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5S Checklist Sort 1. Necessary and unnecessary items are mixed.

o Personal items must be removed from work spaces. o Excess materials and supplies for various jobs have not been segregated. o Work spaces have not been red tagged. 2. Necessary and unnecessary items are segregated. o All personal items removed from work spaces. o Anything that does not change the form, fit, or function has been removed from the work spaces. o Only maintenance materials are present in the work spaces. o Items that are not required have been red tagged and removed. 3. Materials are present to enable maintenance. o All required tools are present/on order for the cell process. o All required materials are present/on order for the cell process. o All required parts are present/on order for the cell process. o Red tag sale completed. 4. Only required materials are present in each cell process. o Excess tools have been removed. All required tools present. o Excess materials have been removed. All required materials present. o Excess parts have been reallocated to appropriate processes. o All required parts are present and appropriately managed. o Tools, parts, materials are segregated and organized based on requirement and usage for the respective job (multiple job cells). Straighten 1. Personal items, materials, equipment, and tools are not organized. o No locations are marked. o No visual controls present. o Materials, equipment, and tools are scattered throughout work center. o No documentation for organization is established. 2. Basic organization and labels have been established. o Basic visual controls have been established. o Locations and labeling of equipment, tools, and material established.

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Encl (1)

it is part of the mentality of required work. o Cleanup efforts are completed after each maintenance action. tools. 3. o Extensive documentation is established for current processes and procedures for incorporating regular reevaluations and new processes. o Support equipment. o All organizational efforts are subordinated to the constraint and maximize the constraint as much as possible. beat up. every time. o Documentation eliminates the need for immediate supervision. and tools are in their place unless currently in use at their work space. o Between shift clean up is no longer required. Maintenance and non-maintenance areas are cleaned regularly. tools. o Process flow. materials. o Advanced visual controls in place which tie equipment. Everything has a place and everything is in its place. and documented as part of the process. and materials to each process cell. and materials are grouped and collocated. o Clean up is completed correctly the first time. o Storage materials are busted. materials. and materials are maintained in a high state of cleanliness. tools. and unkempt. and tools are dirty. completed. o Area cleaning guidelines and schedules are posted. o Office equipment. 2. cell structure. not kept clean. 3. Shine efforts are completed throughout the day in each cell. 4. o Cleanup is initiated. o Cleanup never has to be managed. o Paperwork is well maintained and kept in a clean location. Shine initiatives do not impact process flow or throughput. and throughput requirements are never impacted by cleanup efforts. o All scheduled cleaning is supervised and completed. support equipment. Shine 1. nor protected from dirt. 4. The entire shop is organized around the identified processes/constraint. Maintenance and non-maintenance areas are not clean. Standardize 2 Encl (1) .5S Checklist o Like use equipment. o Paperwork is torn. o All equipment.

o Standardized visual controls and 5S implementation are established. 3 Encl (1) . LSS. 4. and TOC are not understood. o Best maintenance practices are currently being drawn upon for improvement. Documentation to standardize current work processes are in place. o There is a method for implementing new improvement ideas. and process steps. 2. o Basic LSS training has not been provided to all hands. o There is a procedure for recognizing deficiencies in the process. o Weekly and/or daily training is conducted by a supervisor. All standardization efforts directly tie together work center design and readiness goals. As-Is state. o Readiness goals are documented and defined o Process capabilities for capacity and throughput are documented. and TOC are completely understood by all and are conceptualized by all hands. LSS. o Procedures are not standardized or documented. o A method to improve current standards is not established. 3. o Standardized labeling is not established. o Conceptual and weekly supervisor training is not conducted. o The purposes of CPI. Initial training and documentation is not completed. o Process improvement kiosk is posted and populated with current readiness metrics. o Documented lessons learned are provided for use by other process owners. o Marking and labeling methods are the same throughout the process. Initial training and documentation is completed. Standardization for improvement efforts and current processes are in place. o All hands have received basic LSS training. o The purposes of CPI. o Improvement ideas are implemented and documented throughout the process. o As-Is process is documented and process steps are marked. Sustain 1. o To-Be process design is documented. Current processes are not documented. 2.5S Checklist 1.

3.5S Checklist o Level 2 is maintained and completed for all other 5S efforts. and kept up-to-date. o Work center personnel covet the responsibility of process improvement. current readiness metrics. o Each cell performs their duties to the speed identified in the work center design. o Each 5S effort has achieved level 4 and the process of revalidation of current design is being revisited. o The entire process performs to the standard of their design and document their success and failure for spread to external sources. o Level 3 is maintained and completed for all other 5S efforts. o Each process step is highly detailed. o Each applicable process has sufficiently trained and certified LSS personnel. o Each individual takes personal responsibility in the success or failure of their individual cell of the process. and all process steps are understood by all hands and each has working knowledge where their piece fits into the bigger picture. As-Is state. documented. 4 Encl (1) . External intervention for process improvement is no longer required. Advanced training and awareness is implemented throughout the work center. 4. o Process improvement kiosk.

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