The 5S Methodology Sort, Set,

Shine, Standardize, Sustain in

Quality Management. Lean
Training
Dr Ahsan Ali Siddiqui
Consultant Public Health
Agenda
 What is it?
 What’s it for?
 How does it work?
 When do you use it?
 What’s an example?
 What is it?
 5S is a workplace organization
technique
 It is a way to involve associates in the
ownership of their workspace
 It helps create and maintain the
efficiency and effectiveness of a work
area
5S is a common starting point for Lean activities in a company
What’s it for?
 It is a way to create:
 Cleaner work areas
 More organization
 Safer working conditions
 Less wasted time
 Efficient work processes and practices
 More available space
How does it work?
 5S is most effective when applied in a
systematic way
 The following video illustrates the 5S
methodology

5S Video
 THE 5S PRINCIPLES

 SEIRI – Organisation/Sort out

 SEITON – Orderliness/Systemize
 SEISO – The Cleaning/Shining
 SEIKETSU – STANDARDIZE
 SHITSUKE - Sustain/Discipline
 DISCOVERY OF 5S
 Thirty years ago researchers started
studying the secret of success of Japanese
manufacturing companies
 5S turned out to be the most impressive
"secret"
 The factories were so well organized that
abnormal situations were readily apparent
 DISCOVERY OF 5S
 Equipment's were so clean and well
maintained that any problem such as a
loose bolt or leaking oil could be easily seen
 This passion of cleanliness and orderliness
became a hallmark of Japanese
organizations
 The Five S’s
 Sorting – separating the needed from the not-
needed
 Simplifying – a place for everything and
everything in its place, clean and ready to use
 Systematic Cleaning or Sweeping – cleaning
for inspection
 Standardizing – developing common methods for
consistency
 Sustaining – holding the gains and improving
 The First S - Sorting

Separating the Needed from the Not-Needed

 Eliminate not-needed items and perform an initial

cleaning
 Establish criteria/handling of items
 Identify not-needed items
 Move not-needed items to holding area
 Conduct a white-elephant sale
 Conduct an initial cleaning
 The Second S - Simplifying
A place for everything and everything in its
place, clean and ready to use
 Arrange workplace for safety and efficiency

 Identify key equipment and supplies

 Determine location for each item
 Outline locations and zones
 Develop shadow boards, label items
 Document layout, equipment, supplies
 The Third S – Systematic Cleaning

Cleaning for Inspection

 Perform daily cleaning and inspection to
understand work conditions
 Identify points to check for performance
 Determine acceptable performance
 Determine visual indicators/controls
 Mark equipment/controls
 Conduct daily cleaning/inspections
 The Fourth S - Standardizing
Developing Common Methods for
Consistency
 Make abnormal conditions noticeable and
document agreements
 Document agreements and checks
 Establish/document standard methods across
similar work areas
 Document new standard methods
 The Fifth S - Sustaining

Holding the Gains and Improving

 Maintain the gains from other 5S activities
and improve
 Determine 5S Level of Achievement
 Perform routine checks
 Analyze results of routine checks
 Measure progress and plan for continuous
improvement
 Getting Started

 Planning – launches your 5S activity

 Evaluating – tells you what you need to do
 Preparing – gets you ready for
implementation
Planning
 Assemble a 5S Lead team
 Define the work area 5S boundaries
 Assign work group members to their 5S areas
 Install a 5S communication board
 Determine 5S targets, activities, and schedule
 Review/finalize plans with work group and
site leadership
 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
Evaluating Your Initial Situation
 Prepare to take work area photos
 Take work area photos
 Evaluate current 5S Level of
Achievement
 5S Workplace Organization
Levels of Achievement
Need ed items are ro ut inely Need ed items can b e Pro b lem s o urces are M et ho d s fo r ho us ekeep ing , Ro o t causes have b een
Level 5: rewo rked / rep laced as retrieved wit hin 3 0 s eco nd s d o cumented with s o lut io ns lab eling , ins p ectio ns , and eliminated and imp ro vement
need ed to imp ro ve wo rk area and req uire a minimum d efined and imp lemented wo rk p lace d esig n are actio ns fo cus o n d evelo p ing
Continuously p erfo rmance numb er o f s t ep s co ntinually imp ro ved and p reventive metho d s
Improve s hared externally as
ap p licab le
Need ed items are ro ut inely Need ed items have b een Daily insp ectio n o ccurs to Ag reements fo r lab eling , So urces and freq uency o f
Level 4: as ses s ed ag ains t b us ines s minimized in numb er/ s ize and as s es s area read iness , ho us ekeep ing , insp ectio ns , p ro b lems are d o cumented as
need s t o as s ure functio nality are p ro p erly arrang ed fo r p o t ential p ro b lems are and wo rk p lace d esig n are p art o f ro utine wo rk, ro o t
Focus on and fit retrieval and us e id entified and fixed co ns is tently fo llo wed and caus es are id entified , and
Reliability d emo ns trate area co rrect ive actio n p lans are
p erfo rmance imp ro vement d evelo p ed
A lis t o f need ed items fo r the Need ed items have d ed icat ed Vis ual co ntro ls fo r Wo rk area ag reements fo r Wo rk team is ro utinely
Level 3: wo rk area has b een lo catio ns and are p ro p erly eq uip ment, files and s up p lies need ed item lab eling and checking area to maint ain 5S
d o cumented lab eled with req uired have b een es tab lis hed fo r the vis ual co ntro ls are p o s ted ag reements and p o s ting
Make it q uantit ies wo rk area and fo llo wed b y wo rk team res ults
Visual
Need ed and no t need ed Need ed items have b een Key wo rk area items to b e Wo rk area ag reements are 5S level has b een d etermined
Level 2: it ems have b een s o rted and s afely s to red and o rg anized checked are ind entified and id entified and d o cument ed and p o s ted o n the
no t need ed have b een acco rd ing t o freq uency o f d o cumented fo r need ed item o rg anization co mmunicatio n b o ard
Focus on remo ved fro m wo rk area us e and wo rk area co ntro ls
Basics
Need ed and no t need ed Items are p laced rand o mly Key wo rk area items to b e No wo rk area ag reements There is no meas urement o f
Level 1: it ems are mixed t hro ug ho ut thro ug ho ut t he wo rk p lace checked d uring a s weep are exis t 5S p erfo rmance
the wo rk area no t id entified
Just
Beginning

Sorting Simplifying Sweeping Standardizing Sustaining

rev. 0 4 -0 6 -0 1
Preparing for Implementation
 Obtain existing standards for color-coding and
signage
 Decide on 5S color-coding and signage
standards
 Prepare for Sorting
 Prepare for Simplifying
 Prepare for Systematic Cleaning
 Prepare for Standardizing
 Prepare for Sustaining
Summary: Implementing Five S’s
 Share 5S Overview
 Choose work area implementation group
 Determine implementation targets, activities,
and schedules
 Document current situation
 Apply 5S’s
 Document improvements
 Determine new improvement goals and action
steps
Issues and Concerns
 Communicating across shifts
 Disposing of, or moving, personal items
 Making time available
 Following agreements consistently
 Maintaining the gains
 Giving rewards and recognition
 Integrating 5S with other improvement
activities
What’s an example?
What’s an example?
What’s an example?
Before After
What’s an example?
What’s an example?
Questions?

THE END

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