5 S - Workplace Organization

Visual Management
Work Standardization
Management Overview and Planning

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Purpose
Purpose of this meeting is to provide
employees with a basic understanding of the
Lean Manufacturing Concept of 5S.

Agenda:
 5S overview

 Visual Mgmt overview

 Work Standardization

overview
 Launching points

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What Is Lean Manufacturing?
“A systematic approach of identifying and
eliminating waste in a production
process, leaving only value added
activities as defined by the customer”

It is based on the Toyota Production System

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 EQUIPMENT

TPM
Cellular VisualVisual
Controls
Layout Controls
5S
5S
Kanba
Standardize
Standardize
n
Production Work
Work
Leveling
Autonomatio
Continuous n
Flow Error
Quick Proofing
PARTS setups
PEOPLE

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What Is 5S?
It is more than housekeeping...
 The beginning of waste reduction
 Built on the foundation of discipline

5S IS A FOUNDATION TO MANY MORE IMPROVEMENTS

A Foundation to many more improvements:

 Allowing you to remove the clutter around
an operation and see how a process is
really working (...or not)
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Why Do 5S?
Eliminate Waste
Improve Safety
Improve Morale
Improve Quality
Improve Productivity
Establish a Standard
Develop Discipline

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Benefits of a 5S Program
It gives operators a chance to provide creative input on
how their workplace is organized
Places high value on safety
It removes obstacles and frustrations in operators work
It makes it easier to communicate with everyone
Creates a smooth and efficient flow of activities.
Helps operators know what is expected of them, when
and where
Prerequisite to perfect quality and eliminates waste
Promotes employee satisfaction
Create proper environment for standard work
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5S Stands for….
(Scan)
Simplify
Sort
Scrub
Standardize/Stabilize
Sustain

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 SCAN… Pre-work to 5S
Before we start a 5S program we must establish a
baseline of what the conditions where like before we
started. This way we have documented evidence of
improvement.
We should SCAN Current conditions to set a baseline
and to point out the areas we need to focus our
efforts.
Select a target area(s).
Create an area map.
Audit the current condition with a score sheet.
Take Before pictures.
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1S Simplify
When in doubt, throw it out !
If you won’t need it in the near future, don’t keep
it in your area.
 1. Prepare red tags.
 2. Red tag the items not needed in the area, or in
the near future.
 (near future should be 1 month).
 3. Evaluate red tagged material and move it to the
designated area/bins.
 4. Dispose of material in designated area/bins.

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Red tagging Resistance
“It’s wasteful to
“It was so much trouble for
throw
me to make these things” !
things away” !

• These are very common and

natural reactions to the idea of
getting rid of unnecessary items.

• It’s very important to decide on

clear standards for “what is really
needed” and “what is not needed” to
overcome these arguments.
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Red Tag System
Label all unnecessary items with a red
tag so that:
 The unnecessary items can be moved out
to a red tag holding area
 The remaining necessary items can be
organized

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Yellow Tag System
Label all items in need of repair or
adjustment:
 The items can be repaired and in good
working order

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Define Tagging Criteria!
Establish Red Tag criteria.
 Determine what criteria will be used to
distinguish a needed item from an unneeded
item.
 Example: If a machine, material, tool, workbench,
etc. is required within the next month, then it is
needed.

Establish Yellow Tag criteria.

 Determine what criteria will be used to
distinguish a repair or adjustment.

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Identify Tagging Targets.
Inventory
Equipment
Supplies
Tooling space.
Note: Office areas are NOT exempt
from red tagging.

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Possible Actions
Category
Category Action
Action
Obsolete
Obsolete Sell
Sell
Give
Giveaway
away
Throw
Throwaway
away
Defective
Defective Return
Returntotosupplier
supplier
Throw away
Throw away
Scrap
Scrap Throw
Throwaway
away
Bonded
Bondedareaarea
Trash/garbage
Trash/garbage Recycle
Recycle
Throw
Throwaway
away
Unneeded
Unneeded in this area Removefrom
in this area Remove fromarea
areatotoproper
properlocation
location
Used at least once/day Carry it with you
Used at least once/day Carry it with you
Keep
Keepatatplace
placeofofuse
use
Used
Usedabout
aboutonce/week
once/week Store
Storeininarea
area
Used
Usedabout
aboutonce/month
once/month Store
Storewhere
whereaccessible
accessibleininplant
plant
Seldom
Seldomused
used Store
Storeinindistant
distantplace
place
Sell
Sell
Give
Giveaway
away
Throw
Throwaway
away
Use
Useunknown
unknown Find
Findout
outuse
use
Remove
Removefromfromarea
areatotoproper
properlocation
location 19
Tagging Strategy
Conduct a Tagging session.
 Develop red & yellow tag criteria.
 Ensure a good cross section of people tagging
items to prevent “I might need that”.
 Tag the entire area as soon as possible.
 Allow a specific amount of time for tagging.

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Establish Tagging Criteria
Start with a copy of next month’s
schedule.
Determine Criteria for 3 main factors.
 Usefulness of the item to perform the work
at hand.
 The frequency with which the item is
needed.
 The quantity of the item needed to perform
the work.

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Tagging: Helpful Hints
Use a Red / Yellow Tag Log Book to Track item
disposition.
Train all Participants in proper red tag procedure.
Be fair - get all areas tagged.
Don’t Red Tag people!
Don’t compromise: if in doubt, throw it out!
Necessary items can be tagged with a yellow tag if
improvements are known or suggested.
Don’t put multiple tags on any one object.
Be reasonable about decorative items, family pictures,
plants...

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2S Sort
The full meaning of the second ‘S’ is:
Decide and organize where to keep
necessary items.
Organize how to keep them.
Make it easy for anyone to find and use
them.
Make it obvious when they are not in their
correct place.
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 Sort - ABC...
“A place for everything…
and everything in its place.”
A) Analyze current situation.
 Analyze area map.
 Organize: decide on a location of items based on The
frequency of use.
 Start with large items (furniture, benches, etc).
By locating parts, equipment, machinery and
tooling in the best location possible, we can
minimize motion waste.
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Sort

“B) Make sure it’s obvious where things belong

 Lines
 Labels
 Sign boards

So anyone can find them and put them away!

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 Sort
C) Work In Process (WIP).
 Use FIFO (First In, First Out).
 Arrange for ease of handling.
 Regard storage space as
production area.
 Use color coding whenever
possible.

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 Color Keyed Systems

Color keyed systems for parts:

Defect free
Rework
Scrap

Color keyed systems for machine lubricants:

Oils
Grease
Coolant

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Safety
Look for potential safety hazards.
Slippery floors, pinch points, moving
parts, distance traveled, etc.
Eliminate all the safety hazards during
the 5S process.
Design action plan for the more complex,
long term items.

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Lines
1. Paint is normally used, but tapes or acrylic sheets
are also suitable.
2. Start drawing lines to identify aisles and work
areas.
3. One or two way traffic?
4. Use broken lines for exits and entrances.
Use a tiger pattern for areas where caution is
required.

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Lines
TYPE COLOR NOTES
Dividing lines Yellow Solid lines
Exits/Entrances Yellow Broken lines
Door openings Yellow Broken lines
Traffic flow lines Yellow Arrows
Danger/caution Black & Yellow Stripes

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Dividing Lines
1. Use only straight lines.
2. Make all lines clear and obvious.
3. Minimize corners.
4. Avoid right angles at corners.

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Door Opening Lines
Entrances and exits should be created and marked.
1. Dividing lines use solid lines, entrance/exit use broken lines.
2. SAFETY is the first consideration for the positioning of
entrance/exit lines.
3. Make sure everyone fully understands the system.

Always think from the point of view of people who

use the door.
SAFETY at all times is the primary consideration.
Lines on the floor point out danger.

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 Storage Space Lines
Space for storage of any kind should be clearly
marked with lines.
Prime examples are work tables and areas used to
store work in-process.

1. Make a list of areas used for storing WIP.

2. List other storage areas, such as tables, carts, etc.
3. Decide what normal position is, then mark it.

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Tools and Equipment
Can tool/equipment be eliminated?
Can complexity or variety of tools be
reduced?
Tools/equipment should be
arranged ergonomically
Worker must easily identify storage
location for tool/equipment

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3S Scrub
Machines are normally gray to “mask” dirt
and oil.
When things are in top condition, they will
be ready to use when we need them.

Simply Put – This Is

Elbow Grease!
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 How to ‘Scrub’
1. We need to determine targets and
assignments
Possible Targets are: a) stored items; b) equipment, tools, tables, etc. c)
space: floor, walls, shelves...

2. Determine cleaning methods

Make sure you have the right tools and supplies before hand
Start from the top and work your way down

3. Perform cleaning
Inspect as we go

4. Replace worn wires, hoses, tubing and other

parts
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Cleaning
Start at the top and work down, beginning with
ceilings, light fixtures and pipes.
Clean other major items such as machine
covers, tables, walls, and doors.
Next clean drawers, cabinets, and the inside of
machines.
Finally clean floors and aisle ways.

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4S Standardize/Stabilize
Develop standards.
Develop standards including frequency and
responsibilities.
Involvement is the key to a successful set
of standards.

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4S Standardize/Stabilize
Incorporate Cleaning instructions into the
Work instructions.
 Who is responsible.
 What goes where.
 How often to sweep, clean, organize...
 What to do if things are not.

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 Standardize/Stabilize
• Determine all areas that need to be
cleaned
• Create a checklist and list all points to be
cleaned
• Determine frequency of cleaning
• Assign responsibility on who will do what

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Standardize/Stabilize what?
• Amount of inventory
• Tools that belong in an area
• How often to remove scrap
• When and how to perform red tagging
• Location of aisles, equipment, tools
• Proper storage of hazardous items
• When to perform cleaning
• When protective clothing is required
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Work Standards Defined
Built on the foundation of Self-Discipline
 Without Self-Discipline standards cannot be
maintained
 Management’s job is to ensure that standards
are established, trained, and followed.
Where no standards exist, no improvements
can be made.
If there are no standards, how will you know if
an improvement has been made?

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Visual
Visual techniques make it possible to
grasp the standard at a glance and
immediately correct any variance.
Make temporary lines permanent by
painting.
Implement sign boards.
Use color coding.

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5S. Sustain - Motivate to Sustain
Leadership is the key
Management at all levels must be committed
Supervisors must ensure that the workshop
meets 5S principles at the end of each day
Use checklists for monitoring adherence
Quantify results of workplace inspections
Prominently display each area’s results

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5S Sustain
Without Sustain, the other ‘S’s will not last long
Must follow the agreed upon standards
Without discipline things tend to go back to the way
they were
Some tools to help sustaining the improvements are:
 5S audits
 Competition between areas
 Rewards and recognition

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5S Sustain
Suggested cycles of Area review.
 First line supervision -- daily review.
 Mid-level management -- weekly/monthly
review.
 Upper management -- quarterly review.

Prepare checklists for each level.

 Post the results in the area for all to review!

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Sustain Tools… Audit Score Sheet
Shop Area 5S Audit Checklist
Shop Area 5S Audit Checklist
Area: Date:
Area: Date:

0 1 2 3 4 5
0 1 2 3 4
Bes t in Clas s Res ults 5
Wid es p read Activit y M inimum Accep table Level M anag
Beser/Sup erintend
t in Class ents
Res ult Bes t TFS Examp le General
Not Started Activ ity Started M any
WidOpesp
p oread
rtunities fo r
Activity Sus Minimum
tained fo rAccep
at Leas t OneLevel
table (1) Review
Manag Suser/tained fo r Oneent
Sup erintend (1) M anager
Best TFSReview
Examp Sus
le tained
General
NotEffort
Started Activ ity Started

Note:
Zero Slight Effort Imp M
ro any
vement
Op p o rtunities fo r M o Sus
nth tained fo r at Leas t One (1)
M o Review
nth Sustained fo r One (1) for M
at anag
Leas er
t Six (6 ) M oSus
Review nths
tained
Zero Effort Slight Effort Impro vement Mo nth Mo nth fo r at Least Six (6 ) Mo nths

DESCRIPTION EVALUATION CRITERIA SCORE

1S.DESCRIPTION EVALUATION CRITERIA SCORE

Operations
Simplify (Clearing Up)
1S. Simplify (Clearing Up) Your general impression should tell you this is the best you
1.1 First Impression Overall Your
have general
seen for a impression
manufacturing should tell you this is the best you
environment.
1.1 First Impression Overall have seen for a manufacturing environment.
All items not necessary for performing work are removed

has provided
1.2 Removing Unnecessary Items Allthe
from items not necessary for performing work are removed
workplace.
1.2 Removing Unnecessary Items from the workplace.
No outdated, torn, or soiled announcements are displayed.
1.3 Bulletin Boards AllNo outdated,
bulletins are torn, or soiled
arranged announcements
in a straight and neat are displayed.
manner.

these for Shop

1.3 Bulletin Boards All bulletins are arranged in a straight and neat manner.
A red tagging / sorting exercise is performed in each work
1.4 Red Tagging A at
area redleast
tagging / sorting exercise is performed in each work
monthly.
2S.1.4 Red
SortTagging
(Organizing) area at least monthly.

and Office
2.12S. SortBenches,
Shelves, (Organizing)
and Desks Items are arranged, divided, and clearly labeled such that it is
2.1 Shelves,
Arranged Benches, and Desks Items are
obvious arranged,
where things divided,
are stored and clearly
and if they labeled such that it is
are missing.
Arranged obvious
Tools wherematerials
and other things arearestored
not leftandto ifsitthey are missing.
directly on the
Tools and items
othersuch
materials are are
not positioned
left to sit directly
on the on thein

activities within
floor. Large as tubs floor
2.2 Items on Floor floor.marked
clearly Large areas
items with
suchdelineated
as tubs arebypositioned
paint lines. on the floor in
2.2 Items on Floor clearly marked areas with delineated by paint lines.
Storage of boxes, containers, and material is always neat and
Storage
placed of boxes,
at right angles. containers,
When items and are
material
stacked,is always
they areneat and

TFS
2.3 General Storage and Arrangement placed
never outatofright angles.orWhen
alignment, itemsofare
in danger stacked,
falling over.they are
2.3 General Storage and Arrangement Only
never out of alignment,
appropriate or labeledoritems
in danger
maybe ofplaced
falling onover.
top of
2.4 Equipment: Cleanliness and Only appropriate
machines, cabinets, or andlabeled items maybe
equipment. Nothing placed
leanson top of
against
2.4 Equipment:
Organization Cleanliness and machines,
walls or columns.cabinets, and equipment. Nothing leans against
Organization wallsare
Aisles or free
columns.
of material and obstructions. Nothing is ever
Aisles
placed onare
thefree of material
lines, and objectsand are
obstructions.
always placed Nothing is ever
at right
2.5 Unobstructed Aisles and Access placed
angles to on
thethe lines, and objects are always placed at right
aisles.
2.5 Unobstructed Aisles and Access Fireangles to the aisles.
extinguishers, and other emergency equipment are
Fire extinguishers,
unobstructed and storedand inother emergency
an obvious, easy equipment
to locateare
2.6 Emergency Access unobstructed
manner. and stored
Safety devices are in an obvious,
clearly marked easy to locate
and highly visible.
2.6 Emergency Access manner.
Aisles Safety devices
and walkways are clearly
are clearly markedand
delineated andcan
highly
be visible.
Aisles and
identified at a walkways
glance. Lines are clearly delineated
are straight and atand canangles,
right be
2.7 Aisle Markings identified
with no chippedat a glance.
or soiledLines
paint.are straight and at right angles,
2.7 Aisle Markings withcurrent
Only no chipped
labeledordocuments
soiled paint. and binders necessary to do
theOnly
workcurrent
are storedlabeled documents and
at workstations. binders necessary
Documents and binders to do
2.8 Documents: Storage arethe workinare
stored stored
a neat andatorderly
workstations.
manner.Documents and binders
2.8 Documents: Storage are stored in a neat and orderly manner.
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Summary!
5S Workplace Organization
Step 1: Simplify
Step 2: Sort
Step 3: Scrub
Step 4: Standardize/Stabilize
Step 5: Sustain

Spread the process throughout the organization

and continually improve!
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Items needed for 5S
workshop
A Plant Layout Mops
Floor tape / floor paint Brooms
Caution tape Big garbage cans
Masking tape Maintenance Request forms
Labeler Paint and supplies for walls and or
Markers machines
Pens / pencils Poster board for any temporary signs
Tablets of paper
Red tags
Yellow tags
Lots of rags
Cleaning supplies – “simply green”

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