5S

Visual Workplace
Dr. Syed Amir Iqbal
The purpose of a 5S Visual Workplace initiative is to engage the
entire organization in the design, implementation and
maintenance of effective and efficient work areas and work
processes.
 The 7 Wastes - Muda
Waste elimination is one of the most effective ways to increase the efficiency
and profitability of any organization. Processes either add value or waste to
the production of a good or service. The concept of the seven wastes
originated in Japan, where waste is known as “muda."
 The 7 Wastes - Waiting
• Typically more than 99% of a product's life in traditional batch-and-queue
manufacture will be spent waiting to be processed. Much of a product’s
lead time is tied up in waiting for the next operation; this is usually
because material flow is poor, production runs are too long, and distances
between work centers are too great.
• Goldratt (Theory of Constraints) has stated many times that one hour lost
in a bottleneck process is one hour lost to the entire factory’s output,
which can never be recovered. Linking processes together so that one
feeds directly into the next can dramatically reduce waiting.
Time Spent in Material Handling
 The 7 Wastes - Inventory
• Work in Progress (WIP) is a direct result of overproduction and waiting.
Excess inventory tends to hide problems on the plant floor, which must be
identified and resolved in order to improve operating performance.
• Excess inventory consumes productive floor space, delays the identification
of problems, and inhibits communication. By achieving a seamless flow
between work centers, many manufacturers have been able to improve
Customer service and slash inventories and their associated costs.
 The 7 Wastes - Motion
• This waste is related to ergonomics and is seen in all instances of bending,
stretching, walking, lifting, and reaching. These are also health and safety
issues, which in today’s litigious society are becoming more of a problem
for organizations. Jobs with excessive motion should be analyzed and
redesigned for improvement with the involvement of plant personnel.
 The 7 Wastes - Extra Processing Steps
• Many organizations use expensive high precision equipment where
simpler tools would be sufficient. This often results in poor plant layout
because preceding or subsequent operations are located far apart. In
addition they encourage high asset utilization (over-production with
minimal changeovers) in order to recover the high cost of this equipment.
• Toyota is famous for their use of low-cost automation, combined with
immaculately maintained, often older machines. Investing in smaller, more
flexible equipment where possible; creating manufacturing cells; and
combining steps will greatly reduce the waste of inappropriate processing.
 The 7 Wastes - Transportation
• Transporting product between processes is a cost incursion which adds no
value to the product. Excessive movement and handling cause damage
and are an opportunity for quality to deteriorate. Material handlers must
be used to transport the materials, resulting in another organizational cost
that adds no Customer value.
• Transportation can be difficult to reduce due to the perceived costs of
moving equipment and processes closer together. Furthermore, it is often
hard to determine which processes should be next to each other. Mapping
product flows can make this easier to visualize.
 The 7 Wastes - Overproduction
• Simply put, overproduction is to manufacture an item before it is actually
required. Overproduction is highly costly to a manufacturing plant
because it prohibits the smooth flow of materials and actually degrades
quality and productivity. Overproduction manufacturing is referred to as
“Just in Case.” This results in high storage costs and makes it difficult to
detect defects in a timely manner. The simple solution to overproduction
is turning off the tap; this requires a lot of courage because the problems
that overproduction is hiding will be revealed. The concept is to schedule
and produce only what can be immediately sold/shipped and improve
machine changeover/set-up capability.
 The 7 Wastes - Defects
• Having a direct impact to the bottom line, quality defects resulting in
rework or scrap are a tremendous cost to organizations. Associated costs
include quarantining inventory, re-inspecting, rescheduling, and capacity
loss.
• In many organizations the total cost of defects is often a significant
percentage of total manufacturing cost. Through employee involvement
and Continuous Process Improvement (CPI), there is a huge opportunity to
reduce defects at many facilities.
 The 8th Wastes – Under-Utilized Employee

• Recent research shows that underutilization of Employees has been added

as an eighth waste.
• Organizations employ their staff for their nimble fingers and strong muscles
but forget they come to work everyday with a free brain. It is only by
capitalizing on employees' creativity that organizations can eliminate the
other seven wastes and continuously improve their performance.
Many changes over recent years have driven organizations to become
world class organizations or Lean Enterprises. The first step in achieving
that goal is to identify and attack the seven wastes. As Toyota and other
world-class organizations have come to realize, Customers will pay for
value added work, but never for waste.
 8 WASTES - The Summary
• Defect / Correction
• Overproduction
• Waiting
• Not utilizing employee talents
• Transportation / material movement
• Inventory
• Motion
• Excessive processing
It all starts with YOU !!!
5S stands for 5 initials of the following
Japanese words:

1. Sei-ri (Organization)
2. Sei-ton (Neatness)
3. Sei-so (Cleaning)
4. Sei-ke-tsu (Standardization)
5. Shi-tsu-ke (Self-discipline)
5S ONCSS
 International 5S

5 Steps for improvement

KAIZEN
 5S Visual Workplace - The Benefits
• Reduction of Waste (mainly defects, motion, waiting, & transportation
results in lower costs
• Reduction in equipment breakdowns results in higher equipment
availability
• Reduction in delays results in a higher fill rate and on-time deliveries
• Reduction in defects results in less rework
• Reduction in complaints results in greater Customer satisfaction
• Reduction in injuries results in lower costs
• Reduction in changeover time results in less downtime
• A cleaner work environment results in higher employee satisfaction
• Lower costs and higher shareholder satisfaction result in improved
profitability
 5S Visual Workplace - Key Success Factors

• Have an Implementation & Communication Plan !!!

• Leadership - Drive it from the Top and Walk the Talk.
• Employee Involvement & Empowerment - Provide adequate training, nominate
5S Leaders, and establish a 5S Action and Audit Teams.
• Focus - Establish 5S focus areas with employee ownership.
• No Sacred Cows - 5S is not just about the production floor Include shipping &
receiving, warehouses, and offices.
• Organize & Beautify - Paint is an inexpensive and terrific tool for supporting any
5S implementation.
• Accountability - Hold leaders and teams accountable to the established work
area requirements (discipline).
• Make it fun and celebrate progress !!!
• Evaluate & Improve - Perform weekly 5S audits with owners in each focus area.
Measure progress and post scores.
 5S Visual Workplace - Types of Resistance
• What's so great about Organization (Sort) and Orderliness (Set-in-Order)?”
Response: The purpose of a 5S Visual Workplace initiative is to develop,
implement, and maintain an effective and efficient workplace.
• “You want us, the Operations and Service Managers, to be 5S Leaders?’
Response: The development, implementation, and maintenance of an
effective and efficient workplace is a management responsibility. A 5S
Visual Workplace initiative requires leadership and leadership
involvement.
• “Why clean up when it will soon get dirty again?” Response: When
management and employees are indifferent to making and maintaining
improvements, it is no surprise that defect rate remains high and
productivity low.
• “Implementing Organization (Sort) and Orderliness (Set-in-Order) will not
boost output.” Response: Being busy does not mean being productive.
Everyone must learn the important difference between “moving” and
“working”.
 5S Visual Workplace - Types of Resistance
• “Why concern ourselves with such trivial matter?” Response: Managers
who fail to promote an effective, efficient and safe workplace end up not
only with a sloppy and undisciplined work force, but also with higher costs
and higher defects.
• We already implemented them.” Response: Some managers believe that
rearranging things a little and putting them into neat rows is all there is
to it. Such orderliness only scratches the surface of what the 5S’s are all
about, as this training program will show.
• “I know my filing system’s a mess, but I know my way around it.”
Response: The first step in standardizing clerical operations is to open up
private messes so that books, files, and paper work is easily accessible to
anyone who needs them when they need them.
• “5S and improvement stuff is just for the factory.” Response: The
purpose of a 5S Visual Workplace initiative is to develop, implement,
and maintain effective and efficient work processes. This is and must be
a companywide initiative.
 5S Visual Workplace - Types of Resistance
• ‘We are too busy to spend time on Organization (Sort) and Orderliness (Set-
in- Order).” Response: “Are you also too busy to take a shower and brush
your teeth?”. Developing, implementing, and maintaining effective and
efficient work processes is not an option, it is a necessity in today's
competitive business environment.
• “We did the 5S's 10 years ago.” Response: "Has it also been 10 years since you
took a bath?” 5S Visual Workplace is not a project with a start and end date, it
is an integral part of any highly productive world-class organization.
• "Why should anyone tell me what to do?” Response: Most 5S initiatives run
into human-relation issues early on. It pays of form cross-functional 5S
Promotion Teams with members skilled at applying the 5S's to human
relations.
• “We don't need 5S. We are making money, so let us do our work
the way we want to.” Response: Operations has a rhythm, and this rhythm gets
upset when employees care only about their individual tasks. By allowing
employees to do things ‘‘their way”, we grant a selfish kind of freedom that
Implementation Process
 Step 1. Establish a 5S Implementation
Organization
• The 5S Implementation Team handles such tasks as on-site 5S education,
“discipline” training, 5S standardization, guidance in 5S techniques, and
provision of 5S tools.
• The 5S Leader(s) are Site Manager(s) and heads the 5S Implementation Team.
• The 5S Audit Team makes weekly inspection tours to check up on 5S
conditions and suggest & document remedial measures when conditions
have begun to deteriorate.
• The 5S Action Team, which consists of workshop leaders and ordinary
employees, is responsible for the nuts and bolts of 5S implementation. The
team members study 5S theory while putting it into practice in making 5S-
oriented improvements.
 Step 2.1 Establish a5S Implementation
Plan

Divide Plant or Office area into manageable sections and schedule 5S implementation
for each section
 Step 2.2 Establish a 5S Implementation
Plan
• The main purpose of a 5S Campaign is not so much to announce the
beginning of the 5S initiative as it is to show the enthusiasm and
commitment of 5S Leaders.
• The 5S Leaders should address the organization’s current conditions, its
goals, and its plan to use the 5S Visual Workplace initiative to lay a
foundation for achieving those goals.
• A 5S Implementation Plan should cover 90 days at a time.
 Step 3. Create 5S Campaign Material
5S Campaign Materials could include face-to-face meetings, newsletters,
slogans, boards, posters, banners, badges, 5S news, photo exhibits of before
and after…
 Step 4. In-House Education
5S Visual Workplace education materials could include training classes, single-
point 5S lessons, on-the-job training, posters, in-house bulletins, 5S news,
videos, books,....
• Point 1. Make education continuous
• Point 2. Don’t be a perfectionist, but strive for perfection. 50% is a good
start.
• Point 3. The primary place for 5S Visual Workplace implementation is the
individual workplace
• Point 4. Encourage independent thinking. Make it Relevant, Specific &
Engaging !!!
• Point 5. Encourage motivation, skill-building and participation

Make it Relevant, Specific & Engaging !!!

 Step 5.1 5S Implementation- SORT
• SORT means clearly distinguishing between (1) what is needed and to be kept and (2) what is
unneeded and to be discarded.
• SET-IN-ORDER means organizing the way needed things are kept so that anyone can find, use and
return them easily.
• SHINE means thoroughly cleaning the work area and everything in it. The goal is (1) to turn the
work area into a clean, bright place where people enjoy working, (2) to review the first two Ss. and
(3) to find the source of dirt or litter and eliminate it. Shine should become so deeply ingrained as a
daily work habit that tools are always kept in top condition and are ready for use at any time.
• STANDARDIZE means the development and implementation of a detailed plan to maintain SORT,
SET- IN-ORDER. and SHINE. The plan should include the creation of procedures and simple daily
checklists that are to be visibly posted in each work area; the checklist should serve as a visual to
ensure that the daily 5S requirements are being met. Standardized cleanup integrates sort, set in
order, and shine into a unified whole. . .
• SUSTAIN means always following specified (and standardized) procedures. Sustain requires self­
discipline. Without discipline, it is impossible to maintain consistent standards of quality, safety,
clean production, and process operation.
• SAFETY Sometimes used as the 0h S. We believe that Safety is a natural consequence of the
successful implementation of a 5S Visual Workplace initiative.
Step 5.1 5S Implementation- SORT

Red-Tag Criteria
 Step 5.1 5S Implementation - SORT
What is the Red-Tag Strategy?
Step 1. Launch the Red-Tag Project
– Members: Employees across the organization
– Period: 1-2 months
– Key Points: Help the employees understand the objectives of SORT and how
to identify what items are not needed.
• Step 2. Identify Red-Tag Targets
– Targets: Inventory - Equipment - Space
• Step 3. Set Red-Tag Criteria
– Set the criteria for determining what is needed and what is not.
• Step 4. Make or Order the Red-Tags
– Red, Eye-catching, Category - Name - Quantity - Value - Tagging Reason - Date
- ...
 Step 5.1 5S Implementation - SORT
What is the Red-Tag Strategy? (cont.)
• Step 5. Attach the Red Tags
• People from indirectly related organizations should come to the
workshop, listen to the description of current conditions, and be
objective in attaching red tags to all unneeded items.
– Look with a critical eye,
– Don’t let the workshop’s own workers decide where to stick the red tags. They
tend to think everything is necessary.
– Be merciless when attaching red tags!
– Set a target of at least 3-4 red tags per employee in the organization
– If in doubt, red-tag it!
• Red-tagging should be done intensively over a short period of time.
 Step 5.1 5S Implementation - SORT
• What is the Red-Tag Strategy? (cont.)
• Step 6. Evaluate the Red Tags
• Inventory
– Divide into two types: 1. “dead stock” and 2. “retained stock”
– Set the “need” period for service parts and keep them in the warehouse for the
appropriate need period.
– Make a list of all unneeded inventory (name, quantity, value) to facilitate understanding
and for use in accounting and create and execute schedule to dispose “dead stock”.
• Equipment
– Whatever gets in the way during improvement activities should either be moved or
disposed of.
– Follow companies procedure to dispose of unneeded equipment.
– If equipment in the way during improvement activities is an off-the- book asset, simply
get rid of it.
• Spaces & Shelves
Step 5.2 5S Implementation - SET-IN-
ORDER

Everything in its Place and A Place for Everything

 Step 5.2 5S Implementation - SET-IN-
ORDER
“Everything has its Place.” and “There is a Place for Everything”.
 Step 5.2 5S Implementation - SET-IN-
ORDER
• 5S Visual Workplace Floor Marking Guidelines and Best Practices
• Use as few colors as possible: This will make it easier for employees to remember the
intended meaning of each color and reduce the number of vinyl tape products kept in
inventory.
• Identify specific colors with specific purposes: Some companies opt to mark equipment
locations using the same color for aisle ways and work cell boundaries. This choice adheres
to the principle of keeping the color code system as numbered as possible, but for some, it
may be more effective to use two different colors for two different work areas. When a
plant differentiates between colors when marking specific work areas, it creates a visually
clear environment that helps employees quickly correlate colors with purposes.
• Raw Materials, WIP and finished goods: Try and use the same color for all material storage
areas, unless there is an important reason for differentiating between them. As an
alternative, use different colored labels to visually distinguish between the various material
types.
• Do more with less: Many companies use different colored stripes to border areas in front of
fire fighting equipment, safety equipment and electrical panels. Instead of having three
different floor tape products, choose one color for all applications where the intent is to
keep the area clear for safety or compliance reasons.
 Signboard Strategy
• Without Signboards of one kind or another, only veteran employees would
know where to find things. To turn a work area into a workplace where
everyone can see at a glance what goes where, we need signboards.
 Step 5.2 5S Implementation - SET-IN-
ORDER
What is the Signboard Strategy?
Step 1. Determine Locations
After consolidating the remaining items, decide where to place them to best suit
the way operations will be done.
Note: Be sure to put frequently used items as close as possible to the operations for
easy retrieval.
Step 2. Prepare Locations
Organize shelving and cabinets in their specified places.
Note: Use your ingenuity (e.g. make parts easier to remove from shelves and
cabinets or set up a first-in first-out FIFO stocking system).
Step 3. Indicate Locations
Make and post (or hang) signboards that clearly indicate where each item belongs.
Note: Use either a place name/diagram signboard or an address signboard to
indicate where things belong.
 Step 5.2 5S Implementation - SET-IN-
ORDER
What is the Signboard Strategy? (cont.)
Step 4. Indicate Item Names
– Make and post (or hang) signboards that clearly indicate item names and the name/number
of the shelf or cabinet where items will be kept.
– Note: Use a shelved item signboard or other place-specific item signboard.
Step 5. Indicate Amounts
– Indicate the number of inventory items covered by each signboard.
– Note: Indicate both maximum and minimum amounts.
Step 6. Make Orderliness (SET-IN-ORDER) a Habit
– Make Orderliness (SET-IN-ORDER) a habit so that the workplace does not lapse into
disorder.
– Note: 1. Make Orderliness (SET-IN-ORDER) easy to maintain
– Maintain discipline
– Make the 5’s a daily habit
Step 5.3 5S Implementation - SHINE
Step 5.3 5S Implementation - SHINE
Remember
5S
1S Sort
2S Straighten
3S Shine
4S Standardize

5S Sustain