5-S

THE SECRET TO JAPANESE SUCCESS

5-S Agenda
What is it?
Whats it for?
How does it work?
When do you use it?
Whats an example?

5-S THE SECRET TO JAPANESE SUCCESS

WHAT PROBLEMS DO U COMMONLY

ENCOUNTER AT YOUR WORKPLACE

High Absenteeism
High Turnover
Demotivated Employees
Disordered/ Cluttered Environment
Mistakes/Errors

5-S THE SECRET TO JAPANESE SUCCESS

THE SOLUTION TO ALL THESE

PROBLEMS IS

5S

5-S THE SECRET TO JAPANESE SUCCESS

5S
HOUSEKEEPING TECHNIQUE
PRODUCTIVITY AND SAFETY
ENHANCEMENT TECHNIQUE

5-S THE SECRET TO JAPANESE SUCCESS

IDEA BEHIND 5S
In Order To Achieve High Levels Of

Quality, Safety,And Productivity,

Workers Must Have A Conducive
Working Environment

WHAT IS 5S?
Developed by the Japanese
Housekeeping System
Helps Create a Better Working

Environment and a Consistently High

Quality Process

THE 5S PRINCIPLES
SEIRI Organisation/Sort out
SEITON Orderliness/Set in Order
SEISO The Cleaning/Shining
SEIKETSU Standardize
SHITSUKE - Sustain/Discipline

ADVANTAGES OF 5S
Operators spend less time looking for

items
This leads to higher workstation
efficiency, a fundamental goal in mass
production

ADVANTAGES OF 5S
A clean and tidy workplace leads to

greater well being and increased

motivation
Company image improves

ADVANTAGES OF 5S

Health and Safety is ensured

Machine maintenance
Quality
Productivity
Lean Manufacturing

ADVANTAGES OF 5S
Time Saving
Quick Retrieval
Accidents & Mistakes Minimized
Increases Space
Creates Workplace Ownership

ADVANTAGES OF 5S
Foundation Of All Qc Tools
Continuous Quality Improvement
Lean Manufacturing
Kindergarten Of Quality Tools &

Techniques

ADVANTAGES OF 5S
VISUAL MANAGEMENT SYSTEM

Visual Control To See The Abnormalities

Simple Signals That Provide An

Understanding Of The Condition

(Normal/ Abnormal)
A Look At The Process Reveals Its
Direction (RIGHT/WRONG)

METHODOLOGY
OF 5S

METHODOLOGY OF 5S

1. SORT/ ORGANISATION(SEIRI)
Seiri is the sorting out and

discarding of unnecessary items in

the workplace.

METHODOLOGY OF 5S

1. SORT/ ORGANISATION(SEIRI)
Decide what you need
Remove unnecessary clutter
All tools, gauges, materials, classified and then

stored

Remove items which are broken, unusable or

only occasionally used

RED TAG TECHNIQUE

RED
TAG

Give Staff Red Labels

Ask Staff To Go Through Every Item In

The Work Place

Ask If Needed & Those That Are
Needed,In What Quantity
Not Needed Red Tag It
Store In The Red Tag Area

For wavering items

RED
TAG

Place The Suspected Items In The Red

Tag Area For One Week

Allow The Staff To Reevaluate The
Needed Items
At The End Of Week Those Who Need
Items Should Be Returned

SORT / ORGANISATION
PRIORITY FREQUENCY OF USE

HOW TO USE

Low

Less than once per year

Once per year

Throw away
Store away from the
workplace

Avg.

Once per month

Once per week

Store together but

offline

High

Once Per Day

Locate at the
workplace

2. SET IN ORDER (SEITON)

Sieton is the arrangement of

necessary items into goods order so

that they can be easily retrieve for use
and easily put back.

2. SET IN ORDER (SEITON)

Once You Have Eliminated All The

Unneeded Items

Now Turn To The Left Over Items

SET IN ORDER (SEITON)

Organise layout of tools and equipment
Designated locations
Use tapes and labels
Ensure everything is available as it is
needed and at the point of use

SET IN ORDER (SEITON)

Workplace Checkpoints: Positions of aisles and storage places

clearly marked?
Tools classified and stored by frequency

of use?
Safety equipment easily accessible?
Floors in good condition?

5S Examples - Sort, Set in Order

See the difference?

1. Sort - All unneeded tools, parts and supplies are removed
from the area
2. Set in Order - A place for everything and everything is
in its place

Julias Kitchen

3. SEISO (CLEAN/SHINE)
Seison is cleaning up one's

workplace completely so that there

is no dust on floors, machines or
equipment.

3. SEISO (CLEAN/SHINE)
Create a spotless workplace
Identify and eliminate causes of dirt

and grime remove the need to clean

Sweep, dust, polish and paint

SEISO (CLEAN/SHINE)
Divide areas into zones
Define responsibilities for cleaning
Tools and equipment must be owned by

an individual

Focus on removing the need to clean

5S Examples - Shine

3. Shine - The area is cleaned as the work is performed

(best) and\or there is a routine to keep the work area
clean.

Starbucks clutter

Image: Graham Garfield, Chicago-L.org

4. SEIKETSU (STANDARDISE)
Seiketsu is maintaining one's workplace

so that it is productive and comfortable

by repeating Seiri-Seiton-Seiso.

4. SEIKETSU (STANDARDISE)
Generate a maintenance system for the

first three S
Develop procedures, schedules,
practices
Continue to assess the use and disposal

of items
Regularly audit using checklists and

measures of housekeeping
Real challenge is to keep it clean

5. SHITSUKE (SUSTAIN / DISCIPLINE)

Shitsuke is training people to follow

good work habits and the strict

observations of workplace rules.

FOUR KEY FACTORS FOR

SUCCESSFUL 5-S
1. Continued commitment and support by top management
2. 5-S start with education and training
3. There is no observation in 5S, every one participates
4. Repeat the 5S cycle in order to achieve a higher standard

DECLARATION BY TOP MANAGEMENT

A. FORMATION OF :
1. 5S steering Committee
2. Training Committee
3. Promotion Committee
4. Audit Committee
5. Sustaining Committee
B. APPOINT :
1. 5S Coordinator
2. 5S facilitator and 5S group leader
B. 5S PROGRAMME PLAN :
1. Objectives
2. Policy and goals
3. Implementation Plan

5S Workplace Organization
Levels of Achievement
Level 5:
Continuously
Improve
Level 4:
Focus on
Reliability
Level 3:
Make it
Visual
Level 2:
Focus on
Basics
Level 1:
Just
Beginning

Needed items are routinely

reworked/ replaced as
needed to improve work area
performance

Needed items can be

retrieved within 30 seconds
and require a minimum
number of steps

Problem sources are

documented with solutions
defined and implemented

M ethods for housekeeping,

labeling, inspections, and
work place design are
continually improved and
shared externally as
applicable
Needed items are routinely
Needed items have been
Daily inspection occurs to
Agreements for labeling,
assessed against business
minimized in number/ size and assess area readiness,
housekeeping, inspections,
needs to assure functionality are properly arranged for
potential problems are
and work place design are
and fit
retrieval and use
identified and fixed
consistently followed and
demonstrate area
performance improvement
A list of needed items for the Needed items have dedicated Visual controls for
Work area agreements for
work area has been
locations and are properly
equipment, files and supplies needed item labeling and
documented
labeled with required
have been established for the visual controls are posted
quantities
work area
and followed by work team

Root causes have been

eliminated and improvement
actions focus on developing
preventive methods

Sources and frequency of

problems are documented as
part of routine work, root
causes are identified, and
corrective action plans are
developed
Work team is routinely
checking area to maintain 5S
agreements and posting
results

Needed and not needed

items have been sorted and
not needed have been
removed from work area

Needed items have been

safely stored and organized
according to frequency of
use

Key work area items to be

checked are indentified and
documented

Work area agreements are

5S level has been determined
identified and documented
and posted on the
for needed item organization communication board
and work area controls

Needed and not needed

items are mixed throughout
the work area

Items are placed randomly

throughout the work place

Key work area items to be

checked during a sweep are
not identified

No work area agreements

exist

Sorting

Simplifying

Sweeping

Standardizing

There is no measurement of
5S performance

Sustaining

rev. 04-06-01

Step 2: Allocation:
Assign resources to the specific tasks required to make 3S a habit.
5S To Do Plan
Date:
5S Team Members

Item
#

Date
Started

Company/Division Name:

5S element

5S Task - Action

Page

of

Person Preparing This Sheet

Person
Responsible

Location/
Department

38

Percent
Complete
100

25

75
100

50
25

75
100

50
25

75
100

50
25

75

50

100

25

75
100

50
25

75
100
75

50
25
50

100

25

75
100

50
25

75
100
75

50
25
50

100

25

75
100
75

50
25
50

Before and After 5-S

Before 5S

After 5S - Cleaned,
organized and drawers
labeled (less time and
frustration hunting)

The Good, Bad and the Ugly

First the Bad and the Ugly - Life Without 5S

The Good

Texas Die Casting

Set-up Cage

www.tocforme.com

Texas Die Casting

Set-up Cage

Texas Die Casting

Office Entryway

Texas Die Casting

Misc. Table

Texas Die Casting

Supply Cabinet

9 Waste Radar Chart

% of Waste Before 5S
% of Waste After 5S
Transportation

Process

100
90
80
70
60
50
40
30
20
10

Over production

Untapped
Resources

Delays

Inventory

Motion

Mis-used
Resources
Defective Product

48

The Nine Wastes

Overproduction

Before

After

Delays

Before

After

Transportation

Before

After

Inventory

Before

After

Motion

Before

After

Processes

Before

After

Defective
Products
Before

After

Untapped
Resources
Before

100

Percentage
of Waste
%of Waste

90
80
70
60
50
40
30
20
10
0

49

After

Mis- Used
Resources
Before

After

LITMUS TEST FOR 5S

30 Second Rule
One Must Locate The Item With In 30

Second If 5s Is Properly Implemented

Also Applies To The Electronic Records
Retrieval

WHAT U HAVE COME ACROSS

AT THE END OF DAY
Followings can be harnessed form the 5S
1.

Neat & Clean Workplace

2.

Smooth Working

3.

Safety Increases

4.

Productivity Improves

5.

Quality Improves

6.

Wastage Decrease

7.

Machine Maintenance

8.

Visual Control System

9.

Employees Motivated