07/04/2022

Training Course on
5S Quality
Workplace

Course Outline

Introduction to 5S The 5S Principles 5S Program

Quality Workplace Implementation

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Module 1
Introduction to 5S Quality
Workplace

When do I…

… feel productive?
… feel unproductive?
Share your answers :)

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WASTE

8 Types of Wastes

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Relationship between 5S and QMS

Clause 7 Support
7.1.4 Environment for the
Operations of Processes

The organization SHALL determine,

provide, and maintain the
environment necessary for the
operation of processes and achieve
conformity to service requirements

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Relationship between 5S and QMS

Clause 8 Operations
8.5.1 Control of production and service
provision
The organization shall implement
production and service provision under
controlled conditions…

(d) use of suitable infrastructure and

environment for the operations of
processes
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Why do we
need 5S?

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5S Rationale

✔ Common Workplace
Problems

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5S Rationale

✔ Different types of 3rd Class Workplace

• People make a mess and nobody
cleans up
workplace
2nd Class Workplace
• People make a mess while
another group cleans up

1st Class Workplace

• People don’t make a mess and
yet everybody cleans up

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History of 5S

• Venice Shipbuilders
• Total Production System by Sakichi
Toyoda and Kiichiro
• Ford Company and Piggly Wiggly
Supermarket

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5S is…

A systematic approach to:

• organize work areas
• keep rules and standards
• maintain discipline

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5S is…

Utilizes:
• workplace organization
• work simplification
techniques

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5S is…

A practice:
• develops positive attitude
among workers
• cultivates an environment
of efficiency, effectiveness
and economy
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The 5S Principles

SEIRI SEITON SEISO SEIKETSU SHITSUKE

(Sort) (Systematize) (Sweep) (Standardize) (Self-Discipline)

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6S SAFETY
Ensures that potentially hazardous
situations are not overlooked

7S SECURITY
Identifies and addresses risks to key
categories

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8S SATISFACTION
Employee satisfaction and engagement
in continuous improvement activities

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Module 2
5S Principles

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The 5S Principles

SEIRI SEITON SEISO SEIKETSU SHITSUKE

(Sort) (Systematize) (Sweep) (Standardize) (Self-Discipline)

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SEIRI

• Sort
• Remove unnecessary
items and dispose them
properly

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SEIRI

Key Principles:
Waste Elimination Make work easy by eliminating obstacles

Stratification Provide no chance of being disturbed with

Management unnecessary items
Dealing with causes Eliminate the need to take care of unnecessary
items
Prevent accumulation of unnecessary items

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Sorting procedure
Establish Tag Items for
Disposal Designate
Sorting
“Red/Yellow Suitable Storage
Evaluation
Tagging” Area
Criteria

Establish/ Follow
Disposal Plan and
Procedure

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Stratification management

Things used constantly

Things Things used

needed occasionally
Seldom used, but still
needed
Stratification
No potential use
Things not Potentially useful or
needed valuable
Requiring special
disposal

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What are unnecessary items?

• Item is not needed

• Item in-stock is more than what is needed for
consumption
• Contingency items more than what is needed for future
use

• fresh pair of eyes can be useful

• cross-functional teams, or getting people to look at each
other’s areas may be more effective

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Inspection Checklist

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Inspection Checklist
Category Possible Actions
Obsolete ⚫Sell, Hold for depreciation, Give away, Discard

Defective ⚫Return to supplier, Discard,

Garbage ⚫Recycle , Discard

Unneeded in this area ⚫Move to proper location

Used at least once per day ⚫Carry on person, Store at point of use
Used about once per week ⚫Store in area, close to point of use

Used less than once per month ⚫Store where accessible and easy to find

⚫Store out of the way, visually controlled and dated,

Seldom used, must keep
⚫with retrieval planned, Discard if this is a less-expensive option,
⚫Move to central storage if not able to easily find its use
Use is unknown
⚫Apply one of the above categories

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Dealing with Papers

How to reduce papers in your table?

1. Pile & Sort

2. 4D Principle
-Do
-Delegate
-Dump
-Dispose

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Tagging

Tagging (Akafuda) is a method

used to identify items that are
found in the work area, but their
use and need are not yet
identified.

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Tagging
Used to identify unneeded items.
Addresses issues on storage, scrapping,
obsolescence, defects, and disposal.

Used for specific safety and health issues.

Used to identify potential hazardous
situations with corrective action needed to
return to a safe condition.

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Tagging
Used to identify miscellaneous inventory, tools,
fixtures, office equipment, files, and other
unknown items. Notes disposition related to
identification, return, movement, surplus
Used to identify any product,
equipment or inventory that is to be
relocated.

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DISPOSAL TAG

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Success Indicator

Area saved or
percentage of space
available

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Wallet Exercise

*per participant
*sharing of experience.

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SEITON

• Systematize
• Arrange necessary items
in good order

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SEITON

Key Principles:
Functional Storage Location area/container that is accessible,
retrievable, safe, and secure
A place for everything Provide no chance of being disturbed with
and everything in its unnecessary items
place
Search elimination Eliminate the need to take care of unnecessary
items

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Systematize Procedure
Decide how Designate a
Decide where things should responsible
things belong be put away person

Establish/
Follow
Procedure

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Seven Seiton Practices

1. Follow the first-in-first-out (FIFO) method for storing items.
2. Assign each item a dedicated location.
3. All items and their locations should be indicated by
systematic labeling.
4. Place items so that they are visible to minimize search time.
5. Place items so they can be reached or handled easily.
6. Separate exclusive tools from common ones.
7. Place frequently used tools near the user.

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• Transparent / no cover
SEITON • Stock level indicators

B10-100 B12-100

B10-150 B12-150

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SEITON

111
12 34 5 678 9
012

• Seiri wastes
• No horizontal piling
• Nothing on floor

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• Transparent/no cover
• Stock level indicators
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30 Second Rule

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Document & Records Management

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Records Management

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Success Indicator

Time saved in
searching and doing
the process

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SEISO

• Sweep/Shine
• Clean your workplace and
equipment
• An attitude towards cleaning;
considers dirty and untidy
workplaces as intolerable.
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SEISO

Key Principles:
Cleaning as a way of Maintaining a desired level of cleanliness.
purifying the spirit Cleaning is like purging.
Cleaning as Inspection Prevent deterioration of machinery and
equipment and facilitate ease of checking
Elimination of Minor Keep workplace and ensure ease of work
Defects

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Sweep Procedure
Prepare/ Follow Conduct
Cleaning and Use F-Label
Cleaning
Inspection Technique
Schedule

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3 Levels of Cleaning

1. Overall cleaning of everything

2. Cleaning of specific items,

tools, equipment, machines, and
workplaces
3. Cleaning at the detail level,
getting to the grime in screw
threads, corners, and crevices

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Some Good Seiso Practices

• Practice 5-10 minutes of Seiso daily

• Assign an owner to each machine.
• Combine cleaning (Seiso) with inspection
• Repeat sweep-wipe-polish-check-fix
• Organize a Big Cleaning Day once or twice a
year

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Some Good Seiso Practices

• Proper tools needed for housekeeping are Clean me

!
kept in designated locations
• Ensure availability of cleaning supplies
• Set scheduled cleaning time and
responsibilities for work stations and
common areas

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ORG-ARMM
Big Clean-Up Day

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Success Indicator

Decrease in
accidents and
equipment
downtime

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SEIKETSU

• Standardize/Sanitize
• Maintain a high standard of
housekeeping and workplace
organization at all times.

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SEIKETSU

Key Principles:
Visual Management A technique to enable people to make rules easy to
follow, differentiate normal from abnormal situations
through the use of visual aids
Standardization Formulation, publication, and implementation of
guidelines, rules, and specifications for common and
repeated use, aimed at achieving optimum degree of
order or uniformity in a given context, discipline, or
field.

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Never implementing the first

3S’s, maintain a high standard of
cleanliness and put everything in
writing
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Seiketsu Practices
Visual control Inspection marks

Color coding Maintenance labels

Foolproofing (poka-yoke) Responsibility labels

Wire management One-point lesson

“I can do it blindfolded!” One-is-best campaign

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Samples of Poka Yoke

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Wire Management

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The One is Best Campaign

Seiri Seiton
+ One location filing
Shitsuke
+ One-day processing Seiketsu Seiso
+ One-file projects
+ One-hour meetings
+ One-page memos
+ One-tool work
+ One-copy filing

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Visual Management
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Developing Quality Workplace Standards

What are standards?

⮚A degree of quality, level of
achievement, regarded as desirable
and necessary for some purpose.
⮚A model to be followed or imitated.

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Developing Quality Workplace Standards

1. Identify office, workstations/work area
2. Define purpose of each area
3. Determine common elements of each work station
4. Evaluate existing condition
- Identify areas for improvement (e.g. consider the
desired workflow, efficiency, purpose, etc.. )
- Identify existing condition that can be maintained (e.g.
filing cabinets have nothing on top)
5. Develop standards

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Sample QWS
Office: Area: Individual Workstation
Purpose: 1. As official station of the employees
2. For the employees to work on their office responsibilities
Components: 1. Office Desk 3. Equipment (e.i. computer, monitor, keyboard, mouse
2. Office Chair and printer)
3. File Cabinet
Standards:
1. Office Desk ▪ Things to be found on top anytime during the day : documents, small equipment
used (e.g. calculator), only one personal effect (e.g. picture frame, mirror), no food
and valuables.
▪ At the end of the day: Nothing. It has shelves and drawers for storing items.
▪ Only the bottom drawer shall be used for personal stuffs.

2. Office Chair ▪ Jackets are neatly placed on chairs and kept inside drawers at the end of the day.
▪ All seating units are placed in proper locations and neatly arranged.
▪ Only one pillow may be placed on top of the chair.

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Sample QWS
Office: Area: Individual Workstation

Purpose: 1. As official station of the employees

2. For the employees to work on their office responsibilities

Components: 1. Office Desk 4. Equipment (e.i. computer, monitor, keyboard, mouse

2. Office Chair and printer)
3. File Cabinet
Standards:
3. File Cabinet ▪ Closed properly at all times.
▪ Files/documents are neatly arranged and clearly labeled inside drawers/cabinets.
▪ No personal effects on top of the cabinet.
▪ Food and valuables are stored inside.

4. Equipment ▪ No desktop shall be on top of the table.

▪ Keyboards must have protective sheets.
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Sample QWS
Office: Area: Storage Room
Purpose: 1. For storage of office supplies, cleaning materials and other equipment

Components: 1. Passage Ways Applicable S: Sort, Systematize, Seiso,

2. Supplies/ File Cabinet Standardize

Standards:
1. Passage Ways ▪ Passageways are kept clear and free from any obstructions.
▪ No unnecessary equipment and materials are found
inside the storage room
2. Supplies/ File Cabinets ▪ Closed properly at all times.
▪ Supplies are neatly arranged and clearly labeled inside drawers/
cabinets.
▪ Stock card/ record kept outside each cabinet.
▪ Files/documents are neatly arranged and clearly labeled.

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Sample QWS: Soft 5S

Office: Area: EMPLOYEES
Purpose: 1. Proper identification of employees
2. For professional image of employees

Standards:
1. Dress Code ▪ Employee ID is worn at all times.
▪ Office attire is decent and appropriate for office work/environment (t-shirt with
collar and loafer may be worn on Fridays)
▪ No slippers, rubber shoes, denims, leggings and walking shorts are worn at
anytime within office premises from Mondays to Fridays.
2. Grooming ▪ Hair is neatly cut and combed.
▪ Shoes are properly cleaned and shined.
▪ Men wear socks at all times.

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Sample QWS: Soft 5S

Office: Area: VISITORS
Purpose: 1. Security of the office and employees
2. For professional image of the office

Standards:
▪ All external visitors wear a Visitor’s ID.
▪ No vendors are allowed in the work area.
▪ No slippers, rubber shoes, denims, leggings and walking shorts shall be allowed to go inside offices.
▪ At all times, employees’ chairs are for respective employees’ use only

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Sample QWS: Soft 5S

Office: Area: TELEPHONE ANSWERING
Purpose: 1. Security of the office and employees
2. For professional image of the office
Standards:
▪ Answer telephone calls courteously at all times, and return calls promptly.
▪ Phones are answered within 3 rings.
▪ The person answering the phone identifies oneself by saying e.g. “Office A Finance, this is Karen speaking.”
▪ The caller is advised if the call will be transferred to another person or another local.
▪ In cases where all the members of a department will be gone, all calls are forwarded to another department.
▪ The person answering the phone takes note of the date/time, name and message of the caller if the person
he/she is looking for Is not available to take the call.

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Quality Workplace Standard

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Success Indicator

Improvement in 5S
indicators

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SHITSUKE

• Self-discipline
• Do things spontaneously without
being told or ordered
• Train people to follow good
housekeeping rules autonomously

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SHITSUKE

Key Principles:
Habit formation Empowerment of workers

Disciplined workplace

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Self-discipline (Shitsuke)

• Enhance autonomous activities Safety Helmet

• Work according to standards

• Maintain the discipline needed to
do a quality job
• Upgrade productivity and quality Head Lamp

consciousness Clean Uniform

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Some Suggested Good Shitsuke

Practices
• Contact people with a big smile.
• Be a good listener.
• Be devoted and kaizen-oriented. JANUARY
• Demonstrate team spirit.
• Conduct yourself as the member of a
reputable organization.
• Be punctual.
• Always keep your workplace clean and tidy.
• Observe safety rules strictly.

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Module 3
5S Program
Implementation

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5S Program Road Map

CHECK & ACT

PLAN
5S Evaluation and
5S Groundwork Sustenance

5S
Implementation
DO

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5S Related Activities
Phase Activity
5S Groundwork ⚫ Creating the 5S Committee
⚫ Executive Briefing
⚫ 5S Soft Launching
⚫ Situation Appraisal/ Fixed-Point Photography
⚫ Training the Core Team
⚫ Crafting the Quality Workplace Standards
(QWS)
⚫ Training the Trainers
⚫ 5S Promotions and Advocacy
⚫ Cascading the QWS

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5S Related Activities

Phase Activity
5S Implementation ⚫ 5S Launching: Big Clean-Up Day
⚫ Implementing the 5S and QWS
5S Evaluation and ⚫ 5S Audit and Competition
sustenance ⚫ Final Situation Appraisal
⚫ Keeping 5S up and running
⚫ Conduct of regular 5S audits and other
activities

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Creating 5S Committees
QMS Core Team Existing Structure
Secretariat

Quality
Training & Planning
Docu Team Audit Team Workplace
Education Team Team
Team

Team Leader

Assistant Team Leader

New 5S Team Structure 5S Secretariat

5S Training & 5S Promotions & 5S Audit

Sample Education Team Recognitions Team Team

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5S Committee Composition
• Representatives of the Quality
departments who shall Workplace
Team
act as department 5S Team Leader
coordinators/ leaders Assistant Team Leader

5S Secretariat

5S Training & 5S Promotions & 5S Audit

Education Team Recognitions Team Team

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Situation Appraisal
• To generate baseline picture of workplace
environment
• Findings and recommendations serve as
valuable inputs to the 5S Implementation
Plans and Quality Workplace Standards to be
developed.
• Methodology : Fixed-point photography

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5S Fixed-point Photography
STEP 1 STEP 2

Before After

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5S Fixed-point Photography

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What is 5S Audit?

It is a regular activity within the 5S

program that determines how well 5S
is implemented or practiced in an
organization with reference to a set of
Quality Workplace Standards (QWS).

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Purpose of the audit

⚫ Turn PDCA (Plan, Do, Check, Act)

⚫ Analyze the results of actual implementation of
DO
PLAN
PDCA
5S in the workplace
CYCLE
⚫ Provide support and guidance to the members of
ACT CHECK each work station to ensure the smooth and
effective implementation of 5S activities while at
the same time encouraging them to maintain
good practices
⚫ Dissemination of good practices

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5S and QMS:
The Case of the
Office of the Regional Governor –
Autonomous Region in Muslim
Mindanao

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“If One Begins with the

Right Attitude, there’s Hope
for a Right Ending.”

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For inquiries and feedback, contact the Project Manager:

Ronald Armin F. Ocampo
ocampor@dap.edu.ph | (02) 8631-2137

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