WELCOME EVERYONE TO OUR

5S TRAINING SEMINAR

By
N.Mohan Raaj
What is 5S?
5S is not just house keeping, it is more than that

• Organizing your workplace not just tidying.

• Efficient and ergonomic not just pretty.
• Waste removal means more than just the scrap – 7Wastes
of Lean Overproduction, Waiting, Conveyance or Transport,
Processing, Inventory, Motion, correction or Defects.
• An Environment that promotes continual improvement by
exposing waste and abnormalities.
• 5S provides a firm foundation on which to build other
improvements.
• Stable repeatable processes are predictable.
5S
5S is a systematic approach to workplace organization and housekeeping.
Encouraging ownership and self discipline to sustain and further develop
working practices.
It aims to :-
• Improve safety.
• Remove waste from the workplace.
• Increase quality.
• Provide an environment where continuous improvement is embraced.
•Makes abnormalities immediately visible.
 STEPS •
-
•
Seiri – Sort (Clearing)
clearly separating necessary from unnecessary, and remove unnecessary
Seiton – Set in order (Configure)

FOR - visually arrange and identify items for ease of use and retrieval
• Seiso - Shine & Check (Clean & Check)

SUCCESS - keep the workplace clean (not pretty) to allow problems to be identified
• Seiketsu - Standardise (Conformity)
- continually monitor the level of clearing, organizing and cleaning
• Shitsuke - Sustain – (Custom & Practice, Consensus)
work towards a shared set of values regarding clearing, organizing and
cleaning
And the 6th S is
• Safety
improve through better clearing, organizing, cleaning and visual control
We have to follow it with every “S”
ARE WE DEVELOPING?
There are no world class companies who do not practice some form of 5S

High Impact With little or No Cost

SEIRI- SORT-CLEARING
This stage is to remove all items that clearly do not belong in the working
area and only leave those that are required for the processes or processes in
question.
Only items that are needed remain in the workplace, all others are removed
or scrapped.

Why remove clutter?

• Frees up space. • Improves safety.
• Removes clutter/obstacles. • Gives control of what is in your area.
• Stops people adding to it. • Begins the orderliness process
SEIRI- SORT-CLEARING
Sort Process
• Whole team should spend a few hours going through the entire area.
• All obvious scrap should be put in the skip bin/area.
• All unnecessary items which have value should also be placed in a area and it
should be red labelled.
• Items which are too big or difficult to remove should have red tag attached.
“Only Items that are required should remain”
Needed
AFTER THE PROCESS
• The red tag area should be reviewed after the
clearing process.
• Involve everyone to decide disposition of the items;
1. Scrap
2. Storage
3. Return to area
• Machines and other items with red tags attached
should also be reviewed and disposition decided and
planned.
Seiton – Set in order - Configure
It is the process of taking the required items that are remaining after the
removal of clutter and arranging them in an efficient manner through the
use of ergonomic principle
PURPOSE:
• A place for everything and everything • To have a designated place for
in its place. everything, label, classify and make easily
• To arrange all necessary items for visible.
economy of • Provide safe storage - heavy items low,
movement. light items high.
• Place according to frequency of use. • Ensure safe access.
HOW TO ORGANIZE: 1. Set in order is not just about labeling
everything and putting it on a shelf.
2. What is the best location for an item to
reduce wasted movement in the process and
reduce safety issues?

HOT OBJECTS – USED IN REGUALAR BASIS

COLD OBJECTS – USED PERIODICALLY

ECONOMY OF MOVEMENT
1. Place items in the most ergonomic position to reduce reaching,
turning and bending.
2. Solutions should be no-cost or low-cost, if we have to spend large
sums of money then we have not thought hard enough about the
problem.

12
Runners Repeaters and Strangers
• Runners – stored as close as possible to the work area as these are
required most often
• Repeaters – Stored after the Runners
• Strangers – Can be located in a storage area if insufficient space in
cell.

13
At the end of Seiton check
• A place for everything and everything in its place.
• Should be obvious if anything is missing or out of place
• Organized ergonomically and for frequency of use
• Movement and access should be safe without obstacles
SEISO- SHINE-Clean & Check
Shine Process

• Shine is not just to make everything look clean and pretty.

• Thoroughly inspect everything for damage and problems.
“Bring everything back to “As New””
SEISO- SHINE-Clean & Check
Benefits of Cleaning

•Makes defects easier to detect.

•Better customer perception.
•Creates a better working environment.
•Aids efficiency and reduces accidents.
•Helps standardization.
After Cleaning:
• Correct or schedule repairs for all problems discovered.
For Effective Implementation
• Link it with Total Productive Maintenance.
SEISO- SHINE-Clean & Check
Who, what, when, where, how?
Seiketsu-Standardise (Conformity)
Standardisation build on everything you have achieved in the last three stages

Why Standardise
•It makes 5S routine.
•Sustains all improvements.
•Builds on the improvements already made.
•Maintains agreed procedures.
•Ensures we don’t fall back into our old ways
Seiketsu-Standardise (Conformity)
How to make it work
•Document standard ways of working -Standard Operating Procedures (SOP)
•Standardize labeling, signage and flow
1. Common methods to show where work enters and leaves a cell.
2. Standard methods for identifying components and tool location
•5S audit
5s Audit
1.Independent audit of an areas adherence to 5S
2.Capture current state –use color Photographs
3.Create simple audit sheets –With Score
4.Create simple audit sheets –With Score
5.Conduct audit
Shitsuke - Sustain
We need to ensure that we maintain and continuously improve on the
gains that we have made through the first 4 steps of 5

The 5thStage of 5S, Sustain the gains and make them part of our
company culture

“Management must lead by example and not ignore issues”

Shitsuke - Sustain
Continuous improvement

•Use the teams that you have formed to implement 5S to begin the use of Kaizen
•Use Kaizen and empower your teams to
•Use Kaizen and empower your teams to continually improve on the gains they have made through 5S
–constantly challenge the teams.
•Instigate daily management walk through.

Show them what we have achieved through 5S

 END
OF
COVERSATION
THANK YOU
FOR
YOUR PATIENCE