5S Implementation and Assessment

5S LEAD ASSESSOR May2015
Extends Hearty Welcome To The

Participants
For
5S LEAD ASSESSOR TRAINING

Date: Venue:
6th to 8th May2015 Asahi India Glass Ltd- Bawal, Haryana
May2015 1
Objective
To build the required skills, capabilities and competencies for
carrying out assessments on 5S practices in an organization
and evaluating the status against established benchmarks.
To make the participants of this course understand clearly the

concepts of 5S Workplace Management System against the
back drop of globalization and the necessity of industries to
adopt 5S as the foundation of further activities leading to
growth and achieving excellence.
To enable the participants to plan, prepare and conduct the

third party external assessments and internal assessments of
5S Work Place Management System.
May2015 2
Program Schedule
Day 1
May2015 3
Program Schedule
Day 2 & 3
May2015 4
5S
Lead Assessor Final Test
Certification Process
5S
Factory Visits
Report 40%
Presentation
30%
Intermediate
& Post Tests
5S Awarenesss
Training +
Case studies
Pre
Test
May2015 5
5S
Over view
May2015 6
The Origin of 5S
Takahashi OSADA
introduced 5S
System to Japanese
Industries
In India 5S
System
Concepts gained
momentum since
2002
May2015 7
5S Introduction
Systematic Practicing of such good habits is
what is emphasized in 5S
5S is a more DO IT YOURSELF Approach
Changing the Mindset is very important
May2015 8
5S Introduction
What is 5S?
They stand for five Japanese words
starting with letter S that describe
the essential requirements of the
effective Work Place Quality.
May2015 9
What is 5S ?
Seiri Sortout (Clearing)
Seiton Set in order (Orderliness)
Seiso Spic & Span (Cleaning)
Seiketsu Standardize (Cleanliness)
Shitsuke Sustain (Discipline)
May2015 10
Importance of 5S
A clean workplace is high in Productivity

A clean workplace produces high Quality
A clean workplace keeps Cost down
A clean workplace ensures Delivery on time
A clean workplace is S afe for people to work
A clean workplace is high in M orale
May2015 11
Whatever be our
Business
philosophy Like 5S
TQM
TPM
Manufacturing
5S is one of
Excellence
the essential
Lean basis for
Manufacturing competitive
WCM success.
May2015 12
THE HOUSE OF TQC
PROFIT
QUALITY & LOGISTIC
SAFETY MANAGEMENT
COST MANAGEMENT
WORKERS PRODUCT &
EDUCATION INFORMATION EQUIPMENT MATERIALS
STANDARDIZATION
5S ( GOOD HOUSE KEEPING)
MUDA ELIMINATION
TEAM WORK MORALE

ENHANCEMENT & SELF DISCIPLINE &
VISUAL
MANAGEMENT QC CIRCLE SUGGESTIONS
May2015 13
5S - First Step Towards

Waste Management 5S
May2015 14
May2015 15
MUDA ELIMINATION
WASTE
ELIMINATION
LEADS TO
COST
OPTIMIZATION &
MANAGEMENT
EXCELLENCE
May2015 16
First Pillar
Seiri - Sorting
May2015 17
Seiri Implies organizing and clearing

1
Identifying and sorting out the items as

2 wanted & unwanted
Devising a clear area for moving the

Seiri 3 unwanted items
Developing a clear disposal policy for clearing

4 the unwanted items
Developing a systematic approach for

5 disposal
May2015 18
Seiri is easy to
preach , but
difficult to practice
Why ?
May2015 19
SEIRI IS EASY TO TELL BUT DIFFICULT TO

PRACTICE. WHY?
Sometimes People believe in Antique value and hope that by
preserving a thing they are really doing a wise thing
They wrongly believe that a demand for the unwanted items will
come one day
Some times people do not realize the importance of space,

believing in unlimited space availability . People may not realize
that space also costs much.
or
Simply they are never bothered about unwanted items

around them.
May2015 20
In a workplace where SEIRI is not

practiced
There is always a demand for more space.
Cluttered appearance
Very difficult to find the items/information when
needed
Leading to unnecessary irritation in the work area
Leading to mix-up of rejected /faulty items or
material with good one
May2015 21
Red Tag
Activity Flow
Major Components
of Seiri System
Formation of Red Tag
Committee..
Development of
Disposal Policies
Regular reviews by
Red tag committee
Red tag practices
Red tag Register
May2015 22
SEIRI requires stratification of the items as
Regularly required
Occasionally required
Rarely required
Excess items
Items to be Repaired
Items to be reworked /
Items for Alternate use
Obsolete / Not required at all

May2015 23
Occasionally
required:
Keep them in a place
Regularly Required
not near to your
Keep these items workplace with
Near to the work proper identification ,
place. but in a place easily
accessible, so that
they can be drawn
for the occasion
May2015 24
Rarely Required; Excess Items

Items are rare use -Remember your work
- Keep them away, in place is not a storage
some place in stores yard .
with due identification . -How much is required
- These items need not for shift/day/week .Store
be found in the only those items.
workplace Remaining send back to
stores
May2015 25
Items not working Obsolete /Not

/to be repaired / required at all
- Is it worth repairing? Dispose them.
Discuss and take a call
Move them to
If worth repairing
scrap yard
Repair and put to use .
Make money out
Not worth repairing -
of them.
push it for disposal
May2015 26
Examples of SEIRI IN FACTORY

Unwanted rejected items and materials lying in the work
place
Unwanted tables cupboards , chairs , Fixtures &

Measuring instruments.
Outdated , Obsolete & Expired items
Broken trolleys, Pallets, Bins, Work tables
End bits piled at the end of the work
Out dated SOPs / documents still hanging around
Outdated customer drawings , specifications etc.,
May2015 27
Examples of SEIRI IN OFFICE

Irrelevant / useless Papers , registers , note books, files
Unused / Broken pens / Board Markers
Old diaries / old circulars / memos in notice boards
Broken furniture
Outdated floppy discs ,CDs etc.,
Equipments - not working / Broken / outdated ones
etc..
May2015 28
SEIRI
Eliminating non-value added
movements,
tasks, inventory, tools &
supplies YES NO
Question each item:

- What is it? ; How is it used?
- Is it needed? ; In what quantity?
- How often is it used?
- Where should it be located?
Based on the answers decide whether
or not to red tag
First step to avoid resistance The
items do not disappeared from the
face of the planet only move to red
tag area
May2015 29
The common belief
Every item (in the House/Office/Factory) is

bought with some purpose, and hence should
not be thrown out unless absolutely
unnecessary
Remember
What we have is a House/Office/Factory and

not an Archive or Godown
May2015 30
Applying the RED TAG

concept
All items that have a rare
use or not required in a
particular department are
tied or pasted with a red tag
and kept in a separate area,
so that other departments
could use these items, if
they need them.
May2015 31
RED TAG Details and Disposition register

Scrap
Material
Mtrl Req/ Taken disposal Dispose Dispose
Sl.No Kept Material Description Quantity Sign Remarks
Taken By Date approval By Date
Date
sign
1
2
3
4
5
6
7
8
9
10
May2015 32
PRACTICING SEIRI
Classify the items as -

- Waste, Rejections, Obsolete,
Deteriorated
EXIT ITEMS
- Repairable, Reworkable
-USABLE
- Good and wanted

- KEEP THEM
May2015 33
Practicing Seiri
Apply the Red Tag for the items that are
not required for the present.
Move them to the Red tag Area
May2015 34
May2015 35
How to practice SEIRI?

How to start?
Let us Discuss
May2015 36
SEIRI is normally started throughout the

company as a campaign.
All the items are segregated as
Wanted, Unwanted and To be decided
Wanted items are retained and subsequently

taken care of in SEITON
Unwanted items are thrown Away.
To be decided items are moved to the RED TAG
AREA after applying the RED TAG.
May2015 37
Decide on:
What should be thrown out
Where to throw them out
When they should be thrown out
How they should be thrown out
Who will decide to throw them out
Aim at establishing a uniform criteria and stick
to the criteria.
May2015 38
Practicing Seiri
Develop a disposal
strategy and follow
it up.
Example:
Items kept in Red Tag

area and not claimed
for more than 60
days will be scrapped
May2015 39
Second Pillar
Seiton Systematic
Arrangement of items
May2015 40
Seiton Implies Systematic Arrangement

A Place for Everything ..
And Everything In its Place

(Normally termed as Reserved seat method )
Seiton Ensures that We do

not waste our valuable time
in searching items which is a
Non Value Adding activity
May2015 41
Example of Seiton Practice in a Factory
- Properly Laid Gangways
- Proper Identification of Items
- Proper Identification of Racks
- Place Markings
- WPP & FPP Points Identification
- Push /Pull Markings appropriate
- Tiger Stripes & Fire Extinguisher

Identification
May2015 42
SEITON IN OFFICE EXAMPLES
Clear identification of Files
Tables are free of clutters
Proper indexing in cup boards
Avoiding heap of files on tables, avoiding

Myth of Urgent, Very Urgent
May2015 43
Why Seiton is difficult to Practice?
Procrastination
Absence of clear cut procedures /
guidelines
Confusion in arranging items
Lack of Application
Lack of time , etc
REMEMBER : A STITCH IN TIME SAVES NINE
May2015 44
PEEP: A Place for Everything and

Everything in its Place:
This implies:
- Identification on Object or Product
- Identification on the Container or Tray
- Identification in the storage place
- Identification at various stages in the movement
- Identification of status( Accepted, Rejected etc)
May2015 45
Steps in practicing seiton

Decide on the following indications.
WHO AM I?
WHAT AM I?
WHERE AM I?
WHICH PLACE I BELONG TO (DESTINATION)?
HOW AM I ?
HOW MUCH AM I?
May2015 46
STEPS IN PRACTICING SEITON

DECIDE ON THE FOLLOWING INDICATIONS.
WHO AM I?
IDENTIFICATION OF THE ITEM
SYMBOL
PART CODE INDICATION BY TAG
BAR CODE INDICATION
May2015 47
WHAT AM I? HOW AM I ?
- Description or nomenclature - THE STATUS OF THE ITEM
Like accepted, rejected,
waiting etc.,
WHERE AM I? HOW MUCH AM I?

- PLACE WHERE THE ITEM IS - The Quantity indication
AVAILABLE AT PRESENT
XYZ COMPANY
WHICH PLACE I BELONG TO?
- PLACE WHERE THE ITEM IS Symbol:
NORMALLY EXPECTED TO BE Code:
AVAILABLE AFTER ALL THE Dept:
OPERATIONS ARE COMPLETED Contents
Status
May2015 48
PLACE MARKING
TROLLEY
May2015 49
SHADOW BOARDS
TOOLS
DISPLAY
May2015 50
INDICATION FOR File Racks
May2015 51
SOME MORE EXAMPLES:
KEY BUNCH HANGING ARRANGEMENT
LIGHTS AND SWITHCHES INDICATION
BABY WASH IN A HOSPITAL
ARRANGEMENT OF MEDICINES IN A
PHARMACY
PATIENTS IDENTIFICATION IN A HOSPITAL
IDENTIFICATION OF REJECTION, ACCEPTED

ONES ETC.,
May2015 52
PRACTICING SEITON
IDENTIFY A PLACE FOR EVERY ITEM.
ENSURE THAT THE ITEMS ARE KEPT IN THE

IDENTIFIED PLACE.
REVIEW THAT THE PRACTICE IS FOLLOWED.
May2015 53
Practicing SEITON
Adopt Nothing on floor
principle.
Follow the 3Cs
Except Human leg and
Concept M/c leg Nothing should

be on floor
Constant Place Follow the 3Cs
guide lines
Constant Container
Can See
Constant Quantity Can Take
Can Replace
May2015 54
Third Pillar
Seiso Spic and Span
Cleaning - Inspection
May2015 55
THE THIRD S SEISO
Seiso implies Cleaning.
Ensuring That Spick and Span Cleanliness is

ensured
Items in House / Office / Factory are free of

dust /dirt /Grime.
Ensuring that Cleanliness is everybodys

responsibility and is not a mental work.
May2015 56
THE THIRD S SEISO
Seiso in workplace Some examples
Dirt on Machines, Work- tables, Moving Trolleys.
Dirty Floor with Oil Spillage
General Notion: Apply saw dust and forget it.
Dirt and Stains on the walls , roof and stanchion
Dust and dirt on Components , Parts and materials in

storage.
May2015 57
THE THIRD S SEISO

SEISO IN WORKPLACE..contd.,
BURRS, METAL CHIPS AND USED COTTON WASTE

LYING ON THE FLOOR.
DUST ON SURFACE TABLES, MEASURING

INSTRUMENTS AND GAUGES.
COBWEBS ON THE ROOF.
DUST ON WATERCOOLERS, AIR CONDITIONING
EQUIPMENTS AND FANS
May2015 58
SEISO
To keep the workplace clean and
inspect/maintain your equipment
Clean everything
Inspect through cleaning
Prevent dirt, grime & contamination from occurring

Cleaning Materials List - 5S Trolley
Waste Cleaning
Rags Fluid, soap
Towels Containers
detergents
Gloves Safety
Protective Clothing
clothing Brushes
Lockout/ Scrapers
Vacuum Shut off procedure Brooms &
Before beginning Dust pans
May2015 59
PRACTICING SEISO
SIMPLE. TAKE BROOMSTICKS, BRUSHES, COTTONWASTE
AND START CLEANING BY YOURSELF.
Take special care to Clean Inaccessible Places
Take care to Clean area behind cup boards , water

coolers , etc.,
The separating lines on floors.

Do not delegate the cleaning to others. To the extent
possible try to clean your Machines , Tables ,Tools, Jigs ,
Etc., by Yourself.
May2015 60
PRACTICING SEISO
DO NOT IGNORE REST ROOMS, CANTEEN,

WATER POINTS, MACHINE BOTTOMS,
MACHINE BACKSIDE, COOLANT TANKS,
LOBBY, LAWN..
May2015 61
May2015 62
THE THIRD S SEISO

REMEMBER:
A CLEAN WORK AREA WILL CREATE ENTHUSIASM TO
EVERYBODY TO GIVE A GOOD OUTPUT.
ALSO, ANY DIRT OR GRIME IN THE WORKPLACE WILL
SPOIL OUR HEALTH AS WELL.
PERFORMANCE OF A CLEAN M/C (OEE) WILL
IMPROVE THROUGH SINCERE PRACTICE OF SEISO
May2015 63
Increases safety and SEISO Detect and prevent machine

prevent: problems
75% of all
Dirt equipment
Grime breakdowns have 2
Corrosion major causes!
Lack of Lubrication Contamination and
Premature Wear
lack of lubrication or
Leaks
alignment
A machine operators with proper

SEISO can detect many equipment
related problems at an early stage and
help prevent them.
May2015 64
Fourth Pillar
Seiketsu Standardization
May2015 65
THE FOURTH S SEIKETSU
Maintain a high level of house-keeping all

the time.
Standardize your activities and procedures,

so that the first 3S are ensured.
THAT IS 5W + IH
May2015 66
THE FOURTH S SEIKETSU
SEIKETSU IMPLIES STANDARDIZATION
TOWARDS ENSURING A SERENE WORK
ENVIRONMENT IN WHICH THE FIRST THREE S
ARE FOLLOWED AND THE WORKPLACE IS
ALWAYS NEAT, TIDY AND FREE OF ACCIDENTS.
May2015 67
SEIKETSU IMPLIES
HAVING CLEAR CUT INDICATORS, SIGN BOARDS,

ARROW MARKS .ETC IN THE WORK PLACE
HAVING TIME TABLES, SCHEDULES FOR CLEANING
PROPER MAINTENANCE OF BUILDING TO BE FREE OF

LEAKAGES, TERMITES, MOSQUITOES. ETC
PROPERLY MAINTAINANCE STANDARDS FOR

KITCHEN, REST ROOMS, MEETING ROOMS
May2015 68
SEIKETSU IMPLIES
AUDIT PLANS AND SCHEDULES OF THE 5S
ACTIVITY THROUGH CHECK-LISTS
DISPLAY AUDIT SCORES..Audit

observations
STANDARDIZING SAFETY RULES AND SOPs
May2015 69
SEIKETSU - How to do it?
Develop and Maintain clear standards for

the first 3 Ss.
(Criteria for deciding the wanted and the

unwanted, place marking criteria, schedules
for cleaning..etc)
Establish the Visual and Colour Management

System so that abnormalities are easily
identified.
May2015 70
CLEANING SCHEDULE
DAILY CLEANING : DAILY
WEEKLY CLEANING : EVERY SATURDAY

4PM
MONTHLY CLEANING: LAST WORKING DAY

OF THE MONTH 3PM
May2015 71
Cleaning check-list
S. No. What Who When Where How Remarks
1 Machine Operator End of Plant A Brush Use Hand
Bed shift and Gloves
cotton
waste
2 Outer Operator - - Plant B Cotton Avoid
Surface cloth scratchi
ng the
surface
May2015 72
May2015 73
Cleaning Schedules
First Make a Thorough list of items to be cleaned

in your area. Dont leave anything.
Segregate them on the basis of cleaning

frequency
Make Cleaning Schedules for the floors, walls
and peripheral area and check-list for the above.
May2015 74
SCRAP YARD CLEARANCE
SCRAP YARD WILL BE CLEARED EVERY

SATURDAY.
Display the following:
Responsibility Primary & Secondary
Scarp yard cleared on: xx xx xx
Next clearance due on: xx xx - xx
Verified by:
May2015 75
Color coding of Pipe lines
Air Line
Haz Mat Waste Line
Water Line
May2015 76
5S Meeting Schedule
Team Meeting Meeting held on Champions

Planned signature
on
May2015 77
Standards
Standardize training Materials.
Go visual wherever possible /applicable
Never create standards with lot of words

which are difficult to understand. Basic
purpose is it should reach the intended
people with very least effort
Go pictorial wherever possible
Standardize emergency situation handling

systems
May2015 78
Fifth Pillar
Shitsuke Sustain
Discipline & Training
May2015 79
THE FIFTH S SHITSUKE
SHITSUKE IMPLIES SELF-DISCIPLINE AND TRAINING

TO FOLLOW THE PREVIOUS 4 S
5S IS NOT A ONE TIME AFFAIR AND IT IS AS

REGULAR AS ANY ROUTINE WORK
OBSERVING SAFETY RULES, PUNCTUALITY,

FOLLOWING WORK INSTRUCTION
May2015 80
THE FIFTH S SHITSUKE
Shitsuke is like painting an iron part.

Preventing us from going back to the days
when we did not practice the 5Ss. Sliding
back will be much faster -Remember
Making the 5S practice a regular habit.
May2015 81
SHITSUKE How to practice it?
Train all employees; do not leave any one,
including the contract labour. Give refresher
training as required.
Communicate clearly dont have any
ambiguity
May2015 82
Assign clear responsibilities to everyone as

far the 5S activities are concerned.
Team formation is important for sustenance.
May2015 83
Conduct 5 S inter Zonal Competitions and

give awards
Conduct 5S slogan competition
Arrange for visit to companies where 5S is

practiced well
Encourage employees to observe safety

rules
May2015 84
Observing Shitsuke
WPP AND FPP
5S PLEDGE
5S TEAMS AND COMPETITION
5S CORNER
5S HAND OUTS AND BULLETIN
5S AUDIT
May2015 85
TO CONCLUDE:
IN AN ENVIRONMENT WHERE THE 5S IS

METICULOUSLY PRACTICED THERE WILL BE:
- MORE PRODUCTIVITY
- ENHANCED QUALITY
- IMPROVED MORALE
- REDUCED ACCIDENTS
- BETTER TEAM WORK AND SYNERGY
IN - SHORT IT WILL BE A HAPPY BRIGHT WORKPLACE.
May2015 86
THE FOUR DANGEROUS DS
DEFECTS IN PARTS
DELAYS IN DELIVERY
DAMAGE IN REPUTATION
DROP IN PROFITS
AIM TOWARDS the
following FOUR ZERO
TARGETS
Zero Leakage
Zero Spillage
Zero Breakdown
Zero Accidents
May2015 87
Deeper Understanding of
5S
May2015 88
Each of the 5 Steps has

Basic and Deeper Meaning
May2015 89
Give New dimension to Seiri

Seiri is not only removing old unwanted items from your shop floor.
Display your process flow .

Look deeply and Identify Non Value adding activities in your
process and eliminate them
May2015 90
New Dimension to Seiri?

Attack First
Value Adding Part
Any Activity =
+
Non Value Adding Part
Muda
All Activities are composition of Value
adding and Non value adding components.
Identify and keep eliminating these

Get best rates for
non value adding components and
the resources
keep refining your Process activities
May2015 91
Seiri means
SEIRI does not mean getting rid of unwanted
items alone.
It also means identifying and removing unwanted
or non-value adding activities from the process. The

ability to identify NVAs in your process is your Process
knowledge / Experience. Use this effectively to revamp
your process and keep refining it - Get best rates for
the resources
May2015 92
SEIRI(UNDERLYING MEANING)
CLUTTER FREE ATMOSPHERE
SAVING OF WORK SPACE
IDENTIFYING & ELIMINATING NVAS FROM

THE PROCESS / OPERATIONS/SERVICE
May2015 93
SEITON(UNDERLYING MEANING)
REDUCE SEARCH TIME/RETRIEVAL TIME
REDUCE INVENTORY
May2015 94
SEISO(UNDERLYING MEANING)
IDENTIFY
To Detect
ABNORMALITIES
INSPECT THE AREA ON

Clean
A DAILY BASIS
ENSURING EVERY
THING IS WORKING AS
PER SCHEDULE
ZERO LEAKS & ZERO

Remember
SPILLAGE
Cleaning is Inspection
May2015 95
SEIKETSU(UNDERLYING MEANING)
REDUCE VARIABILITY IN NORMAL AND ABNORMAL

CONDITIONS
DEVELOP A MATRIX FOR 5W&1H
May2015 96
SHITSUKE(UNDERLYING MEANING)
EVOLVE TRAINING STRATEGY
MOTIVATIONAL SCHEMES
CONTINUAL IMPROVEMENT OF 5S
May2015 97
Summary and Conclusion
THE PRINCIPLES OF EACH S
1S: VALUE FOR SPACE
2S: VALUE FOR TIME
3S: VALUE FOR WORKPLACE
4S: VALUE FOR SAFETY
5S: VALUE FOR SOCIETY
May2015 98
5S
IMPLEMENTATION STEPS
May2015 99
Step-1
Top Managements Decision to implement
5S techniques in a structured approach
May2015 100
Step-2
Conduct a Gap Analysis Study to assess
The current level ,
Magnitude of the task involved
Resources required.
May2015 101
Step-3
Conduct Short (2hrs) Awareness Programs
for all Management staff on
5S System Concepts &
5S Implementation plan.
May2015 102
Step-4
Frame the policy and objectives for 5S and
Create an Organization Structure with clear
roles and responsibilities.
The Unit Head should be the Chairman of the 5S committee
and all HODs should be members of the Steering committee.
One of the senior executives should be identified as 5S
champion.
May2015 103
Step-5
Divide the unit into the required number of
zones.
No operations, functions & office areas are
exempted from 5S implementation
All zones should have Leaders from their
respective zones.
May2015 104
Step-6
Create a 5S LOGO through an internal

contest among Employees and finalize the
Logo for the unit.
Prepare a small pocket book on 5S for

distribution to all employees.
Formulate 5S pledge for daily practice
May2015 105
Step-7
SEIRI
Conduct Seiri campaign regularly and
introduce Red Tagging activities.
Create a Red tag corner in the unit.
Frame the procedures for disposal for
unneeded and non moving items.
Formulate document retention procedure
for disposing old documents.
May2015 106
Step-8
SEIRI (contd)
Steering Committee should meet regularly to

review the Red Tagged items and take
corrective action for disposal, repair or reuse
of all items.
5S champion/Zone Leader should maintain

Red Tag Register
May2015 107
Step-9
SEITON
Make an assessment of all visual boards such
as Bay boards, avenue boards, machine
boards, work station boards with uniform size
and color.
Introduce Gang way Marking, WIP area
marking, trolley positions.
Bring uniform files for all office files with labels
and index
May2015 108
Step-10
SEITON(contd)
Create a 5S Main Corner in a prominent

location and display policy, objectives, zone
details, before & after photographs and any
other events related to 5S.
May2015 109
Step-11
SEITON (contd)
Install 5S Zone boards in all zones and

display details of zone leader, members and
activities planned for implementation. Some
photographs related to the zone can also be
displayed.
May2015 110
Step-12
SEISO
Prepare detailed cleaning check lists and
responsibility matrix for all the zones
Introduce 5min cleaning activity in all zones..
Introduce proper/appropriate cleaning tools

and devices for all areas.
May2015 111
Step-13
SEIKETSU
Prepare a 5S manual with all SOPs and
introduce color coding for Fire Extinguishers,
office Files etc.,
Identify resource persons to be trained as
Internal auditors and train them on internal
audit methodology
Prepare audit check lists for all zones.
May2015 112
Step-14
SEIKETSU(contd)
Prepare internal audit schedules covering all
zones
Conduct regular internal audits in all zones

and display the scores in zonal boards.
Internal audits should focus on effectiveness

of corrective actions taken by zones on audit
observations
May2015 113
Step-15
Visit Best-in-Class 5S companies and adopt

good practices observed.
May2015 114
Step-16
Prepare KAIZENS for 5S improvements and

document all of them.
May2015 115
Step-17
SHITSUKE
Introduce Inter-zone competitions and
institute rolling trophy for best zone.
Develop criteria for Best 5S employee and

introduce rewards for motivation.
Prepare Induction Training for 5S to be

imparted for all trainees and new employees.
May2015 116
Step-18
Arrange Audits by External Experts and

make an assessment of the overall score for
the unit against 1000 point score sheet.
May2015 117
Step-19
Prepare the unit for External 5S competition

and bench mark with other companies.
May2015 118
Step-20
Create an award winning

company and take measures to
challenge
MODEL 5S COMPANY
STATUS
May2015 119
May2015 120

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5S LEAD ASSESSOR May2015

Extends Hearty Welcome To The

5S LEAD ASSESSOR TRAINING

To make the participants of this course understand clearly the

To enable the participants to plan, prepare and conduct the

Systematic Practicing of such good habits is

5S is a more DO IT YOURSELF Approach

Changing the Mindset is very important

They stand for five Japanese words

starting with letter S that describe

the essential requirements of the

effective Work Place Quality.

Seiri Sortout (Clearing)

Seiton Set in order (Orderliness)

Seiso Spic & Span (Cleaning)

Seiketsu Standardize (Cleanliness)

Shitsuke Sustain (Discipline)

A clean workplace is high in Productivity

A clean workplace is high in M orale

THE HOUSE OF TQC

5S ( GOOD HOUSE KEEPING)

TEAM WORK MORALE

5S - First Step Towards

Seiri Implies organizing and clearing

Identifying and sorting out the items as

Devising a clear area for moving the

Developing a clear disposal policy for clearing

Developing a systematic approach for

SEIRI IS EASY TO TELL BUT DIFFICULT TO

Some times people do not realize the importance of space,

Simply they are never bothered about unwanted items

In a workplace where SEIRI is not

Very difficult to find the items/information when

Leading to unnecessary irritation in the work area

Leading to mix-up of rejected /faulty items or

material with good one

SEIRI requires stratification of the items as

Items for Alternate use

Obsolete / Not required at all

Rarely Required; Excess Items

Items not working Obsolete /Not

Examples of SEIRI IN FACTORY

Unwanted tables cupboards , chairs , Fixtures &

Outdated , Obsolete & Expired items

Broken trolleys, Pallets, Bins, Work tables

End bits piled at the end of the work

Out dated SOPs / documents still hanging around

Outdated customer drawings , specifications etc.,

Examples of SEIRI IN OFFICE

Question each item:

The common belief

Every item (in the House/Office/Factory) is

What we have is a House/Office/Factory and

Applying the RED TAG

RED TAG Details and Disposition register

Classify the items as -

- Good and wanted

Move them to the Red tag Area

How to practice SEIRI?

SEIRI is normally started throughout the

All the items are segregated as

Wanted, Unwanted and To be decided