Unit of competence: APPLY 5S PROCEDURES

LO 1: Develop understanding of quality system

LO 2: Sort needed items from unneeded

LO 3: Set workplace in order

LO 4: Shine work area

LO 5: Standardize

LO 6: Sustain 5S systems

Information Sheet-1 Develop Understanding of Quality System

1.1 . Quality Assurance Procedures

Quality Assurance is a way of preventing mistakes or defects in manufactured products or

avoiding problems when delivering solutions or services to customers.

QA includes management of the quality of raw materials, assemblies, products & components,
services related to production, and management, production & inspection processes. Two
principles included in QA are:

i. Fit for purpose – the product should be suitable for the intended purpose, and
ii. Right first time – mistakes should be eliminated.
Benefits of QAP

-. To increase customer confidence & a company’s credibility

- To improve work processes & efficiency

- To enable a company to better compete with others

1.2 Quality System and Continuous Improvement

Quality is the degree or standard of excellence, especially a high standard: the totality of the
attributes of a product, component, program or service that meets the requirements of the buyer,
owner or end user.

A Quality System is a series of activities designed to ensure consistency in approach, process and
output. Quality System sets out the standards that you are working to, and how you are going to
meet them.

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Advantages of a Quality System

1. A sound base for applying the basic philosophy of quality assurance

2. A clear set of guidelines for quality systems & procedures
3. A means of satisfying contractual obligations
4. Readily available guidance & direction for monitoring systems & controls resulting in a
uniform initial approach to quality
Continuous Improvement is an ongoing effort to improve products, services or processes.
These efforts can seek ‘incremental’ improvement over time or ‘breakthrough’ improvement at
once.
The relationship between quality system and continuous improvement
Continuous quality improvement is the objective.
1. The starting – the first thing – is the presence of a quality system.
2. With a quality system in place, it’s then possible to have Quality Assurance.
3. With a quality Assurance system in place, then – and only then – can you achieve
Continuous quality improvement.
the tool to achieve Continuous quality improvement is quality control. Without a quality
system, quality assurance is at best a guess, with no basis for Continuous quality improvement.
Without a quality control, there is no connection between the quality system & Quality
Assurance.

Each person working within an organization is responsible for the quality of their own work and
for continuous improvement in the quality of their work. If everyone is to be responsible for the
quality of their work, each person needs to know:

 The needs, aspirations and interests of their clients, customers or service users, and the
needs of the people they work most closely with, i.e, both internal &external ‘customers’
 The quality of research, planning & delivery required to achieve the agreed standard of
product, component, program or service, and the quality of interaction with internal
&external ‘customers’
 How to consistently plan & deliver product, component, program or service to the desired
level of quality, and constantly monitor the quality of interaction with internal &external
‘customers’
 How to measure the quality of their performance

1.3. THE 5S SYSTEM

KAIZEN Is a Japanese word which means…

- Change for better.

- Quest for continuous improvement.
Among those tools/methods to achieve kaizen, it is the 5S that is most applicable to our everyday
work and life. Thus, we employ to utilize this strategy, and apply in our everyday life and work
to achieve kaizen.

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What is 5S?

•5S means good housekeeping and workplace organization

•It is a concerted company-wide or organization-wide effort to maintain the workplace
clean, orderly and well-organized.
What is 5S?

5S is a systematized approach to:

* organize work areas

* keep rules and standards
* maintain discipline
5S utilizes:

* workplace organization
* work simplification techniques
5S practice:

* develops positive attitude among workers

* cultivates an environment of efficiency, effectiveness and economy

5S is the name of a workplace organization method that uses a list of five Japanese words: seiri,
seiton, seiso, seiketsu, and shitsuki. Translated into English, they all start with the letter “S”. The
list describes how to organize a work space for efficiency and effectiveness by identifying and
storing the items used, maintaining the area and items, and sustaining the new order. The
decision-making process usually comes from a dialogue about standardization, which builds
understanding among employees of how they should do the work.

5S illustrated…

5S Original Japanese Meaning in English Action

1S Seiri Sort Identifying and eliminating all

unnecessary items.

2S Seiton Systematize/Set Arranging necessary items in

good order and easy access.

3S Seiso Sweep/Shine Cleaning workplace thoroughly.

4S Seiketsu Sanitize/Standardize Maintaining high standards of

housekeeping and workplace
organization at all times.

5S Shitsuke Sustain/Self-Discipline Creating a culture wherein all

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 members practice the above 4S as
a way of life.

 All five are important for lasting change and success. None on their own can have lasting
results.

Focus of 5S

- Visual order
- Organization
- Cleaniless
- Standardization
 Results of 5S
- product quality
- production capacity
- use of capital
- safety
- space utilization
- communications
- employee retention

The 5 S’s

There are five primary 5S phases known as Sort, Straighten, Shine, Standardize and Sustain.

Sorting (Seiri) – Separating the needed from the unneeded. Sorting activities aim to eliminate all
unnecessary from the work area and perform an initial cleaning.

Set in order (Seiton) – a place for everything & everything in place, clean and ready for use.
Setting in order arranges the workplace to ensure safety & efficiency.

Shining (Seiso) – Systematic daily cleaning and inspection of work areas and equipment help
you understand current conditions and determine if corrective action is required.

Standardizing (Seiketsu) – developing common methods for consistency. Standardizing aims to

make abnormal conditions noticeable. It also aims to document agreements to ensure consistency
and sustainability.

Sustain - 5S is a habit and is continually improved

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What can you gain from 5S?

Practicing 5S brings benefit not only to the company’s business but also to the people who
practice it.

• 5S makes your workplace more pleasant

• 5S makes you work more efficiently
• 5S improves your safety
What can a company gain from 5S?

P 5S increases PRODUCTIVITY.

Q 5S improves QUALITY.

C 5S reduces COST.

D 5S makes DELIVERY on time.

S 5S improves SAFETY.

M 5S improves MORALE.

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Why 5S brings such benefits?

• 5S improves CREATIVITY of people.

• 5S improves COMMUNICATION among people.
• 5S improves HUMAN RELATIONS among people.
• 5S improves TEAMWORK among people.
• 5S improves CAMARADERIE among people.
• 5S gives VITALITY to people.

5S PHILOSOPHY

There are three basic philosophies of the 5S

- Productivity comes from the elimination of waste

- It is necessary to attack the root cause of a problem, not just the symptoms
- Participation of everybody is required
Benefits of the 5S System

Cleaner & safer work areas – when a work area is clean & organized, tripping & other dangers
are eliminated.
Less wasted time through more workplace organization – when tools & materials are
accessible and orderly, workers need less time to “go get” and less time to search.
Less space – when unneeded items are eliminated and the needed ones are organized, required
floor space is dramatically reduced.
GETTING STARTED (Getting Ready for 5S)

1. Form a Core Implementation Team

The team leads the 5S process and should include area workers for knowledge and
understanding, outside workers for a fresh eye, a department manager for quick decisions, and a
facilitator for guidance.

2. Identify a Project Using the Team Charter

Define the target area’s geographic boundaries and its functions.

3. Perform a Workplace Scan

• Mark the boundaries of the area.
• Draw an area map and arrow diagram.

• Take “before” photos.

• Use the Workplace Scan Checklist to assess your current state and measure control
points.”

4. Create a Workplace Scan Display

The display includes “before photos” and scan results, plus “after” photos to show progress. The
display, posted in the work area, encourages involvement and understanding. Remember: You

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need to go where the action is! You can’t implement 5S from a conference room; you have to go
to the shop floor.

1.4. Elements of Quality Assurance (QA) System

- Quality Procedures
- Quality Objectives
- Quality Manuals
- Organizational Structure & Responsibilities
- Data management
- Processes including purchasing
- Product Quality leading to Customer Satisfaction
- Continuous Improvement Including Corrective & Preventive Action
- Sustainability

Information Sheet-2 Sort Needed Items from Unneeded (SEIRE)

1. SEIRE (SORT)

Sorting is a step that involves selecting what you need to complete the job and removing
everything else from your work area.

 Taking out and disposing unnecessary items.

 Sort/classify the items that you “need” from the items that you “want or not needed”.
 Dispose the items that you do not need and regroup the items that you need.
Clearly distinguish needed (frequently used) items from unneeded items and eliminate the
later.
Sort Procedure

1. Sort through items in the area.

2. Keep what is needed.

3. Eliminate what is not needed.

4. Reduce the number of items to the quantity required at any given time.

NOTE:

• It is recommended that this approach be used company-wide, involving people from

different departments.
• Never keep anything which is unnecessary to your work.
• While looking around for unnecessary items in your workplace, look at every nook and
corner like when you are looking for cockroaches.

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Sort Checklist

• Review and use the Item Disposition List as the criteria for red tagging.

• Gather needed supplies, including Red Tags.

• Set up a Red Tag Holding Area, mark the location, identify a Red Tag Holding Area manager,
write and post standards and rules for item disposition.

• Create and implement an initial Sort plan to purge the area of unnecessary items.

• Fill out a log sheet listing all items removed from the area.

• Continue to Sort, through Red Tagging, as the other 5S System steps are implemented.

Information Sheet-3 Set Work Place in Order (SEITON)

2. Seiton (Systematize / Set In Order / Straighten)

Arrangement / organization of necessary items in good order for use.

This step customizes your workstation and surrounding area to meet your work area needs.
Arrange remaining items so they are easy to select, use, and to return to their proper location.

Keep needed items in correct place and sequence of use to allow easy and quick retrieval.
Set in Order Procedure

1. Analyze the current situation by updating the Workplace Scan Display Checklist.

2. Target specific issues.

3. Decide where things belong.

4. Make it visually obvious where and how things belong.

Set in Order Checklist

• Determine the criteria for relocating out of place items. Who needs to be contacted regarding
relocation, who will actually do the relocating, what policies and procedures affect relocation,
and when is the best time to relocate?

• Identify and gather needed supplies (bins, labels, tags, coloured tape, etc).

• Identify and relocate large items. Use the Area Map and arrow diagram to find the best location
for large items; create and obtain approval of a moving plan; move the items; identify and
implement location indicators for the items that have been moved.

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• Identify and relocate small items. Determine the best location, move them, and identify and
implement location indicators.

Placement of Materials/Equipment Based on Frequency of Use

Priority Frequency of Use How to Store

Low Less than once a year Throw away

Once a year or so Store in distant place

Average Once every 2-6 months Store together somewhere in the office

Once a month

Once a week

High Once a day Carry or keep at your workplace

Once an hour

Arrange necessary items in good order

 prevent loss and waste of time

 easy to find and pick up necessary items
 ensure first-come-first-served basis
 make production flow smooth and work easy
SEITON PRACTICES

 Don’t place goods in frontage along passages

 Store goods for first-in-first-out retrieval
 Everything must have its location
 Label items and their location systematically, mark everything
 Separate special tools from common ones
 Frequently used items nearer to the user
 Make things visible to reduce searching time, organize by color
 Keep space for safety equipment and evacuation passages clear

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 Place as close
Things used constantly
as possible
Things Place a little
Things used occasionally
needed further away
Seldom used, Enclose in a separate,
but still needed designated place
Classification
No potential use Immediate disposal
Things
Potentially useful Consider where
not
or valuable useful and move
needed
Arrange responsible,
Requiring special disposal
inexpensive disposal

Information Sheet-4 Shine Work Area (SEISO)

 Cleaning of the workplace, including tools and equipment

This step is powerful because its purpose is to find the reason why things become dirty.
Emphasis is on the removal of dust, dirt and grime to reveal the source and eliminate it.
 Clean it so that defects are so easy to spot and eliminate.
Seiso (Sweep/Shine) Process/Procedure:
Step 1: Determine the subject of clean up (what to clean) e.g., location (storage, shelves, etc.),
equipment, space (passageway, room, etc.)
Step 2: Assign persons responsible for clean up (who, where).
Step 3: Determine the method of clean up (how to do it).
- Target the ff areas for cleaning (storage, equipment and surroundings)

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 - Draw up a cleaning responsibility map
- Create a cleaning schedule.
Step 4: Implement cleaning.
Step 5: Make a daily 5-minute cleaning habit before going home (Keep it simple and easy to
understand.)
Shine Checklist
• Systematically determine targets and assignments.
• Make sure all workers know their assignments.
• Determine appropriate cleaning methods.
• Get the right tools and supplies.
• Perform initial cleaning of targets using the Initial Cleaning Plan.
• Replace wires, hoses, tubes, etc.
NOTE:
• Do not wait until things get dirty.
• Clean your workplace; machines and equipment, tools and furniture regularly.
• Put aside 3-minute of seiso per day.
• Be responsible for your own work area.
• Never throw anything and make it your habit.
• Cleaning is also checking.
Clean your workplace completely
 keep environmental condition as clean as the level necessary for the products
 prevent deterioration of machinery and equipment and make checking of
abnormalities easy
 keep workplace safe and work easy
SEISO PRACTICES
 Big Seiso ( Clean-Up Day )
 3-5 minute cleaning daily
 Assign owner to each machine
Combine cleaning with inspection
 Make daily maintenance points clear by providing visible instructions
 Prevent causes of dust and dirt

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Information Sheet-5 Standardize Activities (Seiketsu)

 Maintaining the workplace in high standard of housekeeping and organization.

This step creates a work area free of checklists; if good standards are put in place it will be easier
to maintain and continue improving.
Set easy-to-follow standards and develop a structure to support the three first (S’s) pillars.
Seiketsu (Sanitize/Standardize) Process:
Step 1: - Establish standards for maintaining compliance with 3S.
- Remember the 3 “NO” principles:

· No unnecessary items

· No mess

· No dirt
Step 2: - Make a schedule for cleaning your workplace.
Step 3: - Interdepartmental competition and cooperation is a very effective means of sustaining
and enhancing people’s interest in 5S
Maintain a high standard of housekeeping and workplace organization at all times.
 Maintain cleanliness and orderliness
 Prevent mis-operation
 Make it easy to find out abnormality
 Standardize good practices
Standardize Procedure
1. Identify and categorize a condition to standardize.
2. Brainstorm potential control ideas.
3. Select, test, and adopt control ideas.
4. Assign responsibilities for condition maintenance.
5. Maintain and monitor those conditions.
Standardize Checklist
• Prepare the standardization chart.
• Identify standardization issues.
• Identify and attain desired conditions for Sort, Set in Order, and Shine.

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 • Make all standards clear and obvious.
• Monitor and improve all standards.
• Continue to implement Sort, Set in Order, and Shine to improve conditions.

Information Sheet-6 Sustain 5S System (SHITSUKE)

 Doing things spontaneously without being told.

Sustaining is the end result of how well we have performed the previous four S’s. In the
sustainability stage, think of ways to eliminate effort in maintaining an area.
 Educate people so that 5S expands beyond initial limits and turns into natural
standard behavior.

Shitsuke (Sustain/Self-Discipline) Process/Procedure:

Sustain Procedure
1. Stick to the rules to keep the workplace well-ordered and run by agreed-upon standards.
2. Ensure that all workers have been trained in the procedures.
3. Inform and encourage participation through 5S concepts and skills training, 5S
Communication Boards, photo displays, one-point lessons, study groups, and daily and weekly
5S activities.
4. Create reasonable rules of behavior in the workplace. Engage everyone concerned in the
creation of rules not just the department heads or supervisors. Discuss the rules with everyone
concerned. This will result to a feeling of involvement.
Sustain Checklist
• Create a plan for Sustaining.
• Ensure that you have management support for the plan.
• Inform everyone in the area about the 5S standards and their purposes.
• Create and maintain a 5S Communication Board and other communication devices to ensure
that everyone in the area has a basic understanding of the 5S System.
• Make 5S activities part of daily work through the 5-minute 5S.
• Continue to improve standards and visual methods to make the standards obvious.
• Maintain Total Employee Involvement (TEI).

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SHITSUKE PRACTICES
 Wash hands after going to the toilet
 Wash hands before and after meals
 Eat and smoke at designated places
 Keep workplace always clean and tidy
 Wear clean uniform and shoes
 Follow safety rules
 Put things back in their proper places
 Work according to standards
 Observe proper office decorum
5S in WORK STATIONS
VISIBLE RESULTS:
• Decrease in the number of accidents and close calls
• Proper storage
• Improved productivity
• Greater people involvement in improvement activities
• Better use of floor space
• Early detection of problems
• High product quality
• Decreases delay
• Low employee turnover
• Low machine breakdown rates
• Detection system
• Zero breakdown
INVISIBLE RESULTS:
• Happier employees with high morale.
• Happier customers.

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