5s (Workplace Organization)

Implementation

CONFIDENTIAL AND PROPRIETARY – © 2008 KELLOGG NA COMPANY

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 Understanding the Kellogg
approach to LEAN manufacturing &
how it effect you.

One does not do 5-S or

LEAN, one must live it every
day; day in and day out!

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Agenda
 What is 5_S?
 5_S History & Background.
 Why 5_S at Kellogg?
 How it effects our Workplace
 5-S Process
 Examples at Kellogg
 Review
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What is 5 S?
 Sort, Set, Shine, Standardize, &
Sustain
 It is a concept born from LEAN
manufacturing
 It is a new developing culter at
Kellogg
 GMPs are its foundation.

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History
 Henry Ford first perfected flow production in
the early part of the 20th Century.
 Toyota improved Ford’s design in the 30s and
40s developing its LEAN production system
to be more adaptive to needs and changes.
 It is based on “order & structure”
 It was required to ensure the sustainability of
the “Visual Factory” concept.

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Benefits
 It supports Kellogg SAFETY initiatives.
 People feel better about their work area
and take pride and ownership in the
results. (Looks better, feels better)
 Individuals have more control over their
workspace through identifying what,
where, and how much they need as well
as maintaining it in a visual atmosphere.

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5 S Kellogg Benefits
 Supports Kellogg SAFETY initiatives.
 Promotes & supports discipline in the
work place.
 Supports & enhances GMPs.
 Provides visual organization.
 Sets the foundation for consistent &
sustainable processes.

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5 S Kellogg Benefits cont.
 Eliminates the waste resulting from
disorganization.
 Helps to eliminate duplication of
unwanted/un-needed materials.
 Kellogg sees this as a catalyst for
Continuous Improvement.

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5S Workplace Organization

Key Items for Implementation & Success

 Identify a Plant Resource to become the
subject matter expert.
 Identify a Pilot Area, and educate everyone
working in that area on 5S. Take “before”
pictures. (Recommend only 1 area at a time.)
 5S initiative must support existing Safety,
Quality, Ergonomics and Company
Objectives.

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5S Workplace Organization

Key Items for Implementation & Success

 People must “let go” of personal preferences.
 Make the facility “VISUAL”.
 Make the workplace “Easy to Use”.
 Think of new methods to make work easy
(don’t criticize methods that fail).
 Think outside the box & don’t accept excuses
for “why it has to be that way”.

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5S Workplace Organization

Key Items for Implementation & Success

 Continually improve – it won’t be perfect in
an instant.
 Everyone owns an area (even common areas).
 Correct mistakes immediately – never ignore
out of standard.
 Ask Why? Five times to find the root cause.

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5S Workplace Organization

Key Items for Implementation & Success

 To change the current state you must change
the culture.
 Everyone must “buy-in”.
 Live 5S on a daily basis.
 Lead by example not by exception.

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The 5 S Process

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SORT
 Definition: Involves the sorting of the
contents in an area and removing
unnecessary items.
 Why: Problems are reduced & it
improves work flow & communication.
 Problems avoided: Clutter in the
workplace. (i.e. Time wasted searching
for tools and/or parts. Un-needed
inventory such as parts and/or
material.)

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SET IN ORDER
 Definition: Involves the arrangement
of the necessary items for easy and
efficient access and keeping them in
that order.
 Why: Eliminates many kinds of waste.
(i.e. Scrap, time, lost opportunity.)
 Problems avoided: Waste in motion,
searching, human energy, excess
inventory, & defective products.

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SHINE
 Definition: Involves the cleaning of
everything in the work area and keeping
it clean.
 Why: Use cleaning as a way to ensure
that the area & equipment are
maintained as they should be “ in like
new condition”.
 Problems avoided: Low moral, safety
issues, & hidden defects.

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STANDARDIZE
 Definition: Involves creating or
updating SOPS (KSAT – Level of Detail)
for keeping the area organized, orderly,
clean and make the workplace more
visual and obvious.
 Why: Integrates first 3 Ss into a unified
structure.
 Problems avoided: helps to prevent
regression.

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SUSTAIN
 Definition: Involves education,
communication, and supervisory and
management engagement to ensure
that everyone adheres to the standards
developed for workplace organization.
 Why: Benefits of doing it exceed the
excuses of not doing it.
 Problems avoided: Clutter, chaos, &
bad communications.

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The 1st “S” Sort
UN-NEEDED NEEDED
(Red Tag) means: (Green Tag) means:
 Unsafe/ Defective  Used for daily work

 Obsolete  Used periodically

 Hoarded junk (changeovers)

 Too many  Used by someone in the

 Rarely used parts & area

equipment
 Unknown

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The 1st “S” Sort
Basic Rules for Red Tagging
 Any item w/ a fixed asset number must go
through a special disposition process.
 Any parts such as motors, gearboxes,
bearings, belts, etc. will be referred to
Maintenance & Stores for final disposition.
 Chemicals will be referred to Safety Mgr. &
Quality Mgr. for disposition directions.

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The 1st “S” Sort
Basic Rules for Red Tagging
 Team will establish a deadline for initial
disposition. (Usually 24-48 hrs.)
 Team to define a “Red Tag Area” to hold
items awaiting disposition.
 Raw materials are reviewed from a “visual
inventory” standpoint.

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The 1st “S” Sort
Basic Rules for Red Tagging
 Disposition for all items should be recorded
listing the item description, picture if
applicable, & final disposition i.e. scrap,
return to stores, etc.

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The 2nd “S” Set In Order
 Analyze the situation for the designated area.
 Target issues & areas to improve.
 Decide where things belong, how they should be
kept and agree upon the best location and method
to address these concerns.
 Make it obvious - “Visual Controls”.
 Labels & color coding (shows ownership, optimal
set-points). Signboards (metrics, component
names, etc).
 Make certain there is adherence to GMPs!

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The 3rd “S” Shine
 Inspect the work area and equipment, with an
emphasis on health and safety.
 Begin eliminating obvious defects on the shop floor
and on equipment.
 Identify areas needing attention such oil leaks,
frayed belts, excess grease, peeling paint.
 Itemize required materials such as cleaners,
degreasers, paint, etc. All material must be
approved for use in a food facility.
 Itemize work required & develop schedule.

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The 4th “S” Standardize
 Review & incorporate GMPs as required.
 Establish operations SOPs & maintenance work
instructions for the visual workplace. (KSAT-SAP)
 Create schedules and checklists that define
required activities and responsibilities. (SAP)
 Establish “visual controls” (sign-boarding).
 Establish procedures for maintaining & sustaining
3rd S –Shine.

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The 5th “S” Sustain
 Establish & promote routine audits to sustain
GMPs.
 Managers, Supervisors, and Team Leads must be
committed to establishing & maintaining the 5 Ss
 Adhere to first 4 S categories.
 Set practical goals and giving adequate feedback to
all.
 Implement a discipline for culture change to
maintain the 5 S concepts.

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Examples of 5_S
 Silverware organizers
 Library/Bookstores
 Traffic Signs & Maps
 Parking Lots
 Department, Building Supply, & Grocery
Stores
 Airports
 Fire Stations & Engines
 Fast food restaurants

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Areas In Need Of 5 S

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5 S in Action

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5-S Work Floors

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5-S Work Floors

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Organized Work Areas

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Review
 5-S is a systematic organizational approach
to manufacturing
 Developed in its current form by Toyota
 Sort, Set, Shine, Standardize, & Sustain
 A new culture developing at Kellogg
 A method we live EVERY day – NOT a one
time occurance
 5-S is here to stay – let’s all get on board!

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