BTM 3713

LEAN MANUFACTURING SYSTEMS

TOPIC 2: 5S

LECTURER:
DR. MUSFIRAH ABDUL HADI
 What are the 5S’s?

• They are the keys to workplace organization,

housekeeping, and visual management.
• Simple and produces:
– Increase in quality
– Increase in productivity
– Cleaner workplace which produces a safer
workplace
– Earlier identify of abnormal business situations
 5S Principles

 Efficient, sustainable production minimizes inputs and

maximize outputs
 Managers have pursued “housekeeping” for a neat,
orderly and efficient workplace and as a means of
reducing waste.
 The Japanese developed the initial 5S which part of a
checklist in today's. Furthermore, it also provides an
easy vehicle to assist the culture change.
 The 5S provide a vehicle for continuous improvement
with which all employees can identify.
 Waste

• Waste is anything other than the MINIMUM

amount of people, time, equipment, material,
parts, and space required to ADD VALUE to
the product.

• The 5S’s apply everywhere.

 Eliminating Waste

• So what can we do to eliminate

waste?

• We first need to identify what is & is

not waste, then we can look at ways
of eliminating or at least reducing
waste.
 Identifying Waste in the
Workplace
Operational Activity
Value added Operations
• Any process that changes the nature, shape or
characteristic of the product in line with
customer requirements
• e.g. Pressing, welding, heat treatment.

This is where we make a profit!

 Identifying Waste in the
Workplace
Operational Activity
Non-Value added Operations
• Work carried out which is necessary under
current conditions, but does not increase
product value.
• e.g. Inspection, tool change, maintenance.

This is where we make a loss!

 The 8 General Types of Waste

• Scrap/Rework/Remake
• Transportation
• Motion
• Waiting Time
• Inventory
• Overproduction
• Overprocessing
• Underutilized Human Resources
 Eliminate Waste
 Perfection : No bad parts, no inventory, only value-
added activities
 Any activities that does not add value in the eyes of the
customer is a waste.
 The are 8 categories of waste which have become
popular in lean manufacturing.
1) Overproduction : Producing more than the customer
orders or producing early (before it is demanded) is
waste. Inventory of any kind is usually a waste.
2) Queues : Idle time, storage and waiting are wastes
(they add no value)
 Eliminate Waste

3) Transportation : Moving material between plants or

between work centers and handling more than once
is waste.
4) Inventory : Unnecessary raw material, work-in-
process (WIP), finished goods and excess operating
supplies add no value and are wastes.
5) Motion : Movement of equipment or people that
adds no value is waste.
6) Overprocessing : Work performed on the product
that adds no value is waste.
7) Underutilized Human Resources : Underutilized of
people’s abilities, knowledge and skills.
 Eliminate Waste

8) Defective product : Returns, warranty claims,

rework and scrap are a waste

©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist.
No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book
Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover.
 The Origin of 5S
Step # Japanese English 5S Word
Word Translation
1 Seiri Proper Sort
Arrangement
2 Seiton Orderliness Straighten

3 Seiso Cleanliness Sweep

4 Seiketsu Cleaned Up Schedule

5 Shitsuke Discipline Sustain

5S Principles
Pyramid for Success
Relationship of The 6S Pillars
 The 5S’s

• Sort
– Proper arrangement
• Straighten (Store)
– Orderliness
• Sweep (Shine)
– Cleanliness
• Schedule (Standardize)
– Cleaned up, standardized.
• Sustain
– Discipline, practice and repeat.
 5S Principles

1) Sort / segregate : Keep what is needed and remove

everything else from the work area.
2) Simplify / straighten : Arrange and use methods analysis
tool to improve work flow and reduced wasted motion.
Label and display for easy use only what is needed in
the immediate work area.
3) Shine / sweep : Clean daily ; eliminate all forms of dirt,
contamination and clutter from the work area.
 5S Principles

4) Standardize : Remove variations from the process by

developing standard operating procedures and checklist;
good standards make the abnormal obvious.
Standardize equipment and tooling so that cross-training
time and cost are reduced. Train and retrain the work
team.
5) Sustainable / self-discipline : Review periodically to
recognize efforts and to motivate to sustain progress.
Use visual wherever possible to communicate and
sustain progress.
 5S Principles
 US managers often add two additional Ss that contribute
to establishing and maintaining a lean workplace.

6) Safety : Build good safety practices into the above five

activities.
7) Support / maintenance : Reduce variability, unplanned
downtime and costs. Integrate daily shine tasks with
preventive maintenance.
 Lack of 5S
• Hides safety problem
• Creates waste
• Limits a company’s ability to satisfy their
customers.
You never get a second chance to make a first
impression.
World class facilities develop beginning with the
5S’s, and facilities that fall, fall apart beginning
with the 5S’s (Hiroyuki Hirano)
 Implementing 5S
5S Implementation Steps Outline
• Prelaunch
– Step #1. Form, train, & develop 5S teams.
– Step #2. Develop the 5S model

• Launch
– Step #3. Announcement
– Step #4. Train the plant in 5S
 Implementing 5S
• Step #1. Form, Train, and Develop 5S
Grading/Recognition Teams.

– Rule #1: Leaders must lead. Everyone must

be involved. Applies to the office and the shop
floor.

– Rule #2: Everyone must be trained in 5S

 Implementing 5S
• Step #2. Develop the 5S Models: The “Islands
of Excellence” Using the Grading/Recognition
Teams.
 Implementing 5S
• Step #3. Kick Off the 5S Implementation: Tell Your
Entire Team About the Importance, Goals, and Vision
of 5S.
– Importance
• Establish plant wide discipline & org baseline that supports all
improvement activities.
– Goals
• Improve safety & pride in the work place. Improve quality and
productivity.
– Vision
• “Islands of Excellence”, World Class Enterprise.
 Implementing 5S
• Step #4. Train the Entire Plant in 5S.
– Sorting, proper arrangement.
• Improved safety
• Improved communication between team members
• Smoother work flow
• Improved quality and productivity
– Clearly distinguish between what is needed and what is
not needed.
– “When in doubt, move it out”
– Rule #3. Facility environmental, health, and safety
procedures must be followed at all times in the cleaning,
moving, and disposal of equipment and material.
 5S Boundaries

Area 1
Area 2
Monica & Chandler Joey & Phoebe

Area 3
Area 4
Rachel & Ross Jerry & Kramer
 Five S Communication Board

Five S Five S
Team Levels Implementation
Members of Plan
Achievement
Five S
Implementation
Five S
Photos Photos Plan
Boundaries

Five S Five S
Routine Routine
Checklist Current Checklist
Situation After Five S
 Implementing 5S
• Step #4 Continued.
– Sorting using the Red Tag system
• A method used to i.d. items that are found in the work area, but
their use and need are unknown.
• Red Tag Procedure
– Dedicate a red tag storage site
– Look at all items critically, then place tags
– Record all tags on log sheet
– Give all users and shifts 48 hours to review
– Move items to red tag storage site
– Management review in one week
– Make a list of tools that are required, but not available.
– Rule #4. The Red Tag System is for one-time use only; it is
not an ongoing crutch for future clean-ups.
Example of Red Tag
 Implementing 5S
• Step #4 Continued.
– Straighten, orderliness. (Store)
• Improved safety
• Improved quality
• Improved productivity
– A place for everything, and everything in its place.
– Rule #6. Use a ceiling-down strategy. The first
straighten and sweep begins with the ceilings,
walls, and floor.
 Implementing 5S
• Step #4 Continued.
– Straighten, orderliness. (Store)
• Organize everything that remains
– Make locations visible and self-explanatory.
• Designate storage locations for everything
– Tools
– Gauges
– Cleaning supplies
– Job aides, information sheets, etc.
• Keys to organization
– Visual controls
– Immediate retrieval
– Immediate return
 Implementing 5S
• Step #4 Continued.
– Sweep, cleanliness. (Shine)
• Improved safety
• Improved team morale and ownership
• Improved quality
• Reduced equipment downtime
– Sweep the floors, wipe off equipment, paint if
necessary, and make sure everything stays clean.
 Implementing 5S
• Step #4 Continued.
– Sweep, cleanliness. (Shine)
– Three Phases of Shine
• Daily cleanliness
• Cleanliness inspections
• Cleanliness Maintenance
Attach a maintenance card (or TPM Card) to identify the
problem.
– Keys to Cleanliness
• Must be done on a regular basis
• Cleaning tools and supplies available at point od usage
• Assign specific individuals to tasks
• Designate specific cleaning time
 Implementing 5S
• Step 4 Continued:
– Schedule, Cleaned up. (Standardize)
• Improved safety
• Improved team morale and ownership
• Pave the path to step #5, Sustain.
– Standardize and maintain the use of sort, straighten, and
sweep.
– Develop 5S activity checklists for all mfg and office areas.
– Rule #7. Have regular inspections.
– Rule #8. Have recognition and reward programs
 Implementing 5S
• Step 4 Continued:
– Schedule, Cleaned up. (Standardize)
Develop and implement best practices
• Use a 5S checklist to i.d. what will be done, who is responsible and
when the task is to be done.
Visual Workplace – Color-coded Zones
• Red – Inventory too low, re-order
• Green – Inventory level ok
• Yellow – Inventory too high, stop production
Visual Standards
• Quality board to record problems
• Pictures representing types of defects
• Everyone can easily identify defects
 Implementing 5S
• Step #4 Continued.
– Sustain, Discipline
• Improved safety through better housekeeping
• Improved team morale and ownership
• Reduced overhead costs.
– Practice and repeat these procedures until they become a
way of life throughout the entire company.
– “Sustain” is the discipline or rope that ties the other 4S’s
together.
– Rule #9. 5S has to be self sustaining.
 Implementing 5S
• Step 4 Continued:
– Sustain, Discipline
• Continue to sort, store, shine, standardize, and sustain
the work area.
• Companywide promotion of discipline
• Make properly maintaining correct procedures a habit:
– Use inspections/audits by top managers to evaluate each
workstation and to provide feedback.
– Chart the audit scores on a visual display board to show
progress/deterioration
 Implementing 5S
Chart production schedules and team improvements
• 5S Benefits
– Eliminates excess equipment & inventory
– Reduced absenteeism
– Fewer equipment breakdowns & longer life
– Better understanding of equipment conditions
– Fewer defects and higher quality
– Defects are made obvious
– Efficient and effective organization
– Saves time, cost, and makes workplace easier to maintain
– Improves production schedules
– Motion and waste reductions
 5S Workplace Organization
Levels of Achievement
Needed items are routinely Needed items can be Problem sources are M ethods for housekeeping, Root causes have been
Level 5: reworked/ replaced as retrieved within 30 seconds documented with solutions labeling, inspections, and eliminated and improvement
needed to improve work area and require a minimum defined and implemented work place design are actions focus on developing
Continuously performance number of steps continually improved and preventive methods
Improve shared externally as
applicable
Needed items are routinely Needed items have been Daily inspection occurs to Agreements for labeling, Sources and frequency of
Level 4: assessed against business minimized in number/ size and assess area readiness, housekeeping, inspections, problems are documented as
needs to assure functionality are properly arranged for potential problems are and work place design are part of routine work, root
Focus on and fit retrieval and use identified and fixed consistently followed and causes are identified, and
Reliability demonstrate area corrective action plans are
performance improvement developed
A list of needed items for the Needed items have dedicated Visual controls for Work area agreements for Work team is routinely
Level 3: work area has been locations and are properly equipment, files and supplies needed item labeling and checking area to maintain 5S
documented labeled with required have been established for the visual controls are posted agreements and posting
Make it quantities work area and followed by work team results
Visual
Needed and not needed Needed items have been Key work area items to be Work area agreements are 5S level has been determined
Level 2: items have been sorted and safely stored and organized checked are indentified and identified and documented and posted on the
not needed have been according to frequency of documented for needed item organization communication board
Focus on removed from work area use and work area controls
Basics
Needed and not needed Items are placed randomly Key work area items to be No work area agreements There is no measurement of
Level 1: items are mixed throughout throughout the work place checked during a sweep are exist 5S performance
the work area not identified
Just
Beginning

Sorting Simplifying Sweeping Standardizing Sustaining

rev. 04-06-01
 Some 5S Examples

After 5S - Cleaned, organized and

drawers labeled (less time and
frustration hunting)
Before 5S
 5S Examples - Sort, Set in
Order

See the difference?

1. Sort - All unneeded tools, parts and supplies are removed from the
area
2. Set in Order - A place for everything and everything is
in its place
Some 5S Examples
Some 5S Examples
 Some 5S Examples

Before After
Some 5S Examples
Some 5S Examples
Some 5S Examples
 Implementing 5S

Summary;
• Improve Visuals
• Brainstorm better visuals
• Photograph completed area
• Create a “to do” list
• Conduct final 5S Audit using scorecard
• Assign ownership of completed area