnormal conditions.

Examples of how an unclean work area can affect efficiency

include:
Poorly lit areas are hazardous, and can contribute to
sloppy or defective work
Customers will have less confidence in a supplier whose
work area is unclean
Dirt such as grease, oil, etc can create hazards for the
worker
It is harder to detect problems in dirty equipment or
machinery, leading to breakdowns rather than quick
prevention/repairs
Unclean equipment is more likely to produce defective
products
Clutter leads to inefficiency
Morale can be lowered by working in a cluttered or
unclean environment

1. Determine target areas for scrubbing

Warehouse
o Raw materials, parts, components, finished
products, etc.
Equipment

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o Machines, tools, dies, worktables, cabinets, desks,

chairs, etc.
Space
o Floors, work areas, walkways, walls, ceilings,
windows, shelves, closets, lights, etc.
2. Assign scrubbing responsibilities
Divide factory into areas
Assign individuals or teams to each area
Schedule cleaning times
3. Determine each item to be cleaned in targeted area
4. Determine and acquire supplies and equipment needed
5. Try to limit regular cleaning tasks to 5-minutes (assign tasks
accordingly)
6. Undertake initial scrubbing – thorough scrubbing of entire
area. This may take more time than subsequent
“maintenance” cleaning, which should be done in 5 minute
blocks
7. Make periodic cleaning a habit – build it into the regular
daily work schedule
8. Incorporate inspection procedures into the cleaning schedule.
Operators, not maintenance staff, should be in charge of their
own machines.
Train operators to look for minor or sporadic
malfunctions or abnormalities
o Oil leaks, wear, warping, color changes, etc.
o Changes in sound of machine
o Unusual odors
o Unusual or excessive wobbling, vibration, heat,
etc.
Write cleaning/inspection assignments on signboard, or
on sign attached to each machine. Inspections should be
done systematically and routinely. Establish regular
routines for cleaning and inspecting all systems, such as
hydraulic systems, pneumatic systems, lubrication
systems, etc.
Create inspection checklist
Train operators to correct problems revealed during
inspection whenever possible

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Create maintenance request form and system for

problems operator cannot fix. A flag or other indicator
should be attached to the machine, visible to all
concerned.

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Chapter Six

The Fourth S: Standardize

“Get a system and stick to it.”

The purpose of the fourth S, Standardize, is to create a

system that will systematically maintain and monitor the first three
S’s in a predictable and organized manner. Standardization includes
the following steps:
Post required information so there is no searching
o Production schedules
o Delivery dates
o Destinations
o Lot size
o Downtime
o Other
Standardize information requirement
Make information requirements visual
Devise methods/controls that:
o Cause deviations from standard to surface
o Keep re-accumulation from occurring
o Indicate danger
o Communicate ideas generated
o Set limits
Assign 3S responsibilities: area, schedule, 3S job
descriptions, and schedules, with appropriate
checklists and/or forms
o Each staff member needs to know his/her job
assignment, responsibility for the maintaining
the first 3 S’s in his/her workspace
o Delivery sites should likewise be marked and
job assignments made for maintaining the first
3S’s.
Integrate 3S duties into regular work assignments.
o Visual controls – anyone should be able to
determine what is normal or abnormal at first
look.

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o Make all 3S activities short and efficient –

each should be accomplished in 5 minutes.
Use standardized checklists to evaluate effectiveness
of 3S activities.
Determine which problems are happening repeatedly
o Floors are dirty in spite of regular cleaning,
tools are replaced incorrectly, unneeded items
continue to accumulate, etc.
By asking the 5 Why’s, determine source of problem
Address source of the problem, and find a suitable
improvement.
Standardize the improved method, technique,
placement, etc.
Prevent unneeded items from entering the workplace
o Find a way to procure and produce only those
materials that are needed, when they’re
needed, in the amount they’re needed
o Moving to just-in-time production, rather than
storing large amounts of parts or inventory
eliminates accumulation, damage, etc., by
moving toward one-piece flow, pull
production, load leveling, and standardizing
operations and processes.
Standardize control of items
o Make it difficult to put things in the wrong
place
Visual controls and discipline – clearly
marked storage areas, incentives to
make practicing 3S a habit
o Make it impossible to put things in the wrong
place
Ask the 5 Why’s
Identify underlying causes
If possible, eliminate the need to return
items
Suspension - suspend tools just
above, and within reach, of the
operator. Operator releases tool

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when finished using it, and it returns

automatically to its storage place.
Incorporation – Create a flow of
goods or operations that smoothly
integrates jigs, tools, etc. into the
process and stores them where they
are used.
Use elimination – Three techniques:
o Tool unification – combines
functions of two or more tools
into a single tool
o Tool substitution – uses
something other than a tool to
serve the tool’s function
o Method substitution – improving
efficiency by replacing one
method with another

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Chapter Seven

The Fifth S: Sustain

“Keep it simple”

5S is not an event. It is a continued way of life in the

workspace. It requires a cultural change in workers and worker
techniques on an on-going basis. Unless your organization is
committed to sustaining the benefits of its 5S program, it will
backslide. How can you prevent this from happening? By creating a
system of rewards to ensure that the 5th S, Sustain, is adhered to.

o Create conditions or structures that help sustain the 5S’s

o Awareness – make sure workers understand the 5S’s
and why they’re important
o Time – make time in the work schedule for
performing 5S’s
o Structure – have a schedule, work assignments, etc
that make it clear how and when 5S activities will be
implemented
o Support – management support is imperative,
including acknowledgement, leadership and resources
o Rewards – need to be made regularly. Recognize
successful efforts
o Satisfaction – Make following 5S’s enjoyable.
Communicate satisfaction, generate enthusiasm.
Complaining and criticism are not effective ways to sustain
the 5S’s. If conditions slip, the cause should be identified and
corrected. Supervisors should take immediate action when a slippage
is discovered.
Develop a disciplined approach through:
1. The Visual 5S’s (visual controls)
2. Take immediate action when an abnormality or
deterioration in 5S conditions are discovered
3. Use instructive rather than destructive criticism
4. Promote and develop 5S company-wide – with
managers visibly involved

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5. Use promotion tools

o Management role
o Educate workforce in 5S concepts, tools and
techniques
o Create teams for implementation
o Allow time for implementation and create schedules
o Provide resources for 5S implementation, such as
supplies
o Acknowledge and support 5S efforts
o Encourage creative involvement by all workers, listen
to and incorporate their ideas
o Create rewards for 5S efforts
o Promote ongoing 5S efforts
o Improve quality and efficiency of their own work
o Teach by example
o Demonstrate the company’s commitment to 5S
implementation
o 5S Team’s role
o Continue to learn more about 5S implementation
o Help educate coworkers about 5S
o Be enthusiastic about 5S implementation
o Help promote 5S implementation efforts
o Find ways to implement 5S in their daily work
o Ask supervisor for support or resources needed
o Participate fully in company 5S efforts
o Bring creative ideas to manager or supervisor for
promoting or implementing 5S

o Tools and techniques to Sustain 5S Implementation

o 5S Slogans – communicate themes of the 5S
campaign
Can be suggested by workers
May have a contest to choose slogan
Can be displayed on buttons, stickers, flags,
posters, etc
o 5S Posters
Post throughout the workplace
Can give slogans, or descriptions of 5S
activities

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Communicate results or status of 5S activities

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o Storyboards, or photo exhibits

Show before and after pictures
Show status of 5S activities
o Newsletters
Give reports on 5S conditions and activities
Most effective when issued regularly
o 5S Maps
Hang in central location
Have suggestion cards so all workers can
suggest improvements
o 5S Manuals
Small pocket manuals for easy reference
Larger manuals at workstations
o 5S Department Tours
Have tours of a model area in a company so
other areas can “benchmark”
o 5S Month
Designate particular months for additional 5S
activities, such as contests, benchmarking
field trips, seminars, etc.

5S is an on-going and continually improving process. Learn from the

process. Find ways in your particular situation to make changes that
make the most sense for your plant, personnel, product line, etc.

Communication, follow up and focus are your keys to continued

success with 5S.

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