5S implementation

Methodology

The 5 S

Revision 4 – 24 / 2017 - S. Launay, C. Meigne, V. Arandia

 5S implementation methodology

CONTENTS
 The 5 S page 1

 5S : the steps to follow with my co-workers page 2

Preparation page 3
st
1 S : Sweep away page 4
nd
2 S : Sort page 5
rd
3 S : Spotless page 6
th
4 S : Standardize page 7
th
5 S : Sustain page 8

 Our implementation tips pages 9 - 12

In-house document for use by Valeo Group employees

Duplication prohibited.

Valeo – 43, rue Bayen – 75017 Paris – France

©Valeo – Dec. 2011
 The 5S

How can we make our workplace visibly clean and tidy?

How can we create the right conditions to implement 5 axes methods and
tools?

5S : the initial letters of 5 Japanese words defining the 5 steps to follow :

Seiri = Sweep away

Seiton = Sort
Seiso = Spotless
Seiketsu = Standardize
Shitsuke = Sustain, comply with the standard and improve it

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...).
 Improve persons’ behavior.
 Encourage team spirit.

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 5 S: the steps to follow with my co-workers
Preparation
1st First of all, I sweep away the things that are of no use to me,
after asking myself if they can be re-used or recycled.
S If the answer is no, I get rid of them.

I sort out what is left and find a suitable place for it ,

close place if I use it often or if it is hard to handle.
2nd
S

I then clean to make things spotless . If I find

3rd leakages, stains, etc... I fix them myself if I can or I
S ask for help.

I standardize that is to say I draw up simple and visual

5S standards.
4th
S

5th I sustain these standards and progress by continually

improving them.
S

It is essential that the 5S steps are followed in order

Don’t forget:
The production plant or distribution center is a showcase for Valeo.
Working conditions are important for worker efficiency and well-being.
Support from management site as a prerequisite.

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 Preparation
Identify the team and the 5S workshop perimeter.

 Define 5S workshop team and perimeter. The perimeter must be small enough to allow
the team to reach the 5th S in a short period of time (ideally 1S / week).

 Assign a pilot, part of the team, in charge of leading the team in the implementation of the
methodology.

 Assign a sponsor : he/she is someone from management, not belonging to the workshop
team, helping the team to progress in case of difficulties, providing a fresh view, and
validating each S.

 Define the workshop targets & sessions.

 Self-assess by the team against the ‘Questionnaire to reach 5th S’, chapter ‘Preparation’.

 Get the validation of the achievement of all preparation activities by the sponsor to earn
your “ ticket ” to move on to the 1st S …

1 st
Preparation
S

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 1st S : Sweep away

SEIRI = SWEEP AWAY

Analyze what is really needed

and should be kept, and sweep away the useless items.

 Take snapshots to record the current level of cleanliness & tidiness (before situation).

 Define a temporary quarantine area to collect suspicious items.

 Take each movable item (including items in cabinets, drawers) and ask yourself if it is
useful :
 if it is useless, return it where it should be or get rid of it.
 if it is useful, keep it.
 if you are not sure, put an orange label on it and move it in the temporary quarantine
area.
Movable items are all items that are not belonging or fixed to the machine or
equipment (e.g. tools, measurement devices, folders, boxes, containers, furniture,
computers, …).

 Take the orange label off as soon as the suspicious item is used, record the name of the
user and the date on the label that will be stored in a defined area within the quarantine
area.
 At the end of the test period, decide together with your co-workers whether to keep or get
rid of the remaining labelled items.

 Make sure that everything kept in the work area is useful.

 Draw up a list of these useful movable items.
th st
 Self-assess by the team against ‘Questionnaire to reach 5 S’, chapter ‘1 S’.
st
 Get the validation of the achievement of all ‘1 S’ activities by the sponsor to earn your
“ ticket ” to move on to the 2nd S …

1st 2nd
S S

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 2nd S : Sort

SEITON = SORT

Define a standard location for every item to reduce muda and efforts.
There should be a place for everything and everything should be in its place.

 Analyse 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 area, how often they are used and place of use, weight, ease of access,
proximity, etc …
example : store tools according to their order of use.

 Select a location and a name for each item (gather by type).

 Put them in their location.

 Identify the area where they are stored (zoning, labels, snapshots etc …).

 Communicate so that everyone knows where to find them.

 Self-assess by the team against the ‘Questionnaire to reach 5th S’, chapter ‘2nd S’.
 Get the validation of the achievement of all ‘2nd S’ activities by the sponsor to earn your
“ ticket ” to move on to the 3rd S …

2nd 3rd
S S

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 3rd S : Spotless
SEISO = SPOTLESS

Get the area clean,

so that any abnormality can be easily detected.

 Divide the work area into cells. Assign a team member for each cell.
 Decide what should be cleaned and in what order.
 Define cleanliness criteria.
 Select cleaning methods and equipment so that tools and hard-to-clean areas can be
dealt with quickly.

 Get the cleaning kit.

 Train co-workers in cleaning, inspection and risks.
 Clean all the cells of the area.
 Look for the causes of dirt and grime and implement actions to eliminate them.

 Make sure that everything in the work area has been cleaned.
 Take snapshots to record the level of cleanliness & tidiness achieved (good situation).

 Self-assess by the team against the ‘Questionnaire to reach 5th S’, chapter ‘3rd S’.
 Get the validation of the achievement of all ‘3rd S’ activities by the sponsor to earn your
“ ticket ” to move on to the 4th S …

3rd 4th
S S

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 4th S : Standardize

SEIKETSU = STANDARDIZE

Define the standards that will enable the area to remain free
of unnecessary items, tidy, spotless and inspected.

 Finalize the layout of the area.

 Finalize all zonings and identifications.

 Formalize simple and visual 5S standards.

 Define 5S standards location (either displayed or in a folder easy of access).

 Train co-workers to 5S standards and their respect.

 Check that the 5S standards are consistent and match the need.

 Finalize cleaning instructions and assignments (who cleans what, when).

 Update the master list of work standards of the line / workstation.

th
 Self-assess by the team against the ‘Questionnaire to reach 5 S’, chapter ‘4th S’.
 Get the validation of the achievement of all ‘4th S’ activities by the sponsor to earn your
“ ticket ” to move on to the 5th S …

4th 5th
S S

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 5th S: Sustain

SHITSUKE = SUSTAIN

Comply with and improve the 5S standards.

 Allocate time to the team and co-workers to maintain cleanliness and tidiness (e.g. at
the end of shift).

 Make sure that all new comers are trained to the 5S standards.

 Make sure that all workers of the area apply the 5S standards.

 Organize regular audits against the ‘5th S’ check list page (at least monthly).

 Analyse cause of non-compliance and implement corrective and preventive actions

before the next audit.

 Self-assess by the team against the ‘Questionnaire to reach 5th S’ chapter ‘5th S’,
questions 5.1 to 5.3.

 Get the validation of the 5thS achievement by the sponsor.

 Get the validation of the Site / Plant VPS committee to close the workshop.

 Display a visual poster showing that the area is at 5th S.

 Keep the 5S standards updated.

 Collect and implement improvement suggestions regarding the 5S standards.

 Organize regular audits against the ‘Questionnaire to maintain 5th S’ (at least monthly).

 Start a new 5S loop whenever needed (e.g. after equipment transfer, hoshin
workshop, layout modification,…).

5th
S

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 Our implementation tips

Key factors for success :

Management involvement :
 All members of the Plant Management Committee are trained to 5S.

 All Managers are trained to 5S.

 Managers have understood that 5S may seem simple, but requires time and energy.

 They have also understood that 5S is part of VPS foundations, as it prepares the field for
other VPS methodologies implementation.

 All the members of the Plant Management Committee and all the Managers have to give
the example in terms of 5S respect in their day to day behaviour.

 The Plant Management Committee should demonstrate its true belief in 5S by regularly
following the plant 5S deployment through genba review.

 Pilots and sponsors should be provided short & flexibly scheduled training sessions on the
methodology and goals of the 5S.

 Sponsors must be available and proactive to support the 5S workshop teams.

 Sponsors must be very demanding when awarding “ tickets ” to move from one S to the
next.

 Showcase really committed people and teams.

 Make of 5S an objective during the annual appraisal for everybody in the Valeo
organisation.

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 Our implementation tips

Deployment :
 The whole site must be mapped into areas based on the number of employees including all
non production areas, outside and public areas (restrooms, showers, …).

 Those 5S areas must be small enough to be easily manageable in the day to day. They
should correspond to the real working area of the team.

OFFICES SHOPFLOOR

Site Financ. Purchas. Purchas.

Mngr control area #1 area #2
office office
HR
Mngr R&D R&D
office HR HR area area
area area
#1 #2
#1 #2

 Think about potential contract modification of cleaning sub-contractants in charge of the

shopfloor & office.

 Follow up the deployment.

Color coding as per example here below (cf. template 5S deployment follow up ) :

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 Our implementation tips
 Good practice of 5S communication area from CAM Nevers :

Site mapping with corresponding

pilots (picture included).

6 months view of 5S status for each plant

area, with 5S check list template available at
bottom.

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 Our implementation tips
 Visual identification of an area at 1st S :

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 Our implementation tips
 Visual identification of an area at 2nd S :

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 Our implementation tips
 Visual identification of an area at 3rd S :

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 Our implementation tips
 Visual identification of an area at 4th S :

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 Our implementation tips
 Visual identification of an area at 5th S :

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