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5S
Procedure
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5S Procedure


































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5S
Procedure
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1 PURPOSE & APPLICATION

1.1 This instruction describes the 5S program and how to implement it as part of a continual
improvement program.

1.2 It may be applied to any work area and process.

2 RESPONSIBILITIES
2.1 All managers are responsible for appropriate application of 5S principles in their areas of
responsibility.

3 INSTRUCTION
3.1 The Principle The principle of 5S is to organize a work environment so that everything
required for performance of the work is available, has a place, and is in its place, is clean, and is
ready to use and everything not required for performance is removed from the work area.

The application of the principles of 5S is the foundation for many other process improvement
initiatives. Application of 5S tools is not merely to clean up the work place (although it does do
that); it is a process which enhances efficiency and reduces waste.

3.2 5Ss Defined The 5Ss are Sort, Straighten (Set In-Order), Shine, Standardise, and Sustain

3.2.1 SORT Separate the necessary from the unnecessary. Unnecessary tools, equipment,
material, procedures, etc are removed or eliminated.

3.2.2 STRAIGHTEN (Set In Order) Organize material according to how frequently it is used and
establishes a place for everything. Visual aids, labels etc and support understanding and
minimize complexity.

3.2.3 SHINE Clean the work area visually to ensure identification of potential problems. Unsafe
and inefficient conditions, damaged equipment, and similar circumstances can be identified and
dealt with quickly when they occur. The purpose of SHINE is to keep the area clean and
uncluttered.

3.2.4 STANDARDISE Identify the best way to perform required tasks, define and document
the process, and ensure that everyone follows the defined process. (Standardizing allows for
process
improvements; it just requires that the changes be documented and implemented by everyone
who works in the process.)







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5S
Procedure
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3.2.5 SUSTAIN Ensure that the 5S principles are followed in daily work.

3.3 Application The 5S principles can be applied in all work areas from offices to the workshop.
It can be applied by an individual to his work area or by a group to the groups work area.

3.3.1 SORT Each participant determines what is necessary in his/her own work area. The
group decides what is necessary for areas owned by the group (preferably by consensus).

3.3.1.1 Necessary things include: things used daily, things used periodically, things used by
someone in the group.

3.3.1.2 Unnecessary things include: things that are unsafe, defective, obsolete, unused, or
surplus to reasonable need. Tag unnecessary items and segregate them in a holding area for
disposition.

3.3.1.3 The group reviews all items in the holding area and determines appropriate disposition for
each item. Disposition alternatives include:

3.3.1.3.1 Return to the work area. (If a member of the group wishes to return an item to the work
area he/she must take responsibility for the item.)

3.3.1.3.2 Return to stock. (Excess office supplies, materials, etc.)

3.3.1.3.3 Transfer to another work unit, which has a need.

3.3.1.3.4 Turn in for sale. (Excess equipment, scrap, etc.)

3.3.1.3.5 Throw away. (Trash with no scrap value.)

3.3.1.4 Document items and quantities disposed of.

3.3.2 Simplify Determine a permanent location for each item in individual and group areas.
Ensure that most frequently used items are in the most easily accessed locations. Identify the
locations so
items can be easily and accurately returned after use.

3.3.2.1 Label locations where necessary items are kept out of sight when not in use, such as
drawers, file cabinets, tool cabinets, notebooks, etc.

3.3.2.2 Mark and label locations where items should be returned when removed for use, even
though they may be visible when printing stored, such as shelves, table tops, cart/drum/pallet
locations on
floors, etc.




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5S
Procedure
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3.3.2.3 Use shadow boards to identify where tools and other common use materials are kept
when not in use.

3.3.2.4 Mark aisle ways and other areas such as door swings, areas around electrical panels, etc.
that need to be kept clear.

3.3.3 SHINE Develop and use checklists for daily (or more frequent) visual and physical
sweeps of the work areas. Look for and take remedial action for:

3.3.3.1 Unsafe conditions.

3.3.3.2 Missing items.

3.3.3.3 Misplaced items.

3.3.3.4 Broken or malfunctioning items.

3.3.3.5 Accumulated clutter, dirt, dust, scrap, etc.

3.3.4 STANDARDISE Determine and document the best way for each task to be performed
(write and publish work instructions). Document and make clear the method for making changes
(improvements) to the standardized process. Ensure that everyone
knows and uses the standardized processes.

3.3.5 SUSTAIN Conscientiously follow through and ensure that backsliding does not occur.
Periodically review the previous steps (it is suggested the reviews be held monthly initially then
quarterly). As with most worthwhile things it is easier to start a process than it is to maintain it,
and the benefit comes not from implementation, but from the constant and continuous application
of
the basic principles.

Also included in the SUSTAIN category is the constant search for better ways to perform.







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Procedure
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Name (Print) Signature Date