Kaizen Ev

5s Instruct

5S is the name of a workplace organization methodology that uses a list of five Japanese words whic

This decision making process usually comes from a dialog about standardization which builds a clea
ownership of the process in each employee.

Another key distinction between 5S and "standardized cleanup" is Seiton. Seiton is often misunderst
as "sort" or "straighten"). The key concept here is to order items or activities in a manner to promot
have to repetitively bend to access materials, flow paths can be altered to improve efficiency, etc.

The 5S's are:

Phase 1 - Seiri ( ) Sorting: Going through all the tools, materials, etc., in the plant and work a
process to get rid of any unnecessary tools and equipment items from the workplace area. Everythi
efficiency through workplace design.

Phase 2 - Seiton ( ) Straighten or Set in Order: Focuses on efficiency. When we translate t

intent is to arrange the tools, equipment and parts in a manner that promotes work flow. For examp
flow path), and the process should be set in an order that maximizes efficiency. For every thing ther
of place.) This process focuses on organizing work areas for maximum efficiency by organizing tools
instance, all tools & equipment should be located as close as possible to where they'll be needed an
at the end of a machine, that's where it should be located.

Phase 3 - Seis ( ) Sweeping or Shining or Cleanliness: Systematic Cleaning or the need

cleaned up and everything is restored to its place. This makes it easy to know what goes where and
maintaining cleanliness should be part of the daily work - not an occasional activity initiated when th
approach to ensure a clean & tidy workplace and tip top machines. When every shift ends, work are
This should be carried out every day, rather than become an ad-hoc activity that's introduced when
machinery and retaining it close to its original condition when it was bought, its efficiency and qualit
less unproductive downtime and will produce quality levels which are very close to new machinery.

Phase 4 - Seiketsu ( ) Standardizing: Standardized work practices or operating in a consiste

are to keep above 3S's. This requires that work practices are followed in a uniform and consistent m
conditions slowly deteriorate. The Standardize part of the 5s' addresses this issue. It's better des
machine needs to be maintained, there should be a system (typically checklists and documented ins
where.

Phase 5 - Shitsuke ( ) Sustaining the discipline: Refers to maintaining and reviewing standa
operate. Maintain the focus on this new way of operating, and do not allow a gradual decline back to
improvement, a new way of working, a new tool or a new output requirement, then a review of the fi
more difficult S to accomplish. Years of experience showed that the other 4S' were not always follow
prevent anyone slipping back into their previous habits and ways of working. One method to sustain
system isn't punitive. The 5S system relies on staff involvement and commitment at every levels, an
arise form the audit.

A sixth phase, "Safety," ( ) is sometimes added. Purists, however, argue that adding it is u
however a poorly conceived and designed 5S process can result in increases in workplace hazard wh
standards are adequately followed.

A good 5S implementation has several advantages. The company's assets are kept in good working
bought. Maintenance costs are less because deterioration is identified quickly. Set-up times reduce
improves due to improved working environments. Some senior management feel that staff won't su
implement and will happily sustain the 5S system. Staffs prefer an organized, safe and clean workp

A sixth phase, "Safety," ( ) is sometimes added. Purists, however, argue that adding it is u
however a poorly conceived and designed 5S process can result in increases in workplace hazard wh
standards are adequately followed.

A good 5S implementation has several advantages. The company's assets are kept in good working
bought. Maintenance costs are less because deterioration is identified quickly. Set-up times reduce
improves due to improved working environments. Some senior management feel that staff won't su
implement and will happily sustain the 5S system. Staffs prefer an organized, safe and clean workp

There will have to be continuous education about maintaining standards. When there are changes th
rulesit is essential to make changes in the standards and provide training. Companies embracing 5
standards.

Kaizen Event
5s Instructions

st of five Japanese words which, and translated into English, start with the letter S.

ardization which builds a clear understanding, between employees, of how work should be done. It also instills

n. Seiton is often misunderstood, perhaps due to efforts to translate into an English word beginning with "S" (su
vities in a manner to promote work flow. For example, tools should be kept at the point of use, workers should n
to improve efficiency, etc.

, etc., in the plant and work area and keeping only essential items. Everything else is stored or discarded. This i
the workplace area. Everything else is either discarded or stored. This step is crucial to achieving greater

fficiency. When we translate this to "Straighten or Set in Order", it sounds like more sorting or sweeping, but the
omotes work flow. For example, tools and equipment should be kept where they will be used (i.e. straighten the
fficiency. For every thing there should be a place and every thing should be in its place. (Demarcation and labeli
efficiency by organizing tools & equipment to promote optimum work flows through minimizing movement. For
o where they'll be needed and processes designed to maximize efficiency. For example, if a tool is only to be us

ematic Cleaning or the need to keep the workplace clean as well as neat. At the end of each shift, the work area
o know what goes where and have confidence that everything is where it should be. The key point is that
onal activity initiated when things get too messy. This method relates to maintaining a disciplined, systematic
en every shift ends, work areas are tidied and tools and equipment are returned to their designated locations.
tivity that's introduced when things become disorganized. This principle also suggests that by regularly cleanin
ught, its efficiency and quality will not be greatly affected. Machinery that's retained in good condition experien
ery close to new machinery.

ces or operating in a consistent and standardized fashion. Everyone knows exactly what his or her responsibiliti
n a uniform and consistent manner. Many companies have followed the first three Ss many times, only to eviden
ses this issue. It's better described as the what, when, whom, where of 5S. For instance, when a specific
hecklists and documented instructions) that details what needs to be done, when it must be done, by whom and

aining and reviewing standards. Once the previous 4S's have been established, they become the new way to
low a gradual decline back to the old ways of operating. However, when an issue arises such as a suggested
ement, then a review of the first 4S's is appropriate. The process of sustaining the system is considered to be th
her 4S' were not always followed. Maintaining a strong focus on this innovative method of working is essential to
rking. One method to sustain the system is to carry out regular audits, although care must be taken to avoid a
mmitment at every levels, and an audit that punishes people will potentially destroy any good work that should

ever, argue that adding it is unnecessary since following 5S correctly will result in a safe work environment. Ofte
eases in workplace hazard when employees attempt to maintain cleanliness at the expense of ensuring that saf

sets are kept in good working order. Quality is maintained to levels similar to when plant and equipment was fi
quickly. Set-up times reduce due to better organization and perhaps the greatest benefit is that staff morale
ement feel that staff won't sustain clean and tidy environments. However, in my experience, most employees w
anized, safe and clean workplace with a 5S culture, rather than a dirty, disorganized one

ever, argue that adding it is unnecessary since following 5S correctly will result in a safe work environment. Ofte
eases in workplace hazard when employees attempt to maintain cleanliness at the expense of ensuring that saf

sets are kept in good working order. Quality is maintained to levels similar to when plant and equipment was fi
quickly. Set-up times reduce due to better organization and perhaps the greatest benefit is that staff morale
ement feel that staff won't sustain clean and tidy environments. However, in my experience, most employees w
anized, safe and clean workplace with a 5S culture, rather than a dirty, disorganized one

s. When there are changes that will affect the 5S programsuch as new equipment, new products or new work
ning. Companies embracing 5S often use posters and signs as a way of educating employees and maintaining

ould be done. It also instills

h word beginning with "S" (such

point of use, workers should not

is stored or discarded. This is a

al to achieving greater

sorting or sweeping, but the

l be used (i.e. straighten the
ace. (Demarcation and labeling
h minimizing movement. For
mple, if a tool is only to be used

d of each shift, the work area is

. The key point is that
ng a disciplined, systematic
their designated locations.
ests that by regularly cleaning
ed in good condition experience

what his or her responsibilities

Ss many times, only to evidence
nstance, when a specific
must be done, by whom and

ey become the new way to

rises such as a suggested
system is considered to be the
hod of working is essential to
are must be taken to avoid a
y any good work that should

safe work environment. Often,

expense of ensuring that safety

n plant and equipment was first

benefit is that staff morale
xperience, most employees will
d one

safe work environment. Often,

expense of ensuring that safety

n plant and equipment was first

benefit is that staff morale
xperience, most employees will
d one

t, new products or new work

employees and maintaining

Kaizen Even
Work Place Organ
A. Sort
Are there unnecessary items (peripherals, supplies) on the setup desk
1
Are there scrap supplies in the supply bins
2
Are there old computers (off lease) in the swap cabinet
3
Is there more than necessary furniture in the office
4
Score
B. Set in Order
Is the supply table arranged per drawing/layout
5
Is setup desk arranged per layout (incl. a single computer)
6
Is swap cabinet arranged per layout
7
Can ANYONE determine normal from abnormal
8
Score
C. Shine
Is the desk clean and maintained or is there clutter (unnecessary supplies, etc.)
9
10 Is Supply Table/Bins clean and organized
11 Has the shine check sheet been pdated (assignments been worked)
12 Is dust filter clean
Score
D. Standardize
13 Is the IT Dept Process Handbook in plain view
14 Is the IT Dept Process Handbook updated
15 Are all supply bin, swap cabinet, and software shelf labels in tact
16 Have all setups gone accordingly to instructions this week
Score
E. Sustain
score
Was
the
last
audit
less
than
two
weeks
ago
17
18 Was the last departmental audit less than one month ago
19 Is the 5S board up to date (pics, metrics, shine, etc.)
20 Has anyone complemented the area on its cleanliness & organization
Score
Area:
Auditor(s):
Date:

Section
Sub-total Score

zen Event
ce Organization
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Comments

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100

Kaizen Event
5s Standards
Level
Score = 5

Score = 4

Score = 3

Score = 2

Score = 1

Score = 0

Comments:

Kaizen Event
5s Standards
Key Highlights of Standard

The operating area is at an excellent standard

It is seen to be at a benchmark world class level
No aspects appear to have opportunity for improvement
The operating area is at a very good standard
It is seen to be better than several areas
There are few opportunities for improvement
The operating area is at an acceptable standard
It is an area that has seen some measure of improvement
There is definite room for more improvement
The operating area is at a below average level
It is an area that is approaching minimum requirements
There are several opportunities for improvement
The operating area is at a poor standard
It is an area that is worse than many
Many aspects of the area need improvement
The operating area is totally unacceptable
No area is in a worst state
All aspects need immediate action for improvement

Maturity Development
Benchmark

Succeeding

Learning

Below Average

Poor

Emergency

Kaizen Event
5s Implementatio

Phase III

Footprint: areas/machines/materials
Labelling and identification
Tooling/parts shadow boards
Color code: parts/floor/areas
Work Place Organization

Phase II

Phase I

Establish a Plan
When in doubt, tag it
Red tag system
Team improves safety & quality
Housekeeping

Waste of ..Defects
Waste of ...Waiting
Waste of ....Inventory
Waste of .....Movement
Waste of ......Processing
Waste of .......Transportation
Waste of ........Overproduction
Seven Deadly Wastes

Find..waste
Simplify...activities
Combine....operations
Eliminate.....non-value-add
Improvement Techniques

en Event
ementation

Define roles of participants

Cycle for reviews & audits
Promotional banners
Part of daily work routine
Visual Standards

Phase IV

Performance boards, checklists

Action plans & checklists
Mass participation in improvement
Eliminating waste is routine
Visual Control

Continuous Learning & Improvement

Lean Thinking
A Place For Everything
And Everything In Its Place
Work Place Mission