QA: 5S Improvement Techniques

Contributing to the Application of Workplace

Organisation Techniques
Aim of the Unit
The aim of this QA Unit is to give the learner the
knowledge and understanding required to apply the
principles and techniques of workplace organisation,
as embodied within the concepts of 5C/5S.
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Workplace organisation structure of the
Unit
Aims and objectives of Unit
Learning outcomes
Introduction to 5C/5S
The 5Cs/5Ss
What are they?
How to implement
Auditing the 5C/5S workplace standard
The outcomes of 5C/5S
Successfully implementing 5C/5S
Health and safety considerations
Links with 8W, visual management and standardised work
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Objectives of the Unit
to understand the importance or 5C/5S and how this concept can be applied
to define and describe the principles of effective workplace organisation as
embodied within the concept of 5C/5S
to demonstrate the application of 5C/5S techniques
to describe why and how the 5C/5S standard within the workplace should be
audited
to define the importance of 5C/5S and understand how to sustain the 5C/5S
process
to understand the health and safety benefits to be gained
to understand how 5C/5S encourages teamwork

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Learning outcomes
After completing the Unit, you should:
understand the importance of effective workplace
organisation and be able to describe each of the 5Cs/5Ss
understand the process and implications of applying
5C/5S to the workplace
have carried out a 5C/5S activity, probably as part of a
team, to improve the organisation of a work area
be confident that you could repeat the application of the
principles and techniques of 5C/5S to another area
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Poor workplace organisation
Does any of this look
familiar?
What issues would
result?
Office:
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Impact of poor organisation
Typical issues:
untidy, clutter, obstacles to workflow
poor image
time wasted searching for things
plant and equipment not positioned to support efficient working
damaged materials
over production/over ordering
potential health and safety issues
poor housekeeping
difficult to see the status of things stock levels
would create inefficiency or waste
impacts on other processes
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Possible workplace organisation projects
There are many ways in which the organisation of a
workplace can be improved through the use of a variety of
tools:

works planning and programming
layouts and flow (spaghetti) diagrams
standardising work operations
process mapping

But one tool has been specifically designed to improve this
and is known as 5C/5S.

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5C/5S

The first building block of lean/continuous
improvement
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5C/5S definition
A structured method for achieving, maintaining and
improving the standard setup, organisation, layout and
control of a work area, so as to ensure safe and efficient
operations with minimum waste.
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Introducing 5C/5S
The concept of 5C/5S is generally regarded to have originated
from the Japanese automotive industry, and is considered one
of the fundamental building blocks for an organisation striving
to establish lean practices and a culture of continuous
improvement.

Importance
safety, quality, delivery, cost, client satisfaction
sets standards a reflection of how the product/service or
project will be managed/delivered
mindset
image
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5C / 5S
The original Japanese 5Ss have been adopted and adapted by
Western industries. The translations and basic meanings are
shown in the table.
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The purpose of 5C/5S
to improve the organisation and working standards of the
work environment
to create a work environment that supports safe working
practices, right first time quality and efficient, productive
working
to provide the basis for other building blocks
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Health and safety and the 5C/5S process
Carry out a health and safety risk assessment in the work area.
What are the hazards within the target area?
Ensure that all health and safety requirements are met and
understood by everyone involved in the process improvement
activity.
Identify and provide the necessary personal protective
equipment.
Does the team require any further health and safety training?
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5C/5S
Carrying out a 5C/5S
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You cant see the wood for
the trees
Remove those items from the workplace that are not
essential to enable the work activity to be carried out.
1. Clear-out/sort
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1. Clear-out/sort
Clear-out/sort non-essential items (eg tools, equipment,
inventory, paper, rubbish, furniture).

By being present, such non-essential items:
create clutter
can create unsafe working conditions
take up space
can hinder efficient operations
often will be moved from one place to the next
can hide other problems within the work place
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Designate an area to which all items will be cleared to.
Direct the team on health and safety considerations and how
the activity will be run.
Log all items as they are cleared from the work area.
Red-tag any items that are in a poor condition.
1. Clear-out/sort how do we do it?
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1. Clear-out/sort how do we do it?
As items are cleared/sorted, and prior to putting back into
the work environment, clean and check:
Make sure the work area and necessary items in as-new
condition
health and safety
efficient operation
makes problems visible
Set the standard condition
Red-tag any items that are in a poor state of repair, etc
Check the condition of all items being put back.
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1. Clear-out/sort
5C/5S applied to an
office work area
5C/5S applied to a
construction site stores
In one such clear-out
activity in a small office
area, 12 bin sacks were
filled with unnecessary
items!
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2. Configure/straighten
The orderly organisation of those items that are necessary to
complete the work activity, in a way that ensures safe and
efficient operations, which can be repeated with minimal waste.
A place for everything and everything in its place
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2. Configure/straighten how do we do it?
1. Identify where to locate each necessary item:

Establish where best to place or store an item, to support
efficient work activity.
Think about how often the item is used.
Consider safe working and minimise bending, reaching,
twisting, etc.
Consider the whole work area and the location of items to
fit with the typical work pattern aim to support efficient
workflow.
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One step rule:
Ideally nothing stored more than a step away.
Improve efficiency by eliminating time lost looking for items.
30 second rule:
Organise workplace to allow any tool, information or material to
be located and retrieved within 30 seconds. This includes
computer files!
45 degree rule:
Immediate work area layout to minimise twisting.
Strike zone rule:
Store things above the knees and below the chest.
The higher the pounds, the closer to the knuckles:
Locate heavy items to eliminate bending, stooping or unnecessary
arm movements during lifting.
Criteria to help effective configuring
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2. Configure/straighten how do we do it?
2. Use visual methods to clearly show where each item should
be located:
labels showing name, ID number, etc
shadow boards
floor tape, painted lines and footprints
colour coding
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2. Configure/straighten how do we do it?
3. Establish ways, preferably visual methods, to manage the
replenishment of regularly used items including materials
and consumables:
determine the lead times for replenishment
set and clearly shown maximum storage quantities and the
point at which an item needs to be re-ordered (ie the
minimum level or re-order point)
min-max labelling
two-bin replenishment system when the first bin is
emptied this is the signal to refill it
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2. Configure/straighten
A configured/straightened site:
racked-out
stored items have a designated location
locations are labelled:
description
part/order number
min and max storage quantities
area is clean and tidy
lighting helps to improve the storage
environment and standard
What impression does this give?
Would you waste time searching for the
item you want?
Sets the standard for workplace
layout and organisation
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Configure before and after
items stored with no defined location
What is the stock status?
items have clearly
defined locations
labels used to
indicate what should
be at each location and
the storage quantities
Configuring an office stationery cupboard
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3. Clean and check/shine
Clean and check (or shine), is used to ensure that items are clean
and ready to be used. Regular, ideally daily, clean and check
activities are carried out to maintain the 5C standards for
cleanliness and workplace organisation.
Keep things clean and in good working order
Clean on the surface! Check uncover the
problems
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3. Clean and check/shine
Undertake regular clean and check activities.
Ensure that items are clean and ready to be used as new:
identify any abnormal conditions (red-tag)
items missing, damaged or broken
Check for safe operating conditions.
Maintain the 5C/5S standards for cleanliness and workplace
organisation.
Keep things clean and in good working order
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3. Clean and check/shine
Regular clean and check activity, carried out by the people who
operate within the workplace, will create ownership and make
people aware of any issues.
Aim to make the cleaning activity part of every days work.
On-site, work areas should be tidied and any rubbish disposed
of.
If done every day, it becomes normal practice.
Clean-up by trades as they finish a job must be enforced, so
that any wasted time experienced by follow-on trades will be
minimised.
Keep things clean and in good working order
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3. Clean and check/shine
should include the area as well as the tools, equipment and
plant to be used
When checking tools, equipment and plant ask:
Is it in good repair?
Is it fit for purpose?
Does the condition pose a risk to either health and safety or
quality?
If an issue is found, TAG IT!
Keep things clean and in good working order
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Putting our hands onto and cleaning this motor,
we found:
3. Clean and check/shine
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3. Clean and check/shine
It is important that where any items have been identified with
issues, the resolution of these is effectively managed.

A commonly applied 5C/5S practice is the use of red-tagging.
Managing any identified issues
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Tagging procedure
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3. Clean and check/shine red-tagging
Red tags are used to provide a visual indicator of an abnormal
condition.
Brief details of the issue and possible countermeasure are logged.
Each red tag is given a unique number to enable recording and
tracking of issues.
The red tag is tied to the item that has the issue.
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Red tag issues
Log all red tag occurrences on a red tag action log sheet.
Prioritise each red tag issue according to the severity of the
issue and/or urgency required for resolution:
A simple system is to categorise an issue as either low,
medium or high.
Use an agreed severity rating scale.
Effective resolution and management
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3. Clean and check/shine red tag log sheet
A red tag log sheet is used to track the progress of resolving red-tag
issues.
Severity
(H, M, L)
Progress Cause Action Owner
Target
Date
Location Tag No. Issue / Problem
Date
Logged
5C / 5S Red Tag Log Sheet
Location: Activity Owner:
4. Conformity
The process of setting the 5C/5S standards and making them easy
to maintain by using simple systems and processes.
It can prove difficult to maintain the 5C/5S standard that has been
set during the first three 5Cs/5Ss.

The use of forms, diagrams, checklists and clearly defined roles
and responsibilities will help ensure that everyone in the work
area can maintain the 5C/5S standard.

It is important that this information is effectively communicated
to people within the work area and to those people who interact
with the work area.
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4. Conformity
The process of setting the 5C/5S standards and making them easy
to maintain by using simple systems and processes.
This can be achieved by following some simple guidelines:

pre-work set-up checklist (do you have all the tools, materials and
equipment ready?)
display how work tasks should be done
display the 5C standard of the workplace
define how the 5C standard is to be maintained (eg clean and
check rota)
use visual methods to show the location of necessary items
A 5C/5S board ensures
everyones involved.
4. Conformity
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Visually defining the workplace layout
Photographs to
illustrate:

Clearout
Configure
Clean to check
Supply of Red Tags
A site layout plan
showing the location of
facilities and is marked-
up to indicate the
Traffic Plan.
Work Type: Site: Ref No. Originator
Last Revised
Form P:19
Standard Job Detail
Ref. No. Standard Workplace Layout
Chart
Timber Frame Erection
LIVING ROOM LIVING ROOM
KITCHEN DINER KITCHEN DINER HALL HALL
NOT DRAWN
TO SCALE
WC WC
FRONT OF PLOT PAD Flow of Timber Frame Products:
- Build from back to front to aid access
1
3
5
6
4 2
8
9
10
12
13
7
14
11 DPC
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PLOT 1 PLOT 2
Work Type Where Used Previously Ref No.
Last Revised
Standard Job Detail
Ref. No.
Originator
Standard Workplace Layout
Chart
Form P:19
M B M M B
Mixer
Work Type Where Used Previously Ref No.
Last Revised
Standard Job Detail
Ref. No.
Originator
Standard Workplace Layout
Chart
Form P:19
M B M M B
Mixer
A detailed workplace layout
chart indicating the location of
materials and
build sequence for timber
frame erection.
A standardised work layout
chart showing where material
items (bricks and mortar)
should be located to aim
efficient working.
4. Conformity
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5. Custom and practice/self-discipline
Ensuring consistent adoption and use of 5C/5S by all personnel who
are either involved directly with the workplace or who interact with
the workplace.

Train all personnel in 5C/5S its not just good housekeeping!
Give ownership of the 5C/5S standard.
Consistently enforce the 5C/5S standard and culture.
Conduct independent 5C/5S audits.
Seek to improve the 5C/5S standard.
Consistent application, training and everyday routine
Good companies develop beginning with the 5Cs /5Ss, bad companies fall
apart beginning with the 5Cs/5Ss.
Hiroyuki Hirano
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5C summary steps
1. Clear-out
remove everything not bolted to the ground
get rid of all rubbish and unnecessary tools/materials/docs etc
keep, quarantine, chuck areas
2. Configure
decide what do we need?, establish optimum buffer
find everything its home
consider logistics, frequency of use, worker motion waste, sequence of tasks
use visual aids, eg to show location, replenishment of materials,
quarantine area
3. Clean and check/shine
make sure all tools and machinery are in good condition
4. Conformity
create SOPs, eg cleaning schedule, maintenance procedures, location chart
5. Custom and practice
the company way
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5C/5S
Auditing the 5C/5S standard
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5C/5S levels of excellence
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5C/5S audit sheet
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Yes No Garry Cotterrell
1 Is the area clean and tidy? Richard Green
2 Are the floors and aisles clear of non-essential items?
3 Are all cables/wires etc safely stored and connected?
4 Are all storage areas clean and tidy?
5 Are all storage areas free of non-essential items?
6 Are storage areas clearly labelled and is everything in it's place?
7 Are all notice boards tidy?
8 Is all of the required information displayed and is it up-to-date?
9 Are all notice boards free of non-essential items?
10 Is the central filing system in order? (hard and electronic)
11 Is the central filing system clearly marked up?
12 Is the central filing system complete?
13 Is the drawing rack tidy and in order?
14 Are all disks, documents, folders etc clearly labelled/identified?
15 Are reference items such as brochures organised & accessible?
Ref No. Issue/Opportunity Who Target Date Done?
Ref No. Observation
Check
IMPROVEMENT ACTION PLAN
Office 5C Audit Check Sheet
Improvement Action
Desk Office Working Environement
5C/5S
The outcomes of 5C/5S
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The outcomes of 5C/5S
improved working environment
safer since safety depends on care and workplace
organisation
improved organisation and image
helps create ownership of the working environment and
encourages teamwork
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The outcomes of 5C/5S
A standard is set :
Only items that are required or essential to support the
work are held in the area.
Essential items are organised and located in a set
position to support effective and efficient work, with
the view of minimising wasteful motion.
Tools, plant and equipment are maintained to support
safe operations and ensure good working conditions.
The outcomes of 5C/5S
The 5S standard:
enables any abnormal conditions to be easily spotted
provides the basis for continuous process improvement
gives confidence to your clients/customers since it reflects
the standards of operation to which your business follows
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What do we get from 5C/5S?
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5C/5S
Successfully implementing 5C/5S
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Successfully implementing 5C/5S
Make sure everyone is involved.
5C /5S is the responsibility of all.
All levels of management should be involved in decision making.

Communicate 5C/5S effectively.
Don't leave people to ask:
Why are we using these red tags?
Is 5C/5S really necessary to improve?

Go all the way.
Use the correct formats and procedures.
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Successfully implementing 5C/5S
Managers should carry out the 5C/5S audit:
spotting positive and negative conditions
identifying specific improvements

Final responsibility lies with senior management:
The board/senior management needs to take responsibility for and
show interest in 5C/5S for it to be taken seriously.
Managers must take a strong leadership role in promoting 5C/5S.

Never do half a job:
Develop procedures to maintain the discipline.
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Check sheets and SOPs
Check sheets and other
documentation can be
used to maintain the
standard of the revised
workplace.

SOPs can also be used
to ensure that the
cleaning and checking
regimes are in place.
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5C/5S activities
Possible team make-up and roles

An activity leader to plan, co-ordinate and organise the team
and to ensure safe working practices are used.
Process stakeholders who do the work to gather, clean, sort
and organise all items in their workplace.
An auctioneer who will lead the sorting process in the work
area.
A scribe to record the disposition of items during the sorting
process. Also to record any red-tag items on a red-tag log
sheet.
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5C/5S activity
Example agenda for one-day 5C/5S activity

08:00 Activity kick-off and final co-ordination for the 5C/5S leader(s)
09:00 Training and activity planning for 5C/5S team
09:45 Break
10:00 Team returns to the area and conducts survey
10:15 Start sorting process (red-tag exercise carried out in-parallel)
10:45 Complete sorting process and prepare for auction
11:15 Auction (if appropriate)
12:00 Lunch
12:30 Clean and check necessary items (red-tag as necessary)
13:30 Agree locations for necessary items and configure as appropriate
14:30 Create visual controls to support the new 5C/5S standard
15:30 Re-survey area and capture the new 5C/5S standard
16:00 Draft 5C/5S documentation and associated audit check sheet
and roles and responsibilities to maintain the standard
16:30 End of activity review with all relevant personnel
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Summary
What are the benefits of workplace organisation?
What are the five stages of a 5S/5C activity?
What problems might a Business Improvement Team
encounter when trying to implement 5S/5C?
How would you maintain the standard of good workplace
organisation?







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