The Five S’s

5S

SORT (Seiri)
SET IN ORDER (Seiton)
Shine (Seiso)
Standardize (Seiketsu)
Sustain (Shitsuke)
Origin of 5s
• developed in Japan and was identified as
one of the techniques that enabled Just in
Time manufacturing.

• Two major frameworks

• by Osada
• by Hirano  provided a structure to improve
programs with a series of identifiable steps,
each building on its predecessor.
• As noted by John Bicheno, Toyota's
adoption of the Hirano approach was '4S',
with Seiton and Seiso combined

BUCM/MD-MPA-II/Group 3
Variety of 5S Applications
• methodology has expanded from manufacturing
and is now being applied to a wide variety of
industries including health care, education, and
government.
• Visual management and 5S can be particularly
beneficial in health care because a frantic search for
supplies to treat an in-trouble patient (a chronic
problem in health care) can have dire
consequences.
• Although the origins of the 5S methodology are in
manufacturing, it can also be applied to knowledge
economy work, with information, software, or
media in the place of physical product.

BUCM/MD-MPA-II/Group 3
 Waste
defined as anything that does not add value.

includes not only material waste but also

such things as time and motion.

BUCM/MD-MPA-II/Group 3
9 forms of waste:
1. Overproduction
2. Over-processing
3. Defective products
4. Transportation
5. Inventory
6. Waiting time
7. Motion
8. Safety
9. Information

BUCM/MD-MPA-II/Group 3
 5S
Workplace organization method that uses a list
of five Japanese words:
seiri, seiton,seiso, seiketsu, and shitsuke.

The list describes how to organize a work space

for efficiency and effectiveness by identifying
and storing the items used, maintaining the area
and items, and sustaining the new order.

BUCM/MD-MPA-II/Group 3
 5S
engages people through the use of
'Standards' and ‘Discipline'.
relates to workplace organization and forms
a solid foundation upon which many
organizations base their drive for continuous
improvement.
equally applicable & successful in all sectors
helping to achieve high impact results.
a systematic and methodical approach
allowing teams to organize their workplace
in the safest and most efficient manner

BUCM/MD-MPA-II/Group 3
 5S
The intent of 5S:
To have only what you need available at a
workstation, a place for everything and
everything in its place, a standard way of
doing things, and the discipline to maintain it.

BUCM/MD-MPA-II/Group 3
 SORT (SEIRI)
• Make work easier by eliminating obstacles.
• Reduce chances of being disturbed with unnecessary items.
• Prevent accumulation of unnecessary items.
• Evaluate necessary items with regard to cost or other factors.
• Remove all parts or tools that are not in use.
• Segregate unwanted material from the workplace.
• Define Red-Tag area to place unnecessary items that cannot
immediately be disposed of. Dispose of these items when
possible.
• Need fully skilled supervisor for checking on a regular basis.
• Waste removal.
• Make clear all working floor except using material.

BUCM/MD-MPA-II/Group 3
 SET IN ORDER (SEITON)
• Arrange all necessary items so that they can be easily selected
for use.
• Prevent loss and waste of time by arranging work station in
such a way that all tooling / equipment is in close proximity.
• Make it easy to find and pick up necessary items.
• Ensure first-in-first-out FIFO basis.
• Make workflow smooth and easy.
• All of the above work should be done on a regular basis.
• Maintain safety.
• Place components according to their uses, with the frequently
used components being nearest to the work place.

BUCM/MD-MPA-II/Group 3
SHINE (SEISO)
• Clean your workplace on daily basis completely or
set cleaning frequency
• Use cleaning as inspection.
• Prevent machinery and equipment deterioration.
• Keep workplace safe and easy to work.
• Keep workplace clean and pleasing to work in.
• When in place, anyone not familiar to the
environment must be able to detect any problems
within 50 feet in 5 secs.

BUCM/MD-MPA-II/Group 3
Standardize (Seiketsu)

• Standardize the best practices in the work area.

• Maintain high standards in workplace organization
at all times.
• Maintain orderliness. Maintain everything in order
and according to its standard.
• Everything in its right place.
• Every process has a standard.

BUCM/MD-MPA-II/Group 3
Sustain (Shitsuke)
• Also translates as "do without being told".
• Perform regular audits.
• Training and discipline.
• Training is goal-oriented process. Its resulting
feedback is necessary monthly.
• Self discipline
• To maintain proper order

BUCM/MD-MPA-II/Group 3
Keys to Sustaining
5S Success

Commitment
“Shitsuke is a typical teaching and attitude towards
any undertaking to inspire pride and adherence to the
standards established. If your entire organization is
not committed to 5S, your 5S program will be short-
lived.”
- Tomo Sugiyama (author of The
Improvement Book)

BUCM/MD-MPA-II/Group 3
Keys to Sustaining
5S Success

Top Management Support

All employees must believe that the organization is
committed to the program.

Top management should conduct quarterly 5S visits

to each work area to inspect 5S conditions and offer
advice and support to employees.

BUCM/MD-MPA-II/Group 3
 Keys to Sustaining
5S Success
Top Management Support
Mandate and to participate in the visible promotion of 5S. Some
ways to do this are:

Designated 5S days. Select one day per month or quarter to

emphasize 5S throughout the plant.
Slogans. Select a 5S-related slogan, post it in public areas throughout
the plant, pass out shirts with the slogan to successful 5S teams, etc.
Public Announcements. In monthly or quarterly announcements and
all-employee meetings, take some time to emphasize the importance of
the 5S program.
Seminars. Have employees participate in seminars throughout the year,
including those that are 5S- related.

BUCM/MD-MPA-II/Group 3
Keys to Sustaining
5S Success
 measure 5S performance in each work area and set up a system
to reward teams that achieve 5S success.
 organizations with successful 5S programs measure their
performance with weekly audits using checklists and score
sheets.
 Audit results are posted in public areas.
>This creates an atmosphere of friendly competition and
will help instill pride in the teams.
>This measurement should be combined with a reward
system; most successful organizations offer monthly or quarterly
rewards for teams in various 5S categories that range from movie
tickets to cash bonuses.

BUCM/MD-MPA-II/Group 3
5S
By using only the work 5S
elements you need,
staying organized, and
setting work standards,
you can improve
production while
reducing cost and waste