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Check item Question

NO DSTNCTON BETWEEN NEEDED


AND UNNEEDED
ELMNATON OF UNNEEDED TEMS S N
PROGRESS
UNNEEDED AND NEEDED TEMS HAVE
BEEN SEPARATED
CLEAR LOCATON FOR ALL NEEDED
TEMS
LOCATONS FOR ALL NEEDED TEMS
ARE CLEAR AND VSUAL
1.
Unneeded paIIets / boxes / raw
materiaIs / consumabIes / finished
products in the workpIace
Is the workpIace cIuttered with
unnecessary paIIets, raw materiaIs, drums,
inventory or finished products?
Are there any obsoIete products in the
workpIace? Have chemicaIs and
consumabIes been sorted according to
their use and their nature?
Large quantities of finished products and raw
materials are stored in the work area and in
corridors instead of being stored in the
warehouse or in a specific area. There are
pallets, drums, packaging materials in the
work areas and in corridors. Safety e
Unneeded raw materials, packaging
materials, inventory and finished products
have been eliminated from the workplace.
The work area only includes materials used
on a daily basis. Corridors and safety exits
are clear. Chemical products, scrap
materials and
The necessary quantities of materials,
packaging or pallets have been defined. The
areas for boxes, pallets and finished
products around the machines or in the work
area are defined. Dangerous products and
consumables have been sorted according to
their n
There are no unneeded drums or pallets in
the work and storage areas. All products,
consumables and materials have specific
locations defined on the basis of a 5S flow
map (which identifies the best locations to
reduce motion waste), and they are kept in
All locations for finished products, materials,
packaging materials, are visually indicated.
Minimum and maximum levels have been
defined, with a visual system for
replenishment. An area for tagged products
(with no clearly defined usage) has been
clearly
1 2 3-4 5 6
2.
Unneeded tooIs, jigs, support materiaI
or accessories
Are there any unneeded tooIs, jigs, dies,
mouIds or accessories (wrenches,
scrapers, gIoves...) in the work area? Is it
possibIe to distinguish between needed
and unneeded items?
Unneeded tools, jigs and accessories lie
about in the workplace, in drawers, on
machines, drums, or on the worktables.
Shelves and cupboards are filled with
useless tools and other old items. Machine
tools are put away in a jumble. Some tools
are in perso
Tools/items on shelves, in cupboards have
been partly sorted and put away, and tagging
of unneeded items is in progress. Machine
tooling is put away in specific spaces. There
are still a few non-defined tools or items on
cupboards, machines or about.
No unneeded items can be found in the
workplace: the items with no specific
location are clearly identified for action.
Machine toolings and jigs have been sorted
out and put away in a specific place. Screws,
electric and mechanical pieces are being
sorte
Only tools and items used regularly for
daily/shift production can be found in the
workplace: their locations are clearly
marked, together with necessary quantities.
Cupboards have been completely cleared of
useless items. There are no tools in
personal l
There are only the needed tools in the
workplace: a list has been established.
There are only clearly identified items in
cupboards or on shelves. There are no more
personal toolboxes, except for specific uses.
The tagging process is carried out every tim
1 2 3-4 5 6
3. Unneeded machine or other equipment
Are there any unused machines or other
equipment in the workpIace? (worktabIes,
sheIving, packing machine, etc).
There is some unused equipment in the
workplace, in the aisles or in the storage
areas. Forklift trucks have no specific
locations.
Unneeded machines have been removed.
There are still a couple of unused or very
rarely used equipment in the workplace.
All machines in the area have a specific use,
and all unneeded items have been removed.
Forklift trucks have a defined location.
Sporadically used machines/equipment are
put away in a specific location. The machine
and protection guards have been identifi
All equipment in the area has a specific use.
They have defined locations and their names
are displayed. All forklift trucks have a
clearly defined location in every area where
they can be used.
All equipment in the work area has a specific
use and a clear location. Forklift trucks have
specific allocated spaces everywhere they
are used. All machines or equipment used
sporadically have a specific location, well
indicated, and anybody can get them
1 2 3-4 5 6
4
Unneeded documentation, visuaI
dispIays, books, drawings
Are there any unneeded or obsoIete
instructions, procedures, memos,
drawings or visuaI dispIays in the fiIe
cabinets, on the workstation and on the
waIIs?
The workplace (workstation/monitoring
room) contains documents/files that are
unneeded or that have been kept in the
wrong place (old calendars, memos, files,
drawings, catalogues.).
nstructions on the desks or workstation are
not all related to current work. A few old
memos. Drawers are still full of papers and
each team runs its own document system.
All unneeded papers, documents and files
have been discarded, and the necessary
documents have been sorted depending on
how frequently they are used. Teams have
standardized their documents.
All procedures and notes are up-to-date and
forms/instructions are related to current
work. A location has been defined for the
support documentation necessary for all
operators.
Only the documents necessary for daily
production activities and process monitoring
can be found in the workplace, in specific
and visually indicated locations.
1 2 3-4 5 6
(*) PPE: PersonaI protection
equipment
Suggested methodoIogies:
YeIIow tagging for undefined items -
Tagging Iist and action pIan.
INITIAL SITUATION FIRST IMPROVEMENTS DEVELOPMENT INTEGRATED SYSTEM EXCELLENCE
1st S: Sort through/sort out
EIiminate what is unneeded and decide what is needed
58 EVALUATON 8HEET
8aint-Gobain HPM 8ector
28/06/05 Productivity Group Europe
Check item Question LACK OF ORGANZATON AND ORDER
WORKPLACE ORGANZATON S N
PROGRESS
LOCATONS ARE BENG VSUALLY
DENTFED
A VSUAL CONTROL SYSTEMS BENG
MPLEMENTED
A VSUALLY ORGANZED WORKPLACE
1.
Identification of production units
,piping, machines, running condition
and fIow
Are production units, workshops,
machines, piping, production Iines and
processes cIearIy identified and visuaIIy
dispIayed?
There are no (or very limited) visual
indications of the names of the production
units, nature of processes, areas, names or
numbers of lines and machines.
Production units, machine names, as well as
process types, are indicated. All machine
guards are in place,
All units, lines and machines are identified
with a name or a number that is clearly
indicated and visible from a distance.
Machines and workstations are well-lit.
Piping contents and direction of flow have
been identified.
There are visual markings for all equipment,
silos, supplying inlets, and a system has
been implemented to identify when they are
functioning.
All equipment, their functioning conditions,
and the safety conditions that are to be
respected are clearly marked with a visual
control system.
1 2 3-4 5 6
2.
Organization of tooIs, jigs, support
materiaIs and machine accessories.
Location for PPE* and safety materiaI
Are accessories, jigs and tooIs arranged
and ordered rationaIIy, in order that they
can be easiIy taken and returned into
pIace, depending on how often and where
they are used?
The locations for the tools necessary to the
workstation are not visible. Tools have no
allocated space. Machines tooling and
fixtures are in a jumble in dark, unidentified
areas.
Tools have a defined location, but they are
not always in that location. Fixtures, toolings
and machine accessories are stored in
specific areas.
Tools have a defined location, with a clear
labeling and color codes. Tooling, machine
accessories and jigs are organized
according to size and frequency of use. The
tools necessary in each point of use have
been supplied and have a specific location,
cle
Tools are actually in the right place, and they
are visible at once. Tools locations are
visually controlled, with clear and legible
markings of their dimensions or conditions
for use.
A list of the necessary tools is displayed at
every workstation. Equipment accessories
are well-defined. Codes and colors indicate
where they are to be put away. A standard
for arranging tools and accessories has
been created and is displayed.
1 2 3-4 5 6
3.
DeIimitation of fIoor areas, aisIes,
storage areas for materiaIs and
finished products. Location and
suppIies of items in sheIves/on
storage racks (consumabIes, bottIes,
roIIs, tapes, etc).
Are there any markings to cIearIy identify
fIoor areas, aisIes, waIkways, scrap and
storage spaces? Are there IabeIs
indicating aII items Iocation and their
quantities on sheIves? Are PPE* and
safety materiaIs arranged rationaIIy and
easiIy-accessibIe?
There are no signs to indicate floor areas,
passageways and pedestrian areas. Areas
for storage and scrap, safety issues are not
indicated or have disappeared. The labels
indicating locations in cupboards or shelves
are nonexistent, spoiled or cannot be r
Storage areas, pedestrian areas, exits,
safety issues and passageways are
identified, but not respected. Markings are
not always clear, or there are a few location
indicators, but they are not always respected
or not precise enough. PPE* have a specific l
Storage areas, pedestrian areas, aisles and
passageways are well indicated.
Passageways are clear. All storage is
carried-out as indicated. Forklift trucks
locations are identified. tems in cupboards
or on racks are well-identified, marked and
labeled. M
Storage areas, pedestrian areas and
passageways are visualized or painted with
specific colors. All storage are carried out in
the areas indicated. Passageways are clear,
and dangerous areas as well as forklift
trucks, ramps paths can be identified at a g
Materials, packaging and finished products
locations, as well as flow directions and
hazardous areas, can be identified at a
glance.
A list of contents is displayed on all
cupboards and shelves. A visual system has
been set up for the replenishment of the
1 2 3-4 5 6
4
Presence of the necessary documents
in the production unit and at the
workstation (SHE* documents, job
forms, work instructions, etc)
Are aII documents essentiaI to the activity
weII-arranged and cIearIy identified?
All necessary documents (SHE* documents,
batch forms, quality forms, etc) cannot be
found on the workstation, or they are in a
jumble and difficult to identify and read.
All SHE* documents and other documents
have an allocated space and are available
on the workstation
SHE* documents and job instructions are
well organized and visible, and specific
spaces with color codes corresponding to
the nature of documents have been defined.
Job instructions, batch forms, order forms,
quality forms and other documents (specific
operating procedures) are visually marked,
codified with well-defined sequences.
nstructions, standard operating procedures
and safety instructions can be identified at a
glance on each workstation, and globally in
all areas of the workplace.
1 2 3-4 5 6
(*) PPE: PersonaI protection
equipment
Suggested methodoIogies: 5S fIow map
(*) SHE: Safety, Human, Environment
CoIor codes / addresses codes
Photos
INITIAL SITUATION FIRST IMPROVEMENTS DEVELOPMENT INTEGRATED SYSTEM EXCELLENCE Define a specific Iocation for every item needed
2nd S: Set in order
8aint-Gobain HPM 8ector
28/06/05 Productivity Group Europe
3rd S: Shine and sweep
Check item Question ENVRONMENT NOT CLEAN CLEANLNESS S N PROGRESS
CONDTONS FOR A CLEAN
ENVRONMENT ARE BENG
ESTABLSHED
CLEANNG AND NSPECTNG BECOME A
HABT
CLEANNG AND NSPECTNG ARE PART
OF THE CULTURE
1.
CIeaning tooIs, materiaIs and
equipment
Are cIeaning tooIs, equipment materiaIs
avaiIabIe, accessibIe and adapted?
The necessary tools (shovel, clothes,
brushes), products (detergents) and
equipment (vacuum cleaners) for everyday
cleaning are not all available or in a good
state, or they have no defined location.
Cleaning tools and materials have been
identified, they have been allocated a space,
but they are not all in that space.
Cleaning tools, materials and equipment are
available and they have a specific allocated
space.
There are clearly defined and visualized
locations for cleaning instruments, materials
and equipment, with available material
everywhere it is needed, in different points of
the workplace. All addresses are marked.
Cleaning tools, materials and equipment are
clearly identified in well-defined areas: their
list has been established in every production
unit and the operators in charge of their
maintenance and replenishment are
indicated.
1 2 3-4 5 6
2.
CIeanIiness of workstations,
machines, equipment, accessories and
piping. EIimination of sources for dirt
and contamination
Are machines, workstations, piping,
cabinets, sheIves cIean? Have
contamination and dirt causes (Ieaks,
dust) been identified and treated?
Workstations, machines are dirty: there are
overflows, swarm, leakages, dust,
fingerprints. Dirt and contamination sources
are not treated: there are oil leaks, dust and
overflows.
Machines are not very clean: all overflows,
leaks and dust are not under control.
Workstations (drawers, cupboards, shelves)
are not completely clean. Some
contamination sources are identified with
tags. Some of them have been treated or are
being treated
Machines are moderately clean: there are
still cables, PPE and areas difficult to reach.
Workstations are clean.
The main contamination sources are
identified with tags and they are being
improved or a team is analyzing the problem.
Workstations , machines and piping are
clean. equipment, machine accessories,
tools and racks are clean.
All identified contamination sources are
being improved or are planned to be.
Machines are quite clean, and hard-to-reach
areas have been removed or adjusted.
Workstations are perfectly clean, there are
no fingerprint or dust. All contamination
sources are being improved. Some
improvements projects are still going on and
are displa
1 2 3-4 5 6
3. CIeanIiness of fIoors and scrap areas
Are fIoors, aisIes and scraps, scrap areas
cIean?
Floors are dirty; there is dust, oil and product
stains. Containers and bins are dirty and
they sometimes overflow.
Floors and passageways are rather clean,
but floors in the work areas are dirty, soiled
with oil and dust. Containers and bins are
emptied regularly.
Floors are clean, bin/scraps areas and
containers are clean and emptied regularly.
Floors are quite clean, even nearby or under
machines and piping, and in all work and
storage areas.
Floors and all the workplace areas are
perfectly clean and markings are in a very
good condition. A team is responsible for
every area in the plant. Responsibilities are
defined for control of cleaning and extraction
systems.
1 2 3-4 5 6
4 CIeanIiness behaviors and ruIes
Is cIeanIiness a usuaI team concern? Is
cIeaning an ongoing team activity?
Cleaning programs are nonexistent, not
regular or not applied; weekly cleaning has
not been done; clothes are dirty.
Cleaning programs are displayed. They are
not always completed for lack of time.
The cleaning activities planned at the
workstation are adhered to.
The workplace is divided into areas, and
teams are responsible for them. The
planned cleaning activities are carried out
according to the programs. Working clothes
are clean.
The planned cleaning activities are carried
out according to schedule. Working clothes
are clean. Cleanliness criteria are on display
on every machines. Changing-rooms,
similarly to all the workplaces, are quite
clean and well-kept.
1 2 3-4 5 6
Suggested methodoIogies:
INITIAL SITUATION EXCELLENCE INTEGRATED SYSTEM DEVELOPMENT FIRST IMPROVEMENTS Keep the workpIace cIean and eIiminate abnormaIities
Red tags - CIeaning program - Photo showing a cIeaning standard - Map of the setting with divided areas
8aint-Gobain HPM 8ector
28/06/05 Productivity Group Europe
Check item Question LACK OF STANDARDS A FEW STANDARDS ARE ESTABLSHED STANDARDS ARE BENG DEVELOPED A VSUAL CONTROL SYSTEMS N PLACE ALL STUATONS ARE UNDER CONTROL
1
VisuaI standards for marking,
signboarding and tooIs management
Are there existing standards and a shared
coding system for areas, tooIs ,pipes and
equipment markings?
Marking rules and color codes are not clearly
defined for the site.
Standard colors have been defined for floor
markings (raw materials, finished products,
bins, etc) and are implemented in all
workplaces.
Colors, coding systems for tools , jigs and
pipes have been defined and are
implemented.
Tools are marked with defined color codes:
locations are identified according to color
standards and to an established codification
system. Moulds, fixtures and machine
accessories are marked out with defined
codes.
A visual system has been defined for tools,
equipment and accessories organization and
management. A reference book has been
created with all the standard operating
procedures for cleaning and organization of
moulds, dies and jig storage, et).
1 2 3-4 5 6
2 OrderIiness and cIeaning standards
Have cIeaning routines, OrderIiness
standards and inspection routines been
visuaIIy standardized?
There are no cleanliness standards.
Cleaning and inspection programs are
neither visible nor clearly formalized.
There are a few cleaning rules or
instructions for some workstations, but they
are incomplete.
The standards to avoid dirt have been
defined by teams and displayed where dirty
operations take place. Cleaning and
inspection routines, as well as cleanliness
criteria, are displayed. All disposal recipients
have been identified, and all discarded mater
Cleanliness and cleaning standards are
displayed and integrated into daily team
activities.
Each team manages its own cleaning
schedule and inspections, has a checklist of
specific control points, and all areas are
clean and under control.
1 2 3-4 5 6
3
Production operating procedures,
safety and quaIity standards
Are production ruIes operating procedures
and safety standards, cIear and
accessibIe? Are there dangerous activities
in the workpIace that have not been
defined and visuaIized by a standard?
Operating rules and procedures are not
clear; the process is uncertain or it results
from a habit. There are no traces of quality
forms or specific instructions. There are no
appropriate and visualized safety rules for
hazardous operations. No visible saf
Some rules are formalized, operators are
trained and work according to habits. There
are instruction and quality forms at the
workstation.
safety instructions are displayed where
hazardous actions take place. Displays and
visual controls of safety condit
nstructions are clear and visually indicated
on all workstations: production and process
parameters (weight, pressure, temperature)
are visually indicated.
All rules for dangerous activities have been
standardized and displayed where
operations take plac
Quality parameters and standard operating
procedures are displayed at each
workstation.
Visual standards for hazardous activities are
clearly displayed where hazardous
operations take place, and they are adhered
to.
The process is defined by clear, visual
standards which are adhered to. Process
malfunctions will be seen at a glance.
Mistake-proofing systems are developed to
prevent dangerous operations.
1 2 3-4 5 6
4
ConsumabIes, suppIies and raw
materiaIs management
Are there standards for the management
and suppIying of consumabIes and raw
materiaIs?
There are no standards for the management
of consumables, cleaning products and
materials in the workplace. There are
occasional stock shortage situations.
Minimum and maximum quantities for
products used regularly have been defined.
The management of consumables/ various
kinds of products is under the responsibility
of teams operators: a visual standard allows
to see at a glance when products need
resupplying.
Teams have a checklist that they can refer to
for a regular checking of reorder levels.
Checklists are displayed and integrated into
teams routines, and replenishment
standards are fully respected.
Systems have been set up with warehouses
or suppliers (FFO, Kanban system) for the
regular replenishment of products necessary
to the teams, and they are fully respected.
1 2 3-4 5 6
INITIAL SITUATION FIRST IMPROVEMENTS DEVELOPMENT INTEGRATED SYSTEM EXCELLENCE Create a visuaIIy managed workpIace
4th S: Standardize
8aint-Gobain HPM 8ector
28/06/05 Productivity Group Europe
Check item Question NO REGULAR 5S ACTVTY REGULAR 5S ACTVTES ARE STARTNG
CONTNUOUS MPROVEMENT
ACTVTES ARE BENG DEPLOYED
A CONTNUOUS MPROVEMENT
CULTURE S ESTABLSHED
NTENSVE CONTNUOUS MPROVEMENT
ACTVTES ALL OVER THE PLANT
1
1. 5S project with management
commitment and a Steering Committee
Is there a formaI 5S program with
management commitment? Is the 5S
vision shared in the pIant? Are targets
cIearIy communicated? Are there an audit
system and a reporting system in pIace?
The 5S are not integrated into the activity. No
formal program . Management is not aware
of the benefits. The Steering Committee
members do not carry out any audits. The
nature and the objectives of the 5S project
are not displayed and known by everyone.
The Steering Committee has started audits
and performance meetings, but they are not
carried out regularly. 5S achievements are
amongst the managerial staff priorities and
they are followed during workshop meetings.
The Steering Committee audits are
scheduled on a regular basis in the
workshops. 5S are part of team activities.
The Steering Committee audits are part of
the reporting system and teams priorities are
regularly defined with the managerial staff
and the Steering Committee.
Steering Committee audit programs and
results for all production units and all the
teams priorities are displayed in a place
shared by all personnel
1 2 3-4 5 6
2.
5S training and team activities.
Audits and foIIow-up
Have aII operators been trained to the 5S
and is there a continuous 5S team activity
aII over the pIant, with a reguIar audit pIan
cIearIy defined for aII the teams?
All workshop operators have not been
trained to the 5S and there is no evidence of
team activity.
A large part of workshop operators have
been trained to the 5S, the 5S team activity
board is set up, but regular team activities
have not started yet. All documents are not
up-to-date. Some audits have been
scheduled, but they are irregular, and the
last
All workshop operators have been trained in
5S. Each team is responsible for an area,
and a meeting point with an activity board
has been set up. Regular meetings and
teams are developing.
Audits are made by the whole team,
supervisors and operators, as
Everyone takes part in the 5S activities and
each team is responsible for an area. Some
time is allocated to the 5S activities. Team
members photos are displayed on activity
boards together with team action plans.
Audits are made regularly and lead to im
Each team is responsible for an area in the
workplace. The activity board is a regular
and systematic meeting for the team;
documents are up-to-date. There is a 5S
coordinator in each team. The planning of
team audits as well as all the elements of
the te
1 2 3-4 5 6
3.
Ideas for improvement, probIems
soIving and action projects
Have improvement suggestions, projects
and action pIans been structured and
visuaIIy dispIayed, and are they visibIe to
everyone?
There are no recent improvement
suggestions, or visible action projects.
A couple of recent improvement ideas and a
couple of issues have been targeted for an
improvement project and are displayed in the
workshop.
Several improvement ideas have been put
forward, they are recent and well displayed
on the team activity board. Meetings aimed
at solving some particular issues have been
scheduled.
All identified issues are subject to
improvement projects and displayed on
activity boards. Abnormalities are subject to
a clear improvement process. Action plans
are shared out between team members and
displayed on the team activity board.
A process for the treatment of abnormalities
(problem solving methodology) and the
follow-up of improvement ideas has been set
up. Teams have set up a very efficient and
shared organization for problem analysis and
action plans follow-up.
1 2 3-4 5 6
4 Performance indicators
Is everyone informed of the workpIace
past and present achievements?
There is no displayed indicator of the
production unit performance and of the 5S
progress.
There are a few performance indicators, but
they are not up-to-date, they are still too
global or do not reflect correctly the
production unit performance.
The workplace performance indicators are
displayed and up-to-date. The results for 5S
audits and indicators related to
improvements due to the 5S are displayed
on the activity board or in the production unit.
The performance indicators are followed by
the teams and the 5S action plans progress
are being related to a process indicator and
to a financial indicator.
All teams develop their own action projects,
process and performance indicators.
1 2 3-4 5 6
INITIAL SITUATION FIRST IMPROVEMENTS DEVELOPMENT INTEGRATED SYSTEM EXCELLENCE
Sustain improvements and make further company wide
improvements
5th S: Sustain
8aint-Gobain HPM 8ector
28/06/05 Productivity Group Europe
1st S: Sort through/sort out EIiminate what is unneeded and decide what is needed
Check item Question
1 2 3-4 5 6
NTAL STUATON
FRST
MPROVEMENTS
DEVELOPMENT
NTEGRATED
SYSTEM
EXCELLENCE
1. Unneeded objects
Are there any unneeded things (newspapers, sampIes,
various items) on sheIves and in fiIe cabinets?
0
2. Unneeded fiIes Are there any fiIes requiring specific archiving? 0
3. CabIes and wires
Are there any computer cabIes and wires Iying about on the
fIoor?
0
4, WaIIs, equipment and partitions
Are waIIs, machines or boards covered in unneeded
caIendars and posters?
0
TotaI S1
0
SCORE
OFFCE 58 CHECK L8T
8aint-Gobain - HPM 8ector 28/06/2005 P(oducl|v|lv 0(oup Eu(ope 8aint-Gobain - HPM 8ector 28/06/2005 P(oducl|v|lv 0(oup Eu(ope
2nd S: Set in order
Define a specific Iocation for every item needed
Check item Question
1 2 3-4 5 6
NTAL STUATON
FRST
MPROVEMENTS
DEVELOPMENT
NTEGRATED
SYSTEM
EXCELLENCE SCORE
1. SheIves and fiIing cabinets
Are sheIves and fiIing cabinets identified with IabeIs,
markings and visibIe codes?
2
2
2. Documents, fiIes and binders identification
Is there any indication of titIe, number, name of person in
charge, and/or date on fiIe or binders?
2
2
3. Easiness of use
Are documents, stationery, materiaIs weII-ordered and easy
to reach and return to their Iocation?
1
1
4, Areas indication
Are the various areas, cabinets, and offices cIearIy
identified?
2
2
TotaI S2
7
8aint-Gobain - HPM 8ector 28/06/2005 P(oducl|v|lv 0(oup Eu(ope 8aint-Gobain - HPM 8ector 28/06/2005 P(oducl|v|lv 0(oup Eu(ope
3rd S: Shine and sweep Keep the workpIace cIean and eIiminate abnormaIities
Check item Question
1 2 3-4 5 6
NTAL STUATON
FRST
MPROVEMENTS
DEVELOPMENT
NTEGRATED
SYSTEM
EXCELLENCE SCORE
1. CIeanIiness of fIoors and waIIs
Are fIoors, carpets and waIIs cIean, do paintworks need re-
doing? Are windows, sheIves and pIants reguIarIy dusted
and cIeaned?
0
2. Updating tasks
Is there a specific person in charge of keeping fiIes up-to-
date for each subject?
0
3. Wastebaskets
Are wastebaskets and destroyer bins reguIarIy emptied
before they overfIow?
0
4, FeeIing of tidiness and cIeanIiness Offices are cIean, few documents are not fiIed. 0
TotaI S3
0
4th S: Standardize Create a visuaIIy managed workpIace
Check item Question
1 2 3-4 5 6
NTAL STUATON
FRST
MPROVEMENTS
DEVELOPMENT
NTEGRATED
SYSTEM
EXCELLENCE
1, VisuaIization
The Iocation of fiIes, books, articIes and stationary can be
seen at a gIance. AII cabinets are visuaIIy defined with their
contents.
0
2, ConfidentiaI documents and archiving
Is there a procedure for deaIing with confidentiaI documents
and archives?
0
3, Shared fiIing
Have team defined a shared fiIing system in the computer
system and are the work-in-process fiIes managed with a
visuaI system indicating progress IeveI and things to do?
0
4, Stationary Are minimum suppIies IeveIs cIearIy indicated? 0
TotaI S4
0
Sustain improvements and make further company wide
improvements
Check item Question
1 2 3-4 5 6
NTAL STUATON
FRST
MPROVEMENTS
DEVELOPMENT
NTEGRATED
SYSTEM
EXCELLENCE SCORE
1, Meetings
Do team members carry out reguIar meetings in a specific
area?
0
2. Work scheduIes and performance
Are activity scheduIing, departments tasks and performance
indicators cIear and visuaIized?
0
3. ScheduIes
Are meetings and traveIing scheduIes cIearIy visuaIized and
dispIayed?
0
4, Audits and updating
Have dates been set within the team for audits, and to
update and dispose of documents?
0
TotaI S5
0

5.83%
5th S: Sustain
TOTAL 8CORE
% of ultimate target
SCORE
8aint-Gobain - HPM 8ector 28/06/2005 P(oducl|v|lv 0(oup Eu(ope 8aint-Gobain - HPM 8ector 28/06/2005 P(oducl|v|lv 0(oup Eu(ope