Introduction to 5S

I
K
By:
EKI Team
April 2015

E Ethiopian Kaizen
Institute
 Contents

1. What is 5S?

2. Planning Stage

3. Implementing Stage

4. Sustaining Stage
The Three Different Types of Workplace

A 3rd class workplace:

has people who make a mess and no one cl
eans up.

A 2nd class workplace:

has people who make a mess and another
group of people cleans up.

A 1st class workplace:

has people who don’t make a mess and ye
t everyone cleans up.
How mess occurs at workplace?

Not necessary now, but maybe

Necessary in the future Unnecessary
 Why it is important

Motion Over Produced

5S Eliminate Transportation
7 Waste

Inventory Waiting

Correction
Over Processed
01-5
5S Benefits to YOU

 It will make your workplace a safer, cleaner a

nd more pleasant place to work
 Make your job more satisfying.
 Eliminate overburdens and disappointments.
 Make it easier to communicate with everyone
you work with.
 Gives you an opportunity to give creative inp
ut how your work place should be.

01-6
 5S Benefits to Organization

 Zero defects brings higher quality

 Zero waste brings reduce cost
 Zero delay brings reliable delivery
 Zero accident, increase safety
 Zero breakdown, increase productivity
 Zero complaint brings greater confidence and tr
ust

01-7
 What is 5S ?

1. Sort Seiri

2. Set-In-Order Seiton

3. Shine Seisou

4. Standardize Seiketsu

5. Sustain Shitsuke
8
What is 5S ?

1. Sort
 Remove all items from the workplace that are
not needed for current production or administrative
operation.
“only what is needed, only in the
 Keep

amount needed, and only when it is needed”.

Red Tag Discard
No Tag
Keep it

9
 What is 5S ?

Why Sort is important?

 Space, time, money, energy
and other resources can be
managed and used most
effectively
 Problem and annoyances in
the work flow are reduced.
 Communication between
employees is improved.
 Product quality and
Productivity is enhanced.

01-10
 What is 5S ?

2. Set-In-Order
 Arranging needed items in the way easy to use and
labeling them so that easy to find and put
away(visual management)

11
 What is 5S ?

Set in order
 Arrange needed items so;
 it is easy to use.
 label them so that anyone can find them easily and put th
em agin.
 Set-in-order is important because it eliminates;
 Time spent searching for an item
 Motion wastes
 Difficulty returning item to its original place
 Excess inventory
 Reduce damage
 safety

01-12
 What is 5S ?

 There are two strategies correspond to set-in

-order;

1. Visual Control
2. Motion Economy

01-13
 What is 5S ?

1. Visual Control Strategy

A visual control is any communication device
used in the work environment that tells us at a
glance how work should be done.
 We can implement standardization in such a
way that all standards are identified by visual
control.

01-14
 What is 5S ?

Visual Control Techniques

 common visual control techniques;
1. Signboard strategy
2. Painting strategy
3. Color-code strategy
4. Outlining strategy
5. Visual Management Board (Kaizen
board) Strategy

01-15
 What is 5S ?

1. Signboard strategy
signboards are used to identify what, where a
nd how many
There are three types of signboards
 Location indicator
 Item indicator
 Amount indicator

01-16
 What is 5S ?

2. Painting strategy
Is a method for identifying locations on floors
and walk ways

01-17
 What is 5S ?

3. Color-Coding strategy
• Matching labels
• Color identification

OFF OFF OFF OFF

01-18
• Matching labels
• Color identification
What is 5S ?
4. Outlining strategy

01-20
5. Visual Management Board (Kaizen bo
ard) Strategy

01-21
 What is 5S ?
Visual management board for 5S promotion

Face ① 1700mm

1100mm

Face
② （ Back Face ①
side)

1500mm

Refer to Refer to Attachment B

Attachment A
Format
 What is 5S ?
Face ① Face ② Photograph of 　 the
Face 5S points
② （ Back
side)

Removable board

① ⑨ Photograph

② ⑲
Size: 　　　　　　　　　　　　
　　 Approx.3 ｃｍ X4 ｃｍ
 What is 5S ?
Attachment A Line No.9 Everybody understand

Image of － What Grade of 5S points

60
45 1
5S points Map － Where is it ?
60 8 5
35 43 － Improved or Not improved
Color Label 12

35 Grade A
(Major)
60 Grade B 35 Before improvement

(Middle)
8 Grade C 35 After improvement

(Minor)
Marking
Photograph No.
 What is 5S ?

2. Motion Economy Strategy

 The process of removing motion waste involve
s eliminating unnecessary motion from existin
g operation.
 By locating items in the best location possible,
we can minimize motion waste.
 Even more important than removing motion w
aste is asking “why it occurs in the first plac
e”.

01-25
 What is 5S ?

Implement Motion Economy

 Below are three examples of elimination moti
on waste;
1. Keep frequently needed items close to you an
d seldom needed items away.
2. Frequently needed items are arranged for eas
y retrieval ergonomically.
3. Keep the processes close to each other and el
iminate zig-zag motion between them. 5S map
can be used to do the analysis.

01-26
የኢትዮጵያ ከይዘን ኢንስቲትዩት
27
 የቱ ነው የሚሻለው ?
ለቀኝ እጅ የትኛው አቀማመጥ የሚሻል ይመስላቹዋል?

28
What is 5S ?

Ex: 30 Second Rule

Tool Box
5’s game
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37
What is 5S ?

3. Shine Seisou

37
 What is 5S ?

What is Shine
 Shine means keep everything swept and clean.
 Shine is a way to keep everything in top condit
ion so, when someone needs to use somethin
g, it is ready to be used.
 When Shine, we can’t avoid inspecting the ite
m at the same time. Therefore Shine and Inspe
ct come together.

Page 38 of 65
 What is 5S ?

Benefits from Shine

 Clean and comfortable workplace.
 Increase visibility to defects when it occurs.
 Helps to maintain safer workplace.
 Good working environment increase morale.
 Early detection of machinery and equipment fa
ilure.

Page 39 of 65
 TAKE FIVE
Take five minutes to think about the following qu
estion & to jot down your answer.

What are some of the Sort, Set in order and Shi

ne routines that are already part of your life?

01-40
What is 5S ?

4. Standardize Seiketsu

41
 What is 5S ?

What is Standardize
 Standardize is the method you use to maintain the
first three pillars (Sort, Set in order and Shine)
 Make it a rule to perform given work in the given
manner.
 Standardize is different from the first three pillars b
ecause it is a method used to sustain the first three
pillars rather than housekeeping activity.

Page 42 of 65
 What is 5S ?

Benefits from Standardize

 The basic purposes are to;
1. Lead to workplace standardization
 prevent setbacks in the first three pillars
 Make implementing them a daily habit
 Ensure that all the three pillars are maintained in t
heir fully implemented state.
2. Lead to work standardization
 Muda elimination
 Quality improvements
 Cost improvements
 Delivery time improvements
 Process improvements
Page 43 of 65
 What is 5S ?

5. Sustain Shitsuke

Means making a habit of properly maintaining correct

procedures

01-44
 What is 5S ?

Some techniques to sustain

 5S Slogan
 5S poster
 5S newsletter and kaizen board
 5S audit
 awarding systems
 Big cleaning day
 5S month
 Benchmarking tour

Page 45 of 65
What is 5S ?

What is next ?

46
Planning Stage

Steps for planning

1. 5S organization structure
2. Recognition of current condition
3. 　 Deciding activity range
4. Goal setting
5. 　 Planning stage
6. 　 Budgeting
7. Kick-off

47
 Planning Stage

1. 5S Organizational Structure

Chairman

5S Promotion Office

5S Committee Members 5S Committee Members 5S Committee Members 5S Committee Members

(leader, members) (leader, members) (leader, members) (leader, members)

01-48
 Planning Stage

5S Promotion office duties

 Prepare over all 5S implementation plan at

company level.
 Follow up 5S activities at the company.

Perform any other 5S related activities.

Organize Training

01-49
 Planning Stage

2. Recognition of current condition

 byusing 5S Checklist and

 Photography (Next page)

50
 Planning Stage
Photography 　
(1) Fixed-point Observation Type
Fix the location of the camera
and do photo shoots at the same
place both before and after
KAIZEN.

Before KAIZEN After KAIZEN

51
Planning Stage
(2) Random Type

52
 Planning Stage

3. Decide Activity range

Limiting
Company
to Shop
-wide
Limiting to
Selecting Production
model shop Division

Limiting
to group Others

Variety of Alternatives
53
Planning Stage

Decide 5S promotion blocks.

Sample
Block A

Block B Block C

Block D

Block E
Block F

54
 Planning Stage
4. Goal setting
1
Recognition
5S
Of
Of current 22
Committee
condition

Evaluation
Evaluation
33

Setting goal 4

Post

55
 Planning Stage
5. Planning
1) Overall promotion plan
Date of issue:
Issued by 5S Promotion Office
Overall Plan for 5S Promotion
Ti ming Month 1 Month 2 Month 3 Month 4 Month 5 Month 6
　 Ite ms 1w 2w 3w 4w 1w 2w 3w 4w 1w 2w 3w 4w 1w 2w 3w 4w 1w 2w 3w 4w 1w 2w 3w 4w
Preparation
Seiri
Ba sic pla n Seiton
(sta ge ) Seiso
Seiketsu
Shitsuke
Pre pa ra ti on of 5S
Tools ◆ ◆ ◆ ◆
Pre pa re sta nda rd tools i n a dva nce re ga rdle ss of sta ge .
Pre par ation of
te xtbook for 5S
intr oductor y ◆ ◆ ◆ ◆
training Pre pa re sta nda rd tools i n a dva nce re ga rdle ss of sta ge .

5S introductory
tra ining ◆
Provide ove ra ll 5S tra ining in introductory pe riod.

5S tra i ning ◆ ◆ ◆ ◆
Provide 5S tra i ning pri or to the sta rt of e a ch sta ge of 5S.
Ta ke photogra phs be fore /a fte r e a ch sta ge .

Photogra phy ◆ ◆ ◆ ◆ ◆
Photogr aphs on late r s tage s can be the
e valuation obje cts for 5S aw arding.

56
 Planning Stage
Sort Activity Plan Sheet (Sample)
Planning Stage

01-58
 Planning Stage
2) Setup of activity time
In case of 5S activity on Sustaining Stage (e.g. Cleaning)

Type of cleaning Time Frequency (timing)

Minor operation before/after working

Daily cleaning 5 – 10 min.
hour at each shop

Weekly cleaning 15 – 30 min. Weekend

Monthly cleaning 30 – 60 min. End of month

Big cleaning days 2 – 4 hrs. Before national holidays

In case of necessity for assistance

Location which is not easy to clean 1 – 2 days
request to other division

59
 Planning Stage

3) Training plan
5S Committee

60
 Planning Stage

6. Budgeting
It is necessary to prepare a budget for 5S activity because
it costs money.

61
 Planning Stage
7. Kick-off (Declaration of 5S activity)

Inform all Assemble all

employees employees
of kick-off

Kick-off
Explain
Declare
the activity
the policy

62
 Planning Stage
Promotion declaration of 5S activity

63
 Implementation Stage

Implementing So
rt Activity

01-64
 Implementation Stage
Procedure For Sort Activity
Preparation

Necessary items Unnecessary items

Making a Shop Stock List Red Tag Strategy

Quantification Evaluation of unnecessary items

Set-in-order activities Disposal of unnecessary items

Shine Activity In parallel

Set-In-Order activity
65
 Implementation Stage

Implementing Se
t-In-Order Activit
y
01-66
Implementation Stage
Procedure For Set-In-Order Activity
Set targets for Set-In-Order Activity

Decision of location, Storage, Indication method

Preparation of tools for Set-In-Order Activity

Decision of schedule and work allocation

Implementation of Set-In-Order

67
 Implementation Stage

Implementing Sh
ine Activity

01-68
Implementation Stage

Determine shine target area

Determine shine assignments

Determine shine methods

Preparing proper tools for shine

Start to shine

69
Implementation Stage

Implementing St
andardize Activi
ty
01-70
 Implementation Stage

 Standardize means to set up rules for Sort, Set-in-

order and Shine Activities

It is all about
“Make up the rules and follow them!”
 Implementation Stage

Standards for Sort

 Red Tag Rules

• When to Red Tag
• How to Red Tag
• What’s go on the Red Tag
• more…
 Rules for the Red Tag Holding Area
• When to clear out
• How to dispose of items
• more…
 Implementation Stage
Standards for Set-in-order
•Which items
•Where
•How many
•Who replenishes
•Return all items…
•What to do when items are missing
•Visual standards – signs, lines, labels and color codi
ng
more…
 Implementation Stage
Standards for Shine
 Clean and Inspect (C&I)
 Show the task, person responsible, items
needed, frequency, desired workplace
 Where to keep cleaning supplies,
how to replenish when finished
more…
 Implementation Stage

Implementing Su
stain Activity

01-75
 Let’s sustain the gains !

The Questions Is

“How to Sustain ?

76
 Let’s sustain the gains !

1. Patrolling
a. Top management Patrol
Must
 Check Up the activities Comprehensively
 Give emphasis on sustaining of the activity
 consider committees feedback

77
 Let’s sustain the gains !

Making a round tour

of workplace

78
 Let’s sustain the gains !

b. 5S Committee members and Promotion

office Patrol
Must
 Evaluate “5S Check List”
 Record problems on”5S check
findings”
 Tack picture of 5S problems

79
 Let’s sustain the gains !
c. Mutual patrol
 Check mutually among 5S groups
d. Self patrol
 5S leader and members check the results of activity b
y themselves.
e. Checklist patrol
 Point out the problems by themselves at site as well a
s evaluate the results and encourage members to urge K
AIZEN.
f. Camera patrol
 Visibly highlight the problems and progress of the activity
using photographs.

80
2. Use Slogan and Poster of 5S Activity
 It encourage all the participants.

＜ Samples of slogan ＞
“Refresh yourself and workplaces by 5S activity.”

“Let's maintain current 5S activity and KAIZEN for tomorrow”

“We polish “Our Minds” as well us our factories”

＜ Sample of poster ＞
Conclusion

Objectives of 5S
Create a safe workplace
Create a comfortable workplace
Create an efficient workplace

Subject of 5S
5S of place
5S of material
5S of information
5S of mind
83
Let’s sustain the gains !

3. Awarding System

 awarding for 5S promotion results according to

evaluation is recommended.
Awards may be

- For Good performance

- Award for efforts
- Award for good Ideas

Prize winner - Group

- Individual
Promotion results must be shared by all the members

01-85
Thank
K
I

You
E
 * Sort-Red Tag
1. Sort activity 　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　No.
　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　
Red Tag
Red Tag Sample Name of applicant: Date
Name of item: Quantity:
Part No.:
Location:

Classification
□1.Material　　□2. Part　　　□3. Inventory in-process　　　□4.Product　　　
□5.Equipment/facilities □6.Cutting tool　　　□7.Jig　　□8.Fixing　　
□9.Others

A: Reason for item of 1 to 4

□a. Miscalculation/mistakes in sales/production plan　□b. Order cancellation
□c. Design/specification change　　　　 □d. Design error
□e. Order error　　　　　　　　　　　　　　 　□f. Receipt error (Insufficient
inspection)
□g. Machining error　　　　　　　　　　　　 □h. Assembly error
□ i. Obsolescence, Long time storage □j. Others
B: Reason for item of 5 to 9
□k. Ageing □l. Out of order
□m. No longer applicable □n. Others

87
 * Sort-Red Tag

Red Tag Sample

Front Back
01-88
 * Sort-Red Tag

Red Tagging Procedure

1. Sort Necessary and unnecessary items
2. Decide Red tag Holding Areas
3. Attach red tag to unnecessary items
4. Taking unnecessary things to “Red tag Holding Areas
“
5. Decision Making
6. Listing all unnecessary things in the Unused Article Li
st
7. Listing all necessary things in the Shop Stock List
 * Sort-Red Tag

Example of Red Tag Items

Obsolete
equipment

Unused machinery
or equipment

Doubtful item

01-90
 * Sort-Red Tag
A B
Disposal of unnecessary items

Office Storage

Holding Area

Holding Area Holding Area

91
* Sort-Planning Stage

1. 5S organization structure
2. Recognition of current condition
3. 　 Activity range
4. Goal setting
5. 　 Planning stage
6. 　 Budgeting
7. Kick-off

92
* Sort-Evaluation of unnecessary items

01-93
* Sort-Stock List

01-94
 *Sort-Red Tag

“Red Tagged” Item

 An item with red tag is asking three questions;
 Is this item needed?
 If it is needed, is it needed in this quantity?
 If it is needed, does it need to be located here?
 Red tag item is subject to;
 Hold in a “Red Tag Holding Area” for certain time period to se
e whether they are needed.
 Disposed of.
 Relocated.
 Left exactly where they are.

01-95
 *Set-In-Order - Decision of location and method

 First In First Out FIFO

 Setting Set-In-Order Rule
 Visual management

01-96
*Set-In-Order - Decision of location and method

Temporary
Storage

97
*Set-In-Order - Decision of location and storage method

01-98
*Set-In-Order - Decision of location and storage method
 *Set-In-Order -Decision of display method
There are two types of indication.
 Indication by classification
 Indication by location [Process, Production line, Partition]
Indication by classification Indication by location
Spanner
Spanner

Scissors

Pincher

Pliers

Cart Cart
Common tools
*Set-In-Order -Decision of display method
Example ..
*Set-In-Order -Decision of display method
Standards for indication of fixed posation
 *Set-In-Order -Decision of display method
Example ...
fixed position Indications
*Set-In-Order -Decision of display method
Example ...

A1 A2 A3 A4 A5 A6 A7

A1 A2 A3 A4 A5 A6 A7

B1 B2 B3 B4 B5 B6 B7

B1 B2 B3 B4 B5 B6 B7

C1 C2 C3 C4 C5 C6 C7

C1 C2 C3 C4 C5 C6 C7
*Set-In-Order -Decision of display method
Indication of pathways
*Set-In-Order – Preparation Of Tools

106
**Determine shine assignments
5S assignment map. (Layout chart)
1. Demarcation for each teams
2. Who is responsible for each block
Sample
Production
Block A

RM
Material Finished
Machining Packing
Block
Block Block Block B YYYY
Painting
Goods
Block
Block A

Production
Carrying-in
Block B
route for
materials YYYY
Maintenance Stock Room
Sales Block Warehouse XXXX Shipping
Machining Block
Block B
Block&
Admin. Block 1
Block
Rest Room
Accounting
Block Production
Block
 **Determine shine assignments

A 5S schedule should include at list

1 . Who is responsible
2 . Which area
3 . Which days and time allocated

01-108
 **Determine shine assignments
Ex shine schedule

Type of cleaning Time Frequency (timing) Responsibility

Minor operation
Daily cleaning 5 – 10 min. before/after working hour Team A, Team B
at each shop

Weekly cleaning 15 – 30 min. Weekend Mr. X and Mr. Y

Monthly cleaning 30 – 60 min. End of month All employee

General cleaning several times 2 – 4 hrs.

Before consecutive All employee
a year holidays

In case of necessity for

Location which is not easy to
clean
1 – 2 days assistance request to other Team C
division
 ** Determine shine methods

Determine shine methods

 Choosing targets and tools:- define what will be cl
eaned in each area and what supplies and equipm
ent will be used
 Perform the five minute shine:- cleaning should be
practiced daily and should not require a lot time
 Creating standards for shine procedure:- peoples
needs to know what kinds of procedure to follow i
n order to use their time efficiently; Otherwise, the
y are likely to spend most of their time getting read
y to clean

01-110
 ** Determine shine methods
Developing Inspecting methods
(How and When)
Visual sense
Tactile sense
• dirt • Heat
• Breakage • Overcooling
• Missing parts • Bolt/nut loosening
• Oil leakage
• Water leakage

Smell sense Hearing sense

• Abnormal odor • Abnormal sound
** Start to shine

Example

01-112
** Start to shine

113
1