5S

Workplace Organization

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 5S

5S Contents:
 S1 --- Sort out. Get rid of the stuff you don’t needed.
 S2 --- Set in order. Place the stuff you do need where
in the best place for you.
 S3 --- Shine. Eliminate clutter, dirt and oil to improve
quality and safety.
 S4 --- Standardize. Set up a system to maintain the
new workplace.
 S5 --- Sustain. Follow the new standard every day.

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 5S Overview

Henry Ford had a similar notion called CANDO (Clean,

Arrange, Neatness, Discipline, and Orderliness).

The 5s techniques should be used in conjunction with

improving workplace layouts and creating
manufacturing cells;

Managers and supervisors have to be vigilant to make

sure the proper habits of workplace organization are
created and maintained.

Introduction to lean 3
Before

After

Remarkable
Difference!

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Setup cage before Setup cage after

Workstation Before Workstation After

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Tool room before Tool room after

Workstation #1 Workstation # 2
before after

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 Attack shop floor mess

 Shop floor is where value added activities take place.

 Shop floor is dynamic. Direct observation on regular
basis is critical to understanding.
 Organized and systemized work environments:
 Improve process flow
 Make your job easier
 The goal is to have essential items always in the same
spot close at hand.

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Attack storage waste
If there is space, it will get filled!

 Items once needed, no longer used.

 “Temporary” items.
 Duplicate items
 Broken items.
 “Stuff”

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Why 5s

 To eliminate the need to work around, walk

around and trip over obstacles that aren’t
needed in our jobs.
 To shorten steps and reaching.
 To eliminate bending or stretching.
 To create a safer work environment.
 To reduce errors caused by excess tools and
material.

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Why 5s

 To minimize motion waste.

 To eliminate searching for tools and jigs.
 To organize all needed items for “stressless
use.”
 To reduce “crowding.”
 To enable better organization of the items we do
need to do our jobs.

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Why 5s

 Pride in the workplace.

 Customers perception: clean = quality.
 Assures best practices for safety.
 Foundation for Continuous Improvement..,
minimize motion.

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Why Not 5s
Objections
 We’ve tried this before.
 We don’t have time.
 It wont’ stay clean and organized.
 I know where everything is!
 What’s so great about organization?
 What’s in It for me?

Fighting old work habits

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 1st S ---- Sort out

 When in doubt, red tag it out.

 Many years of accumulated tools, fixtures, shelves, benches,
material and information clog up our work.
 Where to look:
In corners, at edge of department, under conveyors and
tables, on top of shelves, in cabinets, in desk drawers, in
toolboxes, in the eaves, on the walls, next to pliers and
partitions. At the bottom of stacks, in boxes that are not
marked, locked away in lockers, behind rows of dies and
jigs, in and around machinery.

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1st S ---- Sort out
 What to look for
 Broken or deteriorated items, dusty items, items
with no clear location, items loose in drawers,
outdated signs and notices, unused management
boards, outdated posters and slogans, returned
goods, scrap, over-runs, jobs that have been
sitting for a long time.
 Items that are rarely used.
 Items with a quantity on hand much larger than
will soon be used.

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1st S ---- Sort out
 Ask 5 why’s
The 5 why’s is a way of thinking to find the base
cause of a problem, rather than a symptom.

 The item is needed. Why?

 But, it is rarely used. Why?
 It should be kept. Why?
 It should be placed there. Why?
 Is that a good place. Why?

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Red Tag Project
Is item needed? Is it needed only infrequently? Is
there too much on hand? If any of those conditions
are true, then flag the item with a red tag.
 Fill out and attach red tag.
 Red tag for one week.
 Target: 5 red tags for every employee.
 For general piles of junk, apply one red tag. Don’t try to
itemize.

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5s Holding Area
Set up a holding area for temporarily locating red
tagged items.
 Transfer red tagged items to holding area daily.
 Arrange for assistance to remove very large items.
 This is a protection against removal of items that may be
mistakenly identified as unneeded.
 No item will be permanently removed until it is thoroughly
evaluated.

Separate red tagged items to

holding area for evaluation.

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Evaluation process
Create an evaluation team to disposition red
tagged items.

Possible dispositions of red tagged items:

 Throw away.

 Sell.

 Return to vendor.

 Use somewhere else in company.

Evaluate every item and evaluate results of

removal.

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 2nd S ---- Set in Order

 Empty spaces have been created by 1St S

activities
 How can equipment and materials be rearranged
for:
 Less walking?
 Less bending, climbing, stretching, reaching?
 Less searching?
 Less obstacles to flow?
 Think “big picture” and “little picture.

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 2nd S ---- Set in Order

 Draw a picture of Current Condition

 Examine flow of material and information
 Look for opportunities to better arrange for
productivity
 Machinery operation and location
 Material placement
 Tools and jigs placement
 People locations
 Aisle locations

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2nd S ---- Set in Order

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2nd S ---- Set in Order

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Visual factory

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During 5s
Clean and paint label

Sweep and clean Clean the machine

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2nd S ---- Set in Order

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2nd S ---- Set in Order

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2nd S ---- Set in Order

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Set information in order

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Are they in order?

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How about this?

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 3rd S ---- Shine

If your area is clean and organized:

• Errors are reduced
• Safety is enhanced
• Moral is improved
• Your customers are impressed

Keep your area always “tour ready”

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 3rd S ---- Shine
Reasons for Clean-up
• Safety is improved when dirt and oil are removed.
• Quality problems will not result from “foreign” objects
• Equipment will run more reliably
• Out of place tools and material become obvious.
• Clean environment is better for morale.

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 3rd S ---- Shine

Regular Clean-up and Inspection are the keys.

• Set targets for clean-up.
• Allow 5 minutes each day to maintain targets.
• Assign specific areas.
• Keep tools for cleanliness at hand.

Set Inspection Targets

• Machines
• Tools
• Inspection done by operators.
• On the spot correction.

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 4th S ---- Standardize

Once a system of organization is set up, then:

All people on all shifts must follow the same

system, even if they don’t entirely agree with it.

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4th S ---- Standardize

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 4th S ---- Standardize

Develop tools to make 5S

a daily activity

• 5s Checklist
• 5s Schedule
• 5s Patrols
• Manager walk thru
• 5 Minutes per day

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 4th S ---- Standardize

• Scorecard
• 5s Newspaper
• 5s Highlight of the Week

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 5th S ---- Sustain

• 5s steeling committee
• Recognize 5s achievements
• 5s audits
• Before and after pictures
• Above all, hold people accountable

If it is important to their boss,

it will be important to them!

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 Getting Started
 Start small
• Cabinets, drawers
• Tool boxes
• On top, underneath
• Dirty/dusty
• Clutter

 Plan for bigger changes

• Take before pictures
• Spaghetti diagrams
• Make “to do” list
• Set aside time each
day or week to continue
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 Getting Started

• KISS — Keep it Simple and Seeable

• Make it a HABIT — Habitual Attention Brings

Intelligent Transition

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 References

 Ted Miller (2004), 5s, organizing your workplace for

greater productivity, quality and safety. Greater
Boston Manufacturing Partnership Inc.

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