5s Implementation Manual

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Anitech 5S Implementation Manual
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Catherine Parrill
Robert Rosinski
5S
Implementation
Manual
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Anitech.net Press
5S Implementation Manual
Copyright 2007 by Catherine Parrill and

Robert Rosinski
This title is also available from Anitech.net at

http://www.anitech.net
Requests for information should be addressed to:

Anitech.net
9030 W. Sahara #125
Las Vegas, NV 89117
Library of Congress Cataloging-in-Publication Data
Parrill, Catherine, 1948-

Rosinski, Robert, 1948-
5S Implementation Manual / Rosinski, Parrill p. cm.
Includes bibliographical references
ISBN: 0-9679593-2-2
1. Lean Manufacturing 1. Title.
BV4503.1 .W73 2000
284.4 – dc 21 2000011417
CIP
This edition printed on acid-free paper
All rights reserved. No part of this publication may be reproduced, stored in a retrieval
system, or transmitted in any form or by any means – electronic, mechanical, photocopy,
recording, or any other – except for brief quotations in printed reviews, without the prior
permission of the publisher.
Illustrations by Anitech.net, Copyright 2007
Interior design by Catherine Parrill
Editing by Adrienne Cole and Angela Senicz

Printed in the United States of America
05 06 07 08 09 10 11 – 50 49 48 47 46 45 44 43
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Contents
Preface……………………………………...9
Chapter 1 – Getting Started……………….15
Chapter 2 – What is 5S……………………21
Chapter 3 – The First S, Sort……………..31

Chapter 4 – The Second S, Straighten……67
Chapter 5 – The Third S, Shine…………..93
Chapter 6 – The Forth S, Standardize……99
Chapter 7 – The Fifth S, Sustain………..105
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5S
Preface
The 5S process is the cornerstone to achieving a successful

lean transformation. It is the mechanism by which management can
sustain an enterprise-wide cost reduction and improvement program
that will directly translate to the bottom line.
What is 5S? 5S is a systematic approach that streamlines the

work environment, helping companies achieve and maintain a
competitive edge in today’s global economy. It is highly cost
effective, can be implemented in virtually all work situations and
locations. 5S is a way of displaying and maintaining the new
corporate culture.
Many company cost reduction and quality improvement

programs have been launched in an effort to obtain quick savings
and/or capitalize on current trends and thinking within the
improvement community. A well-executed 5S program can become
the glue that solidifies those various programs and properly
deployed, it will become the foundation that all other initiatives are
launched from.
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This book is a fast-read, how-to manual for those forward-

thinking decision makers that need to improve the bottom line today.
Throughout this book you will encounter some new ideas, as

well as some tried and true methods that have been found to be
indispensable by forward thinking managers embarking down the 5S
path.
Over the last decade that Anitech has been assisting client
companies install lean manufacturing cost reduction initiatives, the
one common element that has differentiated the successful from the
not so, has been the degree to which management has bought into
and enthusiastically deployed a meaningful 5S program and
sustained it throughout their transformation process.
Client companies such as Allied Signal, United

Technologies, Boshe, Ford and Johnson Controls have all deployed
successful 5S programs as the initial jumping off point for their
legendary lean initiatives. Most significant of all is the fact that
companies deploying 5S as the cornerstone of their lean
transformation have all dramatically improved their bottom line as a
direct result.
They’ve learned that a 5S implementation strategy should be
a primary focus of company management and decision makers in
order to form the critical mass necessary to drive change,
profitability and prominence in their marketplaces.
5S can, and is, being successfully applied in companies of all

sizes, product types and process flows. 5S applies to much more
than just manufacturing production floors. It also is being
successfully deployed in many business system process flows,
engineering department flows and even in such wide and varying
service industry operations such as finance, marketing, hospitality
and food service.
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How can you successfully implement or revitalize a company

5S program? First, read and understand the basic principles of 5S
deployment. Then learn and understand the complete 5-step process
of implementation. 5S is deceivingly simple, yet powerful when
fully understood, effectively communicated to company personnel
and then applied.
As an option, this training material is offered on-line and you

can accompany it with on-line testing and certification.
Once you understand the basic concepts and deployment

strategies, 5S will become as standard a part of how your company
approaches all improvement strategies as the concept of computing a
ROI is today prior to embarking on any new project.
5S is about organization, standard process and on-going

sustaining and alignment with all company lean initiatives and
strategies. Every company we know that has correctly deployed 5S
has attained significant improvements in profitability and market
share.
Let us know how your deployment proceeds.
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Chapter One
Getting Started
What is 5S?
5S is a systematic approach that streamlines the work
environment, helping companies achieve and maintain a competitive
edge in today’s global economy. It is highly cost effective, can be
implemented in virtually all work situations and locations.
5S is foundational for today’s companies that need to
function
flow, cell,inanda pull
real-time manufacturing
production techniques,environment. Just-in-time,
for example, require a 5S
foundation to ensure success.
The 5S’s stand for: Sort, Straighten, Shine, Standardize and
Sustain. They are a stepwise, sequential method for organizing the
workplace to improve quality and efficiency, meet deadlines, reduce
waste, and create a safer and more pleasant working environment.
What is the most effective way to implement 5S?

For 5S to be most successful, its implementation will be
done with the assistance of a specialist, trained in 5S deployment,
who will initiate

a company the simultaneously
while 5S system in a department, division,personnel
training company or office ofto
carry the initiative into other departments and divisions themselves.
Sometimes companies opt to use the external specialist’s
services in multiple divisions because their own personnel are
already fully committed, they see the benefits and don’t want to lose
momentum, and desire to make an immediate impact in many or all
areas of the company.
Many companies that cannot utilize an external specialist
have chosen to train and certify members of a 5S team through train-
the-trainer 5S training or even on-line 5S courses. Some specialists
offer discounted
registrants site-licenses
in a single for 5S
company. on-line
Team coursesquestions
discussion for multiple
and
suggested projects should always be included in a good site license
package.
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How can you get the most benefit from this book?
Learning in the same environment where the initial pilot
deployment will occur is ideal. The pilot implementation of this
system should be made in the actual environment in which the full
5S system will be eventually deployed. After pilot deployment,
continue with the next chapter.
Budget constraints sometimes prevent a company from
utilizing the expertise of an external specialist. In such cases, an
“internal specialist” who has learned the concepts of the 5S system
and has gained an understanding of how to apply them through this
book and possibly the accompanying 5S on-line course Anitech
offers, can be certified through the accompanying assessment tests.
This internal specialist will then lead the 5S effort. If a

company is not using the services of an external specialist, it is
highly recommended that a 5S Team be established for each division
or department, and that one or more 5S Leaders in the company be
designated. Each of these personnel should consider taking an on-
line 5S course and achieve at least 85% proficiency on each
assessment exam. Team members can all become certified through
this type of on-line course too.
How can you get even more benefits from this training
material?
Read, learn, assess and deploy a chapter at a time. After
reading a chapter, for a complete learning experience, go on-line and
take the accompanying 5S assessment test associated with that
chapter. If your score is 85% or higher, undertake the activities
outlined. Do not continue with the second chapter until pilot area
implementation has been made. If your score is under 85%, study
those areas in which your performance indicates more attention and
then retake the test. Completing this process will result in 5S
certification of expertise.
If you don’t remember all of the material the first time you
read a chapter, you can obtain a one-year license that allows you to
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re-read chapters and re-take the assessment tests on-line, at will.

Anitech encourages you to take a refresher course 3-6 months after
the initial course, and another 9-12 months after the initial course.
The second and third time you take the course will serve to reinforce
5S principles and provide renewed motivation for leaders and team
members, helping them to better promote adherence throughout the
company.
This optional training is based on an individual user license.

Only the individual who has purchased the license is authorized to
use it. Company site licenses are also available
Do most companies have a 5S “champion” or leader

even if they’re using an external specialist?
Companies that use the services of an external specialist to
implement a 5S system usually designate a 5S Team within each
division or department. The team, or selected individuals are trained
by the external specialist, assist in making initial improvements, and
then oversee ongoing implementation and follow-through. These
members receive training during the external specialist’s on-site
workshop and pilot implementation training, and assist in all phases
of deployment.
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Chapter Two
What is 5S?
What do the 5S’s stand for?

The 5S’s stand for the five steps in a systematic
organizational process: Sort, Straighten, Shine, Standardize and
Sustain. The steps should be implemented sequentially. The last step
requires an on-going process to maintain and update each of the first
five steps.
Sort: “When in doubt, throw it out”

In this first step of the process, needed and unneeded items
are separated and all unneeded items are removed. Although
seemingly a simple step, it normally requires input from several
people in the work area to determine what is actually currently
needed and the best method of dealing with unneeded items.
Examples of sort include removing jigs that are no longer used for
production from the workplace, discarding from desk drawers old
pens and markers that no longer write, or removing extra wrenches
from a pile on a worktable, keeping only as many as needed.
There is often a tendency to keep too much in the workplace.
The challenge is to see the area through “new eyes” so that unneeded
items become more readily apparent.
Straighten: “A place for everything, and everything in

its place”
In this step items are arranged so that they’re easily
accessible, easy to find and easy to return to their correct place.
Labels and other visual indicators are devised and deployed. Painting
outlines of tools where they are to be hung, color coding tools and
parts
places,of and
like placing
sizes, numbering toolssupplies
small office and theirinto
corresponding storage
compartmentalized
caddies are examples of Straighten.
The tendency is for workers to become accustomed to using
poorly placed materials, tools, equipment, etc. and the wasted time
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and effort this causes. The challenge is to discover which

items are causing inefficiency, and where to store them so that they
will be most easily available when and where they are needed.
Scrub: “Clean as you go”

The third step in the 5S process initiates a work ethic of
keeping everything clean and in order at all times. The connection
between cleanliness, quality and safety are emphasized. Examples of
Scrub include wiping machinery, sweeping, tightening loose belts or
bolts, cleaning gauges and indicators, tracking the source of leaks,
overheating or undue noise, and organizing papers and books on
office desks and shelves.
The tendency is for personnel to clean their areas
periodically, letting clutter, debris and dirt collect between cleanings,
rather than to clean as-they-go, at all times. The challenge is to
combat the attitude that “I don’t have time right now – I’ll do it
later” until it becomes clear that daily scrubbing is both easier and
more effective.
Standardize: “A method to our madness”

The first three steps will slip unless standardized procedures,
schedules and expectations are clearly identified and regularly
measured. During this step, a customized standardization method is
devised and implemented. Standardization examples include use of
checklists, institution of preventative measures to keep unneeded
items from entering the workspace, and job charts that delineate
responsibilities for maintaining various aspects of the 5S system.
The tendency, after the first 3 S’s have been deployed in an
area, is for them to slowly begin to erode. The challenge is to create
clear, concise and complete standardized measures that prevent this
from happening and to institute a system that guarantees they will be
followed
Sustain: “Old habits die hard”

In order to sustain improvements made during deployment of
the first 4S’s old habits will have to die. Changing the culture and
instituting new habits takes time and attention. It doesn’t happen by
itself. Examples of Sustain include scheduling time for 5S Teams to
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do periodic reviews and improvements, prominently displaying

posters or other visual reminders in the workplace, and offering
rewards and recognition.
The tendency is for 5S leaders and team members,
management, and/or operational personnel to expect changes to stay
in place once they’re made and not to notice they’re slipping. The
challenge is for 5S leaders and team members to take refresher
courses, and conduct refresher 5S deployment activities periodically
to ensure the necessary cultural change, and for management to offer
continually strong support.
How does 5S help you?

The 5S system makes work easier and more pleasant, results
in higher quality and efficiency, and creates a safer work
environment. It makes time on the job more satisfying, reduces
frustrations, fatigue, and contributes to pride among the workforce.
A company that has successfully implemented the 5S system is one
that can proudly and successfully showcase itself to customers and
suppliers. 5S results in increased profit. It’s a critical component of
good business practices that must be maintained in order stay
competitive in today’s market.
Using this system will result in a significant elimination of

waste in many categories, including overproduction, unneeded
inventory or transportation, lost time spent waiting, unnecessary
motion, over-processing products, correction of needless errors,
obstacles to efficiency caused by unnecessary parts, equipment, etc.
and under-utilization of human resources. It will reduce delays,
customer dissatisfaction, injuries and defects. It will improve
throughput, ROI, on-time delivery and profitability.
What obstacles may you encounter?

You may be among those fortunate implementers of the 5S
system who don’t run into any problems - everyone’s on board from
day one, and deployment goes like clockwork. If you find some
reluctance to embrace the 5S system, though, don’t be surprised.
Resistance from personnel may appear for a variety of reasons. They
may believe they don’t have time to implement and adhere to 5S, or
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that they don’t need it. They may not initially see the benefits. They
may have tried this or another system in the past and failed to sustain
it -“we tried it and it doesn’t work”. A less apparent obstacle may
be the belief that this is “somebody else’s problem”.
What do you need in order to overcome obstacles?

There needs to be management buy-in to make 5S succeed
100%. Later, when all personnel have experienced its benefits and
the culture has changed to make the 5S System part of daily routine,
those most directly affected will become its biggest supporters. To
gain support initially, it’s important that as many people as possible
become involved from the start. Management should enthusiastically
announce the launching of this new effort, explaining why it is going
to be deployed, how, when, with whom, and what the expected
benefits will be.
Teams should work together at each stage of deployment.

Everyone, at all levels throughout the company, should be
encouraged to seek areas for improvement and find creative
solutions. Before and after pictures may be displayed prominently
throughout the company. Suggestion boxes or boards may be used.
Periodic ratings may be made and posted, with rewards for those
meeting all criteria (pizza brought in one day at lunch for a
department, division or office, for example). Other larger rewards
may occasionally be made for individual excellence for suggested
improvements.
If 5S has so many benefits, why hasn’t every company

instituted it?
Many companies globally have 5S Systems in place. All
World Class companies have systematically organized through this
or a similar system. Companies who haven’t yet implemented a 5S
System, either don’t know about it, haven’t tried it, or have tried it
unsuccessfully. Whichever category your company fits into, this
book will provide you with the principles of 5S, and provide
techniques for implementation.
How can I get buy-in from management?
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Benchmarking is the best way to show management how 5S

works, and why. Anitech, Inc. can provide case studies and
benchmarking opportunities upon request. Click here for further
information about how your company can set up a benchmarking
tour, or for assistance in determining your individualized course of
action.
Deciding whether to use an external specialist

By the end of this book, and the completion of your pilot area
implementation, you will need to decide whether you alone will be
responsible for leading your company in the 5S deployment, whether
a team will take the course and together undertake the project, or
whether you and/or a team will work with an external specialist to
implement 5S.
It is important that you outline a course of action that will

best serve your company, its needs, resources, and opportunities for
improvement. We advise that a cross functional group that includes
members from management determine a clear strategy from the start.
If you want help in defining the strategy that will work best for you,
you can always contact an external specialist. They will be happy to
discuss your particular situation, needs, budget and desired outcomes
with you and help you tailor an appropriate course of action.
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Chapter Three
The First S: Sort
“When in doubt, throw it out”
How do we know if we need 5S?

The rule of thumb is this: if you haven’t already implemented
5S or a similar system in your workplace, you probably need to! A
well-organized environment doesn’t happen by itself. And,
obviously, if you haven’t ever deployed 5S, you need to start at the
beginning, with the first step: Sort.
Even if you’ve previously implemented an organizational

system, you may need to start at the first step again. No system
maintains itself. If you currently operate with a system of visual
controls, but have not strictly adhered to them, or have not sustained
the effort 100%, you should also start with the first step.
Some signs of a work area that needs to implement the first

step, Sort, include:
•
Process flow or production is interrupted or delayed by
unnecessary equipment or items that get in the way
•
People waste time looking for parts, tools, papers or other
items
•
The workplace is crowded, cluttered, difficult to work in
•
Walls, bulletin boards, windows, shelves contain unneeded
our outdated items
•
Aisles, stairways, corners, areas behind, beside or under
desks, cabinets, benches, etc. contain unnecessary items
•
Stacks of unneeded items, or shelves, cases, cabinets, etc
housing unneeded items, are placed between employees,
hampering communication.
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•
Money is spent to maintain unnecessary equipment,
fixtures, tools or other items.
•
Storing of excess items is resulting in damage to some of
them.
•
Excess stock is hiding other types of problems in
production or process.
•
Safety hazards are created by the presence of unnecessary
items.
•
Unnecessary items themselves present a safety hazard
(water, oil, chemicals, machines, physical obstacles).
•
Duplication of items occurs because of inability to locate
items when needed
These are some of the signs that it’s time to take stock, sort
what is needed from what is not, and GET RID of everything you
don’t need.
How did things get to be such a mess around here?

Distinguishing between needed and unneeded items isn’t as
easy as it sounds. If it were, clutter wouldn’t have accumulated in the
first place. Items that have slowly built up in the workplace have
become part of the culture. People are used to seeing extra items
piled on workbenches, (wrenches, tooling, fixtures, etc.) that may be
used only once a week, or folders that may not be opened for days.
They get used to working around things. They may believe that
“somebody else needs it”, or may believe (and often rightly so) that
they do not have the authority to dispose of an article even though
they know it isn’t regularly used.
It’s human nature to keep things nearby without stopping to

think whether they’re used often enough to warrant it, or to keep
larger quantities than are really needed, “just in case”. It’s also
human nature to continue doing things the way “they’ve always been
done.” That’s how we got in this mess. Now let’s look at how we get
out it!
Who’s going to decide what we get rid of?
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Some people will be overjoyed to learn that you’ve decided to get rid
of those things they’ve been reaching over, stepping around,
searching behind or under for months or years. They’ve probably
been frustrated or annoyed more than once by unneeded items in
their work area.
Others may not know what all the fuss is about when the new
5S campaign is announced. They’re so used to the clutter that they
don’t even see it any more. They may be less enthusiastic about the
launching of the new 5S campaign, however. They’ll want to know
what it’s all about, how it affects them, and how it’s going to benefit
them. They’ll become convinced through good communication
before and during the 5S implementation, by becoming involved in
the improvement process themselves, and by experiencing the
improvements first hand.
After the initial effort, everybody in the work area should be

involved, working together to identify unneeded items, gaining a
new mindset and determining to see through “new eyes” in order
eliminate all unneeded items in the sorting process. Everyone will
need to adhere relentlessly to the same criteria. First, though, for the
5S deployment, you will form a team to initiate the project.
Try to get both types on your implementation team - those

who find unneeded items an annoyance, and those who don’t see
what the big fuss is all about. But if possible, don’t put like numbers
of the two types on the team. You’ll need more of those who find
unneeded items an annoyance than those who are used to
overlooking the clutter. In addition, you should include in your team
some members from outside the division, depart or office where 5S
is being implemented, to offer fresh eyes.
You’ll need input from all people involved in the particular

work area under study, not just team members, in order to determine
what is actually currently needed and in what quantity they are
required. Remember, too, that it’s critical to have support of
management in the implementation and sustaining of the 5S system.
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Note: It is vital to maintain all required facilities during and

after your 5S implementation. Team members and activities must be
planned with this foremost in mind.
Once you’ve formed your team and are ready to take the first
step, how do you decide what to do with all those things
accumulated in the workplace?
Ask yourselves: Do we need this today?

This will be the key criterion throughout the 5S process. If
you don’t need it today, you probably don’t need it on the production
floor, or the top of the desk. Although there are exceptions, this is
the mentality you need to use in the evaluation and implementation
of upcoming stages.
Step by step, you’ll determine whether items are ever used, if

so how often and where, and in what quantity. From these
determinations you’ll devise handy, efficient, visually controlled
storage for everything you’re going to keep. You’ll provide a
convenient place right on the production line or desktop for what
you need today. You’ll prepare adequate, appropriate, clearly
marked storage for the things you need tomorrow, or the next day, or
next week. You’ll get rid of everything you no longer need and
excess quantities of the things you need.
You will be taking an uncompromising look at everything

from floor to ceiling, wall to wall, under and above, beside and
inside, asking the same questions of everything you see: Do we ever
need this here? Do we need this many of them?
In the next steps, we’ll ask of what remains in the work area,
do we need it today?
Do we EVER need this here?

Examples of items that may be placed in the unneeded
category include:
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•
Obsolete equipment, tools, fixtures, files, books or other
items
•
Infrequently used equipment, tools, fixtures, files, books, or
other items
•
Any item about which there is a question in terms of how,
where or when it is used
•
Items stored in one area but used in another area
•
Excess quantities of items
•
Items not needed for the current process, production,
project or schedule
•
Defective items
•
Worn-out items
•
Old memos, manuals, visual displays, notices, etc.
Do we need this many?

If there are more of the items in the work area than are
needed for the current production cycle, shift, day’s work, etc. there
are probably too many. Extra quantities should be stored off-line or
off the desktop.
Divide and conquer

When you know which items you need, and in what quantity,
you’re ready toand

divide needed separate the unneeded
unneeded, items.
you’ll have As soon
begun as you
to gain begin
control to
over
the workplace. If you scrupulously follow this first step, eliminating
everything from the workplace that is unneeded, there will be an
immediate sense of accomplishment, and immediate improvement to
build upon. Success breeds success.
A word to those who are concerned that if they throw

something away today, they’ll be sure to need it tomorrow: never
fear. Items declared unneeded are going to be placed in a temporary
holding area, evaluated by all relevant personnel, and only finally
permanently disposed
Those items that of whenof all
aren’t disposed mayappropriate
be placed inpersonnel agree.
a less obtrusive
storage area, freeing the work environment from unnecessary items
while at the same time staying prepared for that “just in case” event
in the future.
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What will you do with items you’ve decided may be

unneeded? First, they’ll be red tagged and placed in a separate
location.
Red Tagging
The red tagging process identifies and clears out all unneeded
items that have collected. During the 5S implementation, methods
will be instituted to keep this kind of clutter from building up again
in the future. There may be items in the work area that are
unidentified. Workers may not know what they are, how or when (if
ever) they are used, or why they were placed there in the first place.
To find the answers to those questions, personnel from the entire
facility, division, department, or office need to be involved. A simple
and effective way to obtain their input is through the red tagging
system.
Red tagging procedure is as follows:
1. Select the red tag area

In selecting the area where the first S (Sort) will be
implemented through the red tagging process, ask yourselves these
questions: Will the effort be company-wide or confined to a
department, division, office, etc? Will there be a pilot area
implementation first before a larger effort is undertaken? Which area
and staff do we expect to have the greatest success in the initial
effort? Management and the 5S Team must answer these questions
before the initiative begins, select the initial 5S deployment area, and
choose members for the 5S Red Tag team. It is wise to select an area
where greatest success can be expected for the initial deployment.
A pilot area implementation, with a scheduled red-tagging

effort to follow in each additional area of the facility is
recommended unless the facility is small enough to do a company-
wide deployment initially. The red tagging effort should be
completed in 1-2 days or less. If the area selected is too large it may
result in overlooking some items that should be tagged.
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In addition, it is important to remember that this is a new

undertaking for the team. They need to have sufficient time to
discuss and agree upon criteria, items selected, etc. Don’t choose an
area that is so large it prevents them from being effective during this
part of their learning curve.
2. Organize the Red Tag team

The Red Tag team should include all members of the 5S team, as
well as additional appropriate parties such as representatives from
maintenance, engineering, tool room, production control, etc. in a
factory. In an office, additional personnel might include staff from
maintenance or other departments, and other support staff. It is
recommended that at least one person be involved in red tagging
who is in not a part of the division, department or office being red
tagged, in order to bring a set of “fresh eyes” to the event from the
start. The Red Tag team will function only in this first step of the 5S
process, which should last 1-2 days per deployment.
3. Prepare the Red Tag team for deployment

Use a Red Tag Team Informational Form
First, the Red Tag team (which includes all members of the
5S Team), led by the 5S leader and/or external specialist, should be
given an overview of the 5S System, and of the part they will play in
its first step: Sort. Included in the information they are given should
be the following:
•
Duration and scope of the entire 5S implementation
•
Duration and scope of pilot Red tagging in relation to the
entire 5S pilot implementation (1-2 days per area)
•
Number of 5S deployment phases, dates and areas for
which they are scheduled
•
Goal of 5S implementation – expected results and benefits
•
The part they will play in following phases of the
company-wide 5S deployment.
Ideally, all Red Tag team members will receive the complete
5S training, and participate at some level in its full pilot deployment.
The Red Tag team’s attitude and success will be invaluable to the
efforts of the overall 5S implementation. Their enthusiasm and news
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of benefits from their initial effort will help build momentum and
support for 5S among all company personnel.
A key to creating a successful experience from the start is for

Red Tag team members to be given ample time, information and
incentive to do a thorough, deliberate and yet quick blitz of the
assigned area. Leadership from the external specialist or internal
leader and from management is also an essential agreement.
4. Determine types of items to be evaluated

Use a Red Tag Criteria, Documentation and Notification Form
The Red Tag team should make a list of every type of item that is
found in the targeted area. Included are the following examples:
•
Equipment
o Tools
o Gauges
o Carts
o Dies
o Fixtures
o Machines
o Other
•
Inventory
o Raw material
o Parts
o Products
o Work in process (WIP)
o Excess inventory
o Defective inventory
o Other
•
Furniture and / or Storage (one or two categories, depending
upon your asset tracking procedures)
o Desks
o Cabinets
o Chairs
o Shelving
o Partitions
o Cupboards
o Boxes
o Misc. and other
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•
Fixtures and Fittings
o Wires
o Tubs
o Pipes
o Misc. and other
•
OSHA and Safety violations
•
Bulletin Boards, Production Boards, Scheduling Boards etc
o Newsletters
o Memos
o Notices
o Flyers
o Misc. and other
•
Documents, files, etc
o Stacks of papers, file folders etc
o Magazines, catalogues, etc
o Schedules
o Misc. and other
•
Space – miscellaneous clutter:
o On floors, stairways, in aisles, etc.
o That blocks access to electrical panels, gauges, etc
o Behind cabinets, desks, shelves, etc
o Under desks, in drawers, etc.
5. Set red tag criteria

In a production area, a simple and effective red tagging
criterion is the upcoming month’s (week’s, day’s, shift’s) production
schedule. All items needed in that schedule are kept in the area. All
items not needed in that schedule are removed from the area.
Another way to determine whether an item is needed or not,

is to ask these types of questions:
•
Is this item within arm’s reach of the work it is used for?
•
Is this item used daily? (or is it used on this shift; during this
production schedule, etc.)
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•
Is this quantity of this item used daily? (or on this shift,
during this production schedule, etc.)
Each company will need to devise its own specific questions

and metrics, based upon their particular circumstances. Rules of
thumb are:
Items that are used several times a day (shift, hour,
production cycle, etc.) should be stored within arm’s reach whenever
possible.
Items that are used less than once per day (shift, hour,
production cycle, etc) should be stored off-line, or off the desktop.
Surplus items should be stored off line, or off the desktop.

Only keep the number needed for that day’s (or shift’s, hour’s,
production cycle’s, etc.) work within arm’s reach.
6. List and gather needed supplies

For this event supplies are minimal. They include the
following:
a. Red Tags or material from which the red tags will be

made, markers and ties. A way to gauge the average
number of red tags needed is to multiply the number of
employees who work in the area to be red tagged by 4 or
5. This will give an approximate number of tags and ties
(or tape) needed.
b. Colored tape, rope, or other material to delineate the red

tag holding area
That’s it! No other supplies are necessary, although you will

want to have adequate garbage bags or cans on hand.
Note: Tags should be purchased or made prior to the 5S

deployment. Although red tags are available from many sources,
companies sometimes prefer to individualize information contained
on them. If you are going to use customized tags, the Red Tag team,
the 5S team, and/or 5S leader should meet in advance to determine
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criteria to be contained on the tags and authorize printing. Suggested

criteria includes any of the following:
•
Name of person who red-tagged the item
•
Date
•
Department (division; office, etc)
•
Name of item (or description)
•
Identification number of item (where applicable)
•
Quantity
•
Category
o Equipment
o Furniture or storage
o Fixtures or fittings
o Inventory
o Documents
o Maintenance supplies
o Other
•
Frequency of Use
o Never
o Seldom
o Less than once per month
o Once a week
o Once per day or more (but not in this area)
•
Suggested Action
o Discard
o Store in distant place
o Store in factory (office)
o Store near area
o Store in area in which it is used
7. Create a red tag holding area

Set aside an area for storing red-tagged items while they
await final evaluation and disposition. This area needs to be centrally
easily accessible, close to the area being red-tagged, but not in the
way of work flow. Size will vary depending upon types of items that
may be red-tagged. The Red Tag team should estimate size and
number of items they may be removing from an area and set the size
of the red tag holding area accordingly.
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8. Set and announce the red tagging schedule

It should be announced in advance to all staff concerned that
the Red Tag team is going to move items in their area during the first
and possibly second days of 5S deployment. Announce days and
times affected, purpose and procedure of the Red Tag event, and
amount of time items will be held in the red tag holding area.
(Usually from 10-20 days; never more than 30 days) Announce that
during the holding time any interested or affected individuals or
departments should schedule a walk through the area with the Red
Tag holding area manager to make recommendations for final
disposition.
After the event, one day per month should be scheduled for a
walk through the area for the purpose of red tagging any items that
have accumulated since the initial activity. It is not necessary to use
the entire team for these follow up efforts. Generally, this is a three-
person exercise.
When effective counter measures have been put into place,

these periodic red tagging walk-throughs should uncover a minimal
number of items to be red tagged. If this is not the case, the 5S team
needs to review the newly devised standards and enforcement policy
that were instituted during the 5S campaign as counter measures to
the collection of unneeded items.
Note : Some 5S proponents say that the red tag event is a one-
time only occurrence, and that implementation of counter measures
for the build up of unneeded items will make it unnecessary to hold
any follow up red tag walk-throughs, Anitech does not recommend
following this advice. It is typically necessary to schedule periodic
red tag walk-throughs. A good plan is to schedule them monthly for
3-6 months. If at least two of these walk-throughs have uncovered no
items that need to be red tagged, go to a bi-monthly or quarterly
schedule. It is important that the schedule be set, communicated and
adhered to, whether monthly, bi-monthly, or quarterly. Keeping this
a regularly scheduled event helps re-enforce the cultural changes
necessary to sustain the 5S system once it’s in place.
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9. Inspect and sort the work area

Speed is key to success in the inspection and sorting of
needed and unneeded items during the 1-2 day Red Tag blitz. The
team should move quickly through the area designated to be red
tagged. Unless the area is large, one day should be enough time to
complete the event. The maximum time for red tagging should be
two days.
Move through the red tagging area checking each against the
criteria you have established. Be relentless. When in doubt, move it
out! Remember, the red tagging area is a holding area, not a landfill.
If someone else in the company discovers a needed item has been
red tagged it can easily be reclaimed.
Some items may be clearly disposable: outdated notices or

irreparably damaged items, for example. Don’t red tag them. Get rid
of them. All other items, after being inspected by team members and
found questionable, should be tagged with all known relevant
information, and taken to the holding area.
Use a form similar to the Anitech Red Tag Criteria,

Documentation and Notification Form ( A5S.2)
10. Attach red tags to relevant items

Tie or tape a red tag to each item in question. Guidelines are:
•
Fill out all known relevant information before attaching
red tag to item
•
Each team members should look at items tagged by
another member, verify that they are unneeded, and add
to relevant information on tag if applicable
•
Tag all items that thought to be unneeded
•
Tag excessive quantities of needed items
•
Tag each item individually (boxes or shelves full of items
should not be tagged as one item)
11. Place all red-tagged items in holding area

All red-tagged items should be moved to the holding area for
the agreed upon amount of time. If an item is too large to remove
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from the work area, it should be red tagged, and the red tag
manager should make arrangements for inspection and disposition.
During the holding period (from 10-30 days) all affected staff should
do a walk-through of the red tag holding area. They should add all
available relevant information to tags and notify Red tag manager of
any items that should be returned to the work area or placed in a
different work area. All suggestions for disposition must be made
within the stated holding time.
Company-wide announcements for appropriate personnel to

inspect items in the pilot red-tag holding area serve a dual function.
First, their feedback is necessary before final disposition of items
occurs. Secondly, the communication will familiarize personnel in
other areas with the red tagging process and its benefits. Support for
the initiative will build. An understanding of the 5S System, its
methods, techniques and rewards, will grow as implementation
spreads from area to area.
Note: Management can help build awareness and buy-in for

the 5S deployment at this stage by immediately calling attention to
progress made. Prominently displayed Before and After photos,
announcements, memos, division, team or individual rewards, etc.
can be used quite effectively in conjunction with red tagging.
12. Designate a red tag holding area manager

Management needs to participate in selection of this person.
The candidate will most likely come from the 5S Red Tag team.
13. Conduct a “fresh eyes” inspection with outside

personnel
At this point it is helpful if two or more team members walk
through the red-tagged area with two or three people from outside
that area, giving it one last look. Fresh eyes may locate additional
questionable items that the Red Tag team overlooked.
14. Tag additionally identified items and move them to

holding area
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Follow the same procedure as above for all items additionally

identified.
15. Evaluate each red-tagged item

Be sure that all relevant department, division, office,
manager, staff members, etc. are informed that they must inspect the
holding area and evaluate each red-tagged item before the specified
cut-off date. Persons evaluating items will need to arrange inspection
with the red tag manager and make their recommendations to him or
her. All additional recommendations and information must be added
to red tags before final disposition.
At the specified cut-off date, the red tag event is finished and
the red tag manager is responsible for immediate disposition of all
items in the holding area.
16. Create a system of documentation

The Red Tag team will need a thorough and easy-to use
system of documentation for red-tagged items. This may be
produced from the Anitech Red Tag Criteria, Documentation and
Notification Form ( A5S.2.) It keeps a record of all items tagged, all
information entered regarding each item, and generates necessary
tracking documentation. If the Anitech form is not used, the Red Tag
team will need to create its own documentation form and system.
Documentation to be logged and tracked should include the

following:
•
Category of red-tagged item
o Equipment
o Furniture or Storage
o Fixtures or Fittings
o Inventory
o Documents
o Maintenance supplies
o Other
•
Disposition
o Discarded
o Returned to supplier
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o Moved to ______ (stored in another location in

company)
o Distributed to _______ (for use in another
location in company)
o Sold
•
Value
•
Depreciation
•
Notification of appropriate personnel
•
Person who carried out disposition
•
Date of disposition
•
Area covered
•
Dates of Red Tag event
•
Names of Red Tag Team members
•
Name of Red tag manager
•
Categories and numbers of items red-tagged
•
Copy of communication that went to all relevant
personnel for evaluation
•
Date for final evaluation before holding area is cleared
•
Schedule for Red Tag events to be held during the year
•
Recommendations
•
Authorization for disposition, including date and
signature
•
Other
17. Document results of red tagging initiative

The Red Tag team should prepare a concise document, using
their form, the Anitech form or another, compiling results of their
completed initiative as a report-out to management.
18. Devise a plan for disposition of red tagged items

Red Tag team recommendations form the basis of the
disposition plan. Each item needs to be accounted for in the plan.
Personnel responsible for each type of disposition, method of
disposition and date need to be included in the plan.
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19. Notify appropriate personnel to make final

disposition
After other personnel have completed inspection and
evaluation the Red Tag manager should obtain authorization for final
disposition, make arrangements, notate on red tags and document on
the updated report-out form. Strict adherence to the cut-off date is
important. Final disposition of all items should occur on that date.
20. Temporary red tag holding area

A temporary Red Tag holding area should be set up for
placement of any questionable items in the future that need to be
inspected for possible disposition. Red Tag holding area manager
should oversee this process and area. This may be a portion of the
original red tag holding area.
A Red Tag Criteria, Documentation, and Notification Form

can automatically notify all appropriate personnel of disposition. If
this form has not been used, the Red Tag manager should make
notification.
21. Layout evaluation and re-design of area from which

red-tagged items were removed
Removal of unneeded items in the targeted work area may
have cleared enough space that layout can be changed for a more
efficient workflow. Evaluation and possible re-design of the space
will be done in the second step: Straighten.
22. Analyze reason unneeded items have built up

Find the root cause for build up for each category of item that
was red-tagged, and if necessary for individual items within each
category. Some causes might include:
•
Defective products are produced, not disposed of
properly, and reason for defect is not determined and
corrected
•
Inadequate storage locations in work area and off line
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•
No standardized procedures for regularly purging excess
items
•
Overproduction causing inventory build ups
•
Inadequate transportation of items in and out of work
area
•
No time included in daily routine for workplace
organization
23. Develop counter measures (standards) to prevent

reoccurrence
Each cause discovered during analysis should be documented
for use in the second step: Straighten. During this step organizational
techniques will be deployed. Standardized procedures and reporting
systems will be developed during the fourth step: Standardize
24. Create and communicate summary of Red Tag

analysis results
If a Red Tag Form has been used during this process, you
should use it to generate a summary of results and send them to all
appropriate personnel by email. If this form has not been used, the
team should create and communicate this summary.
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Chapter Four
The Second S: Straighten

A place for everything, and everything in its place”
What’s the big deal?

Granted, some people are better than others at making an
office or shop neat and tidy. But nearly anyone can do a passable job
of straightening up the place. If that’s all there was to the second step
you could skip to the next chapter now.
The Second S, Straighten, is at the heart of creating a
maintainable and efficient system that can be used by anyone. It
entails much more than making the office or shop neat and tidy.
When properly executed, this second step creates an organizational
system that can be standardized and sustained, providing substantial
improvements that translate to significant increases in ROI.
What happens in the Second Step: Straighten?

All needed items (those left after red tagging has been
completed) are arranged for efficient and easy use. Then they and
their storage areas are marked or labeled so that anyone can easily
locate them and anyone can easily put them away.
Two key components of this step are determining best

placement of all items in order to reduce waste, and marking in such
a way that anyone can immediately find and return the item.
What kinds of problems does Step 2 eliminate?

Some examples of the kinds of waste or problems that occur
when items are not arranged for efficient use, or are not marked to
guarantee proper storage at all times, include:
•
Each time an office worker needs to punch holes in a paper,
he has to go to the workroom to use the three-hole punch.
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•
Most office personnel use the punch once a week or less. One
person, however, uses it more than once a day. Yet, the hole-
punch is no closer to his workstation than to the ones of those
workers who need to use it only once a week.
•
Certain sets of files are kept in the workstation of one
secretary, at the back of a large office area. When others need
one of those files, they have to get the key from the woman at
that workstation. Unfortunately, her work takes her away
from her desk often, and others regularly waste time looking
for her so they can get a needed file.
•
A worker searches for a needed assembly aid that he left in
the production area just before going to lunch. It isn’t there
when he returns and he wastes twenty minutes looking for it
before the co-worker who used it returns from his break and
locates the missing production aid.
•
A worker takes a box of parts from a shelf, to be used in the
production line, not realizing that the wrong box of parts has
been placed in the spot where he usually gets the needed
item. The switched part isn’t noticed by the operator until
after he’s already made a defective product. Then, the line is
shut down while the correct parts are located and brought in.
•
A worker trips over a box of items left in a walkway, falls
and is injured. He is off the job for three days.
Often, the problems that arise from poor arrangement of

items in the work place, or failure to properly replace items, are
overlooked or fail to be attributed to the root cause. Many kinds of
waste, or problems, in the production area or office have become so
habitual that they’re taken for granted. Others may a source of
frustration for workers, yet sustainable solutions have not been
found. Sometimes a co-worker is blamed when, in fact, the system
itself is at fault.
When considered individually many of these problems may

seem inconsequential. When added together throughout the course of
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a day, however, and multiplied by the number of workers

experiencing the same wasted motion or other difficulty, they can in
fact be very significant.
What are the areas of waste reduced by Step 2?

All waste reduced by the second step could fit into the
st
category of wasted time. In the real-time environment of the 21
century enterprise, a company cannot long remain competitive if it is
wasting production or process time. Three main areas of wasted time
(and with it the associated waste of energy and effort) that the
second step improves are:
1. Lost time spent looking for items

2. Lost time due to difficulty in using items
3. Lost time in returning items
What are the benefits of the Second Step: Straighten?

When time lost from unnecessary searching, returning and
difficult usage is reduced you will receive the following benefits:
1. Improved quality
2. Improved productivity
3. Improved safety
4. Improved satisfaction among workers
How do we know which items need to be relocated or

marked differently?
Ask these questions:
1. Is the item easy for anyone to find?
2. Is the item easy to use?
3. Is the item easy for anyone to return?
4. Is equipment involved standardized?
5. Would the standardization be clear to anyone?
6. Have limits been set?
7. Are the limits clearly understandable by anyone?
A good guideline is this: Ask whether a new employee would

be able to find, use and return the item the first day on the job. If the
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answer is no, in nearly all cases the item has either not been located
or labeled as well as it needs to be.
Considerations
There are three main considerations in determining the
location of items are:
1. Frequency of use
Rule of thumb: The more often it is used, the closer it is
kept
2. Safety
If it in any way presents a safety hazard, it is not properly
stored and/or marked
3. Process flow
Consider each of the following characteristics to determine
whether items are located for optimal process flow:
a. Weight
b. Height
c. Space
d. Availability
e. Proximity
f. Visibility
g. Standard indicators
h. Its use in conjunction with other items
•
Items used together should be stored together
•
Items used together should be stored in the sequence
in which they are used
1. Categorize all items
•
Those that should be replaced after each use
o Place in order of use
o Place as close as possible to point of use
o Place where least motion, and most efficient
motion, is used in removing and replacing
•
Those that are not replaced after each use
2. Map the area

1. Map the workspace layout. Include all equipment, tools,
furniture, parts, supplies, inventory, machinery, etc. in
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2. this area map. It may be done in the form of a floor plan,

area diagram, or other.
3. Indicate work flow among all items on the map. Use one
arrow for each operation or task. Draw the arrows
sequentially, in order the tasks are performed, and
number each arrow.
3. Analyze the map
1. Study the area map – sometimes called spaghetti diagram
– to discover areas of congestion.
2. Highlight or in some way mark the areas of congestion.

These areas will contain your highest degrees of waste.
3. Analyze all motion to discover waste, using the following
industrial engineering style principles:
•
Start and end each motion with both hands moving at
once
•
Both arms should move symmetrically and in
opposite directions
•
Keep trunk motions to a minimum
•
Use gravity instead of muscle
•
Avoid zigzagging motions and sudden changes in
direction
•
Move with a steady rhythm
•
Maintain a comfortable posture with comfortable
motions
•
Use the feet to operate on and off switches for
machines where practical
•
Keep materials and tools close and in front
•
Arrange materials and tools in the order of their use
•
Use inexpensive methods for feeding in and sending
out materials
•
Keep operators at a proper height for the work to be
done
•
Make materials and parts easy to pick up
75
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76
•
Make handles and grips in efficient, easy-to-use
shapes and positions
4. On the map, indicate where all known wasted motion

occurs
4. Evaluate use of tools

•
Eliminate as many jigs, tools, dies, templates, etc as
possible by making them serve multiple functions.
5. Look for following types of problems that can create wasted

motion
•
Workbenches or tables that are too wide
•
Parts that require turning, twisting, bending or
reaching behind
•
Items that are hard to see or reach because they are
laid out horizontally rather than vertically or on a
slant
•
Items that are too far above or below eye level to be
seen well
•
Items placed too high to be reached in normal
working position
•
Items arranged so that crossover of hands is necessary
(not in order of use)
6. Look for areas of congestion and wasted motion in the new

area layouts
7. Create a new area map

Design and map new layouts, drawing and numbering arrows
to show sequence of work flow, refining until as much wasted
motion as possible has been eliminated.
8. Design new storage

1. Storage should be enough larger than the item so that it
can be easily removed and returned
2. Store tools according to function if they are used in job
shop production
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78
3. Store tools according to their product base if they are used

in repetitive production
4. Create suspended storage for tools where possible
9. Continue to improve your layout design until you have

eliminated all waste that you can at this time.
10. Deploy the new layout

1. Implement the new design as a pilot project, moving all
equipment, tools, furniture, parts, supplies, inventory,
machinery, etc to their new locations
2. Evaluate actual work flow undertaken in the newly
designed layout
3. Make improvements in accordance with evaluation
Signboard Strategy
Remember – the goal is for anyone to be able to determine at
any place and any time in a factory what goes where. Use of
signboards is a key strategy for this.
What information should a signboard convey? What, where,

and how many.
Types of signboards:
1. Inventory, showing items needed for current-charge
2. Machine’s acquisition date production purposes.
3. Machine/equipment: (to be hung from ceiling over
machine, posted against a wall or on machine itself).
a. Name of machine
b. Process name
c. Operator or other person-in
4. Shop: display plant name, line name, cell name, etc.
Steps in signboard deployment:
1. Determine locations
a. Develop a floor plan from previous area layout
b. Map the applicable process in sequence, showing
direction of product or process flow
c. Identify bottlenecks and flow congestion
79
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d. Develop and draw an improved flow map

e. Simulate and optimize the new flow
f. Deploy the new layout in the workspace.
g. Continue to revisit and improve the new layout
2. Prepare locations
3. Make and post signboards and/or labels that show what,
where and how
4. Determine how to recognize when items are out of place
using location limit
Use of signboards and other visual controls

Signboards are a way to identify what goes where and how
many belong in each location.
Three main types of signboards:
•
Location indicators (show where items go)
•
Item indicators (show what specific items go in those
places)
•
Amount indicators (show how many belong there)
Signboards are often used to identify:
•
Names of work areas
•
Inventory locations
•
Equipment storage locations
•
Standard procedures
•
Machine layout
Visual Controls
Visual controls are used to make out-of-control items
obvious. They are used to communicate in set and recognizable
visual standards, and to identify:
•
Waste
•
Deviations
•
Normal vs. Abnormal (problems)
•
Opportunities for continuous improvement (kaizen)
•
Location
o limits
Red = exceeds limits
o Yellow = limit lines
o White = location lines
o Tiger stripe = hazardous area
81
Methods of visual control:

•
Flow diagrams
•
Color coding
•
Signs
•
Labels
•
Audio
•
Touch
•
Other
Examples of Visual control

•
Workplace metrics chart
o Inputs needed (customer)
o Outputs generated (supplier)
•
U.S. Highway signs
Six Levels of Visual Control

1. Share information and/or results of control activities
o The visual display of all information helpful
to activities and goals of all individuals related
to a given area
o Specific emphasis given to information related
to targets and expectations
2. Share established standards
o Display of information and use of established
standards so that non-conformance can be
easily detected and everyone can easily
identify and correct abnormalities
3. Build standards into workplace
o Make the work environment itself
communicate established standards
Use space, demarcations, containers,
equipment, barriers, etc. to
communicate
Use sized and height limits, signs,
colors, etc.
4. Warn about abnormalities
o Build in lights, alarm bells and buzzers and
other devices that can easily be seen or heard
83
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84
o when signaling a warning about an

abnormality or need (as for parts or
assistance)
5. Detect abnormalities
o Devices are installed to immediately detect
and stop abnormalities at their source before
they move on to the next step or process
6. Prevent abnormalities
o A mistake-proofing device is installed (once
the exact cause of a defect is discovered) to
ensure that the abnormality or defect cannot
re-occur. Redesign of a section of the
equipment may be necessary at this level).
Steps in developing visual controls
1. Brainstorm ideas and document
2. Evaluate level and potential effectiveness of ideas
3. Choose which controls to use for each element
4. Prepare material for visual controls
5. Implement control
Information to be Displayed on Visual Control Charts

•
Identify storage, operation, equipment or safety
condition not in control
•
Record specific information relevant to element not in
control
•
Record ideas for visually controlling each element
Painting Strategy:
This is a method for identifying locations on floors
and walkways. Although it is called painting, you can use
tape, acrylic, or other materials to create divider lines in order
to mark off walkways, etc. Divider lines include such uses as:
•
Cart storage locations
•
Aisle direction
•
Door ranges
•
Place markers for worktables
85
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86
•
Tiger marks to show where inventory and equipment
should not be placed or to show hazardous areas.
In designing layout, remember:
•
U shaped cell designs are generally more efficient
than straight production lines
•
In-process inventory should be positioned carefully
for best production flow
•
Floors should be leveled or repaired if possible before
divider lines are laid down
•
Walkways should allow for safety and a smooth flow
of goods by being wide enough and avoiding twists
and turns
•
Divider lines should between 2 and 4 inches wide
•
Paint colors should be standardized and the colors
should be bright
Location map is a signboard showing location of parts, tools,

jigs, dies, equipment and machinery. It does not use areas
showing work flow
Color Coding Strategy can be used to show which parts,

tools, jigs and dies are to be used for which purpose. For
example, parts used in making a particular product can all be
coded with the same color.
Outlining strategy: Drawing outlines of jigs and tools in their

proper storage positions show where they should be placed.
Steps of Sign boarding:

1. Set up training for signboards.
2. Organize signboard-strategy promotion teams
a. Include shop floor supervisors, group leaders,
section and department managers.
3. Draft a schedule (each team should draft its own daily
schedule and display it.)
4. List all needed items, including inventory items
a. Page number
b. Relevant line, work group or process
87
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88
c. Categories are: raw materials, secondary

materials, in-process inventory and products
d. Use common names in that category.
Specifications should be in separate column
e. Amounts in terms of unites in which they are
stored (pallets, boxes, drums, etc.)
f. Note maximum number that should be stored in
the designated area.
5. Equipment lists
a. Public (for each factory, department, workshop or
line)
b. Personal (each set of equipment used by an
individual worker, such as tools, jigs, supplies,
etc.)
c. Equipment list should include machines, jigs and
dies, measuring tools and gauges, work vehicles
and conveyance vehicles and work supplies.
6. Designate Storage Sites
a. From current layout diagram
7. Install place markers and signboards
a. If storage place is on the floor, mark off and
identify the space
b. If storage space is on carts, pallets, etc mark off
areas where those devices are stored.
c. Mark off all related walkways
d. Use standard area divisions
8. Once all target items have been listed, make signboards
a. Use metal, acrylic, adhesive-backed paper, coated
board – etc.
b. Attach signboards
c. Fill in signboards
9. Maintain ongoing improvement activities
a. Take photos to document organization and
orderliness
b. Use memos to keep people aware of problems that
need to be addressed
c. Set up suggestion system to continue
improvements
d. Draft improvement case study reports
89
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10. Evaluate
a. Create evaluation system
b. Maintain list of essentials for maintaining Step 2
c. Report on activity results
91
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Chapter Five
The Third S: Shine

“Clean as you go”
The purpose of this step is to clean everything , and then keep

it clean. This, too, sounds like an obvious step in creating a safe and
efficient workplace. But, in fact, far too many work environments
are not effectively cleaned, and kept clean. Keys are an initial
thorough scrubbing, then adopting a clean as you go philosophy,
building
schedules,cleaning intocleaning
and using preventative
as a maintenance assignments
form of inspection and
to expose
abnormal conditions.
Examples of how an unclean work area can affect efficiency

include:
•
Poorly lit areas are hazardous, and can contribute to
sloppy or defective work
•
Customers will have less confidence in a supplier whose
work area is unclean
•
Dirt such as grease, oil, etc can create hazards for the
worker
•
It is harder to detect problems in dirty equipment or
machinery, leading to breakdowns rather than quick
prevention/repairs
•
Unclean equipment is more likely to produce defective
products
•
Clutter leads to inefficiency
•
Morale can be lowered by working in a cluttered or
unclean environment
1. Determine target areas for scrubbing

•
Warehouse
o Raw materials, parts, components, finished
products, etc.
•
Equipment
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o Machines, tools, dies, worktables, cabinets, desks,

chairs, etc.
•
Space
o Floors, work areas, walkways, walls, ceilings,
windows, shelves, closets, lights, etc.
2. Assign scrubbing responsibilities
•
Divide factory into areas
•
Assign individuals or teams to each area
•
Schedule cleaning times
3. Determine each item to be cleaned in targeted area
4. Determine and acquire supplies and equipment needed
5. Try to limit regular cleaning tasks to 5-minutes (assign tasks
accordingly)
6. Undertake initial scrubbing – thorough scrubbing of entire
area. This may take more time than subsequent
“maintenance” cleaning, which should be done in 5 minute
blocks
7. Make periodic cleaning a habit – build it into the regular
daily work schedule
8. Incorporate inspection procedures into the cleaning schedule.
Operators, not maintenance staff, should be in charge of their
own machines.
•
Train operators to look for minor or sporadic
malfunctions or abnormalities
o Oil leaks, wear, warping, color changes, etc.
o Changes in sound of machine
o Unusual odors
o Unusual or excessive wobbling, vibration, heat,
etc.
•
Write cleaning/inspection assignments on signboard, or
on sign attached to each machine. Inspections should be
done systematically and routinely. Establish regular
routines for cleaning and inspecting all systems, such as
hydraulic systems, pneumatic systems, lubrication
systems, etc.
•
Create inspection checklist
•
Train operators to correct problems revealed during
inspection whenever possible
95
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•
Create maintenance request form and system for
problems operator cannot fix. A flag or other indicator
should be attached to the machine, visible to all
concerned.
97
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Chapter Six
The Fourth S: Standardize

“Get a system and stick to it.”
The purpose of the fourth S, Standardize, is to create a

system that will systematically maintain and monitor the first three
S’s in a predictable and organized manner. Standardization includes
the following steps:
•
Post required information so there is no searching
o Production schedules
o Delivery dates
o Destinations
o Lot size
o Downtime
o Other
•
Standardize information requirement
•
Make information requirements visual
•
Devise methods/controls that:
o Cause deviations from standard to surface
o Keep re-accumulation from occurring
o Indicate danger
o Communicate ideas generated
o Set limits
•
Assign 3S responsibilities: area, schedule, 3S job
descriptions, and schedules, with appropriate
checklists and/or forms
o Each staff member needs to know his/her job
assignment, responsibility for the maintaining
the first 3 S’s in his/her workspace
o Delivery sites should likewise be marked and
job assignments made for maintaining the first
3S’s.
•
Integrate 3S duties into regular work assignments.
o Visual controls – anyone should be able to
determine what is normal or abnormal at first
look.
99
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o Make all 3S activities short and efficient –

each should be accomplished in 5 minutes.
•
Use standardized checklists to evaluate effectiveness
of 3S activities.
•
Determine which problems are happening repeatedly
o Floors are dirty in spite of regular cleaning,
tools are replaced incorrectly, unneeded items
continue to accumulate, etc.
•
By asking the 5 Why’s, determine source of problem
•
Address source of the problem, and find a suitable
improvement.
•
Standardize the improved method, technique,
placement, etc.
•
Prevent unneeded items from entering the workplace
o Find a way to procure and produce only those
materials that are needed, when they’re
needed, in the amount they’re needed
o Moving to just-in-time production, rather than
storing large amounts of parts or inventory
eliminates accumulation, damage, etc., by
moving toward one-piece flow, pull
production, load leveling, and standardizing
operations and processes.
•
Standardize control of items
o Make it difficult to put things in the wrong
place
Visual controls and discipline – clearly
marked storage areas, incentives to
make practicing 3S a habit
o Make it impossible to put things in the wrong
place
Ask the 5 Why’s
Identify underlying causes
If possible, eliminate the need to return
items
•
Suspension - suspend tools just
above, and within reach, of the
operator. Operator releases tool
101
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102
•
when finished using it, and it returns
automatically to its storage place.
•
Incorporation – Create a flow of
goods or operations that smoothly
integrates jigs, tools, etc. into the
process and stores them where they
are used.
•
Use elimination – Three techniques:
o Tool unification – combines
functions of two or more tools
into a single tool
o Tool substitution – uses
something other than a tool to
serve the tool’s function
o Method substitution – improving
efficiency by replacing one
method with another
103
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104
Chapter Seven
The Fifth S: Sustain

“Keep it simple”
5S is not an event. It is a continued way of life in the

workspace. It requires a cultural change in workers and worker
techniques on an on-going basis. Unless your organization is
committed to sustaining the benefits of its 5S program, it will
backslide. How can you prevent this from happening? By creating a
th
system of rewards to ensure that the 5 S, Sustain, is adhered to.
o Create conditions or structures that help sustain the 5S’s
o Awareness – make sure workers understand the 5S’s
and why they’re important
o Time – make time in the work schedule for
performing 5S’s
o Structure – have a schedule, work assignments, etc
that make it clear how and when 5S activities will be
implemented
o Support – management support is imperative,
o including
Rewards acknowledgement,
– need to be made leadership and Recognize
regularly. resources
successful efforts
o Satisfaction – Make following 5S’s enjoyable.
Communicate satisfaction, generate enthusiasm.
Complaining and criticism are not effective ways to sustain
the 5S’s. If conditions slip, the cause should be identified and
corrected. Supervisors should take immediate action when a slippage
is discovered.
Develop a disciplined approach through:
1. The Visual 5S’s (visual controls)
2. Take immediate
deterioration action when
in 5S conditions an abnormality or
are discovered
3. Use instructive rather than destructive criticism
4. Promote and develop 5S company-wide – with
managers visibly involved
105
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106
5. Use promotion tools

o Management role
o Educate workforce in 5S concepts, tools and
techniques
o Create teams for implementation
o Allow time for implementation and create schedules
o Provide resources for 5S implementation, such as
supplies
o Acknowledge and support 5S efforts
o Encourage creative involvement by all workers, listen
to and incorporate their ideas
o Create rewards for 5S efforts
o Promote ongoing 5S efforts
o Improve quality and efficiency of their own work
o Teach by example
o Demonstrate the company’s commitment to 5S
implementation
o 5S Team’s role
o Continue to learn more about 5S implementation
o Help educate coworkers about 5S
o Be enthusiastic about 5S implementation
o Help promote 5S implementation efforts
o Find ways to implement 5S in their daily work
o Ask supervisor for support or resources needed
o Participate fully in company 5S efforts
o Bring creative ideas to manager or supervisor for
promoting or implementing 5S
o Tools and techniques to Sustain 5S Implementation

o 5S Slogans – communicate themes of the 5S
campaign
Can be suggested by workers
May have a contest to choose slogan
Can be displayed on buttons, stickers, flags,
posters, etc
o 5S Posters
Post throughout the workplace
Can give slogans, or descriptions of 5S
activities
107
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108
Communicate results or status of 5S activities
109
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110
o Storyboards, or photo exhibits

Show before and after pictures
Show status of 5S activities
o Newsletters
Give reports on 5S conditions and activities
Most effective when issued regularly
o 5S Maps
Hang in central location
Have suggestion cards so all workers can
suggest improvements
o 5S Manuals
Small pocket manuals for easy reference
Larger manuals at workstations
o 5S Department Tours
Have tours of a model area in a company so
other areas can “benchmark”
o 5S Month
Designate particular months for additional 5S
activities, such as contests, benchmarking
field trips, seminars, etc.
5S is an on-going and continually improving process. Learn from the

process. Find ways in your particular situation to make changes that
make the most sense for your plant, personnel, product line, etc.
Communication, follow up and focus are your keys to continued
success with 5S.
111
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112

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7/21/2019 5S Implementation Manual 07

Anitech 5S Implementation Manual

Anitech 5S Implementation Manual

Anitech 5S Implementation Manual

Anitech 5S Implementation Manual

Copyright 2007 by Catherine Parrill and

This title is also available from Anitech.net at

Requests for information should be addressed to:

Library of Congress Cataloging-in-Publication Data

Parrill, Catherine, 1948-

This edition printed on acid-free paper

Illustrations by Anitech.net, Copyright 2007

Interior design by Catherine Parrill

Editing by Adrienne Cole and Angela Senicz

Anitech 5S Implementation Manual

Anitech 5S Implementation Manual

Chapter 1 – Getting Started……………….15

Chapter 2 – What is 5S……………………21

Chapter 3 – The First S, Sort……………..31

Chapter 5 – The Third S, Shine…………..93

Chapter 6 – The Forth S, Standardize……99

Chapter 7 – The Fifth S, Sustain………..105

Anitech 5S Implementation Manual

Anitech 5S Implementation Manual

The 5S process is the cornerstone to achieving a successful

What is 5S? 5S is a systematic approach that streamlines the

Many company cost reduction and quality improvement

Anitech 5S Implementation Manual

Anitech 5S Implementation Manual

This book is a fast-read, how-to manual for those forward-

Throughout this book you will encounter some new ideas, as

Client companies such as Allied Signal, United

5S can, and is, being successfully applied in companies of all

Anitech 5S Implementation Manual

Anitech 5S Implementation Manual

How can you successfully implement or revitalize a company

As an option, this training material is offered on-line and you

Once you understand the basic concepts and deployment

5S is about organization, standard process and on-going

Let us know how your deployment proceeds.

Anitech 5S Implementation Manual

Anitech 5S Implementation Manual

What is the most effective way to implement 5S?

who will initiate

Anitech 5S Implementation Manual

Anitech 5S Implementation Manual

This internal specialist will then lead the 5S effort. If a

Anitech 5S Implementation Manual

Anitech 5S Implementation Manual

re-read chapters and re-take the assessment tests on-line, at will.

This optional training is based on an individual user license.

Do most companies have a 5S “champion” or leader

Anitech 5S Implementation Manual

Anitech 5S Implementation Manual

What do the 5S’s stand for?

Sort: “When in doubt, throw it out”

Straighten: “A place for everything, and everything in

Anitech 5S Implementation Manual

Anitech 5S Implementation Manual

and effort this causes. The challenge is to discover which

Scrub: “Clean as you go”

Standardize: “A method to our madness”

Sustain: “Old habits die hard”

Anitech 5S Implementation Manual