WORKPLACE MANAGEMENT

THROUGH
5S PHILOSOPHY

DR. I. P. S. AHUJA
PROFESSOR (Mechanical Engineering)

University College of Engineering

Punjabi University, Patiala
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The 5S Philosophy
5S is an acronym for five Japanese words
SEIRI, SEITON, SEISO, SEIKETSU & SHITSUKE.

5S Philosophy

focuses on effective work place

organization and standardized work procedures

5S simplifies the work environment, reduces waste and

non-value activity while improving quality, efficiency and
safety

If youre going to do it, do it RIGHT!

2

What is 5S?

An essential step required for Waste Elimination

Systematic
Organization

Orderliness

Cleanliness

Seiri

Seiton

Seiso

Cleanup
Standardization
Seiketsu
Seiketsu

Perseverance
Shitsuke

An integral step in Kaizen

A required element to achieve Lean Manufacturing.

3

The 5S Philosophy

5S are a group of techniques to promote workplace

organization, ensure adherence to standards & foster
spirit of continuous improvement

The driving force for 5S program comes from people.

5S Practice is a technique used to establish and

maintain a quality environment in an organization.
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The 5S Philosophy
Japanese
Nomenclature

English 5 S

English 5 C

SEIRI

SORT

SEITON

SET IN ORDER CONFIGURE

SEISO

SHINE

SEIKETSU

STANDARDISE CONFORMITY

SHITSUKE

SUSTAIN

CLEAR

CLEAN & CHECK

CUSTOM &
PRACTICE
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5S
Review
1.

Sort
Objective:
Clutter reduction by clearly distinguishing
between what is needed and to be kept and
what is unneeded and to be discarded.

2.

Set in Order
Objective:
To ensure everything has a place, and there is a
place for everything needed.

3.

Shine
Objective:

4.

5.

A clean work place where using the senses you

detect possible problems before they happen.

Standardize
Objective: Make sure that there is a standardized method to do
the first 3 pillars.
Sustain
Objective: Make a commitment to the 5S process for now and
the future.

Why implement a 5S Program?

To create pleasant work place

To reduce equipment breakdown

To reduce searching & handling time

To reduce maintenance cost

To make effective use of space

To enhance safety

A neat and clean factory is much safer place to work

A neat and clean factory has higher productivity

A neat and clean factory meets deadlines better

A neat and clean factory produces fewer defects

7

WHERE 5S

At
all
work
Machine centres

centres,

At sections department &

shop floor level

At stores, stock yards and

other locations.

At offices, administrative
sections

Whole organization
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BY WHOM 5S

No one is exempted from

taking part in 5S program.

Top management should be

committed & supporting

Managers should guide, train,

revise
proper
5S
plan,
implementation and check lists

Supervisors and group leaders

should help.

Workmen to be committed to
create a loveliest work place,
worthy and proud to own and
work.
9

5S Aims to Promote

Organisation

Cleanliness
10

5S Aims to Promote

Visual Controls
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5S Objectives

Eliminate waste

Reduce production cost

Quality improvement

Less machine breakdowns

Improve safety

Reduce inventory

Identify deterioration

Less lead time and accurate delivery time

Improvement of efficiency

Provides a basis for further improvement

Essential foundation for successful lean implementation

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5S Aims to Tackle different types of Wastes

Waste of Overproduction

Waste of Waiting

Waste of Transport

Waste of Over processing

Waste of Inventory

Waste of Movement

Waste of Defects and Rework

13

Sort (Seiri)
The first S focuses on eliminating unnecessary
items from the workplace.

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Sort (Seiri)

Sorting frees up valuable floor space and eliminates broken

tools, obsolete jigs and fixtures, scrap and excess raw material.

The Sort process also helps prevent the hoarder job mentality
(I might need it).

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Sort (Seiri)

The objective is to get rid of unwanted items by focusing on the

core items that are needed to fulfill requirements of the job and
discard items that are not needed.

This

focuses on elimination of excess inventory affecting --

warehouse space, transportation, labor costs, needed items and

redundant parts.

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Sort (Seiri)

An effective visual method to identify these unneeded items is called red

tagging.

A red tag is placed on all items not required to complete the job.

These items are then moved to a central holding area. This process is for
evaluation of the red tag items.

Occasionally used items are moved to a more organized storage location

outside of the work area while unneeded items are discarded.

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Steps involved in Implementing Red Tag Strategy

1.

Launching Red tag project.

2.

Identifying Red tag targets.

3.

Setting Red tag criteria.

4.

Make the Red tags.

5.

Attach the Red tags.

6.

Evaluate Red tag targets.

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Sort (Seiri)
Red
Red Tagging
Tagging Criteria
Criteria and
and
Action
Action on
on Red
Red--Tagged
Tagged Items
Items
Frequency
Frequency of
of Use
Use

Action
Action

Obsolete
Obsolete (unneeded)
(unneeded)

Sell,
Sell, throw,
throw, or
or give
give away
away

Seldom
Seldom used
used (once/year)
(once/year)

Store
Store in
in distant
distant place
place

Less
Less than
than once
once a
a month
month

Store
Store in
in factory/office
factory/office

Once
Once a
a week
week

Store
Store in
in area
area

Once
Once a
a day
day or
or more
more

Carry
Carry or
or keep
keep at
at workplace
workplace

If you dont use it, move it!

Consumer Centered Manufacturing
Consumer Centered Manufacturing

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VISIBLE 5S
VISIBLE PROPER ARRANGEMENT & ORDERLINESS

NO

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Set in Order (Seiton)

The second S focuses on efficient and effective storage methods.
One must ask these questions:

1.

What do I need to do my job?

2.

Where should I locate this item?

3.

How many do I need?

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Set in Order (Seiton)

Neatness focuses on efficiency, with the main objective being on

how quickly one can get the things needed and how quickly those
things can be put away.

This is achieved through locating a specific place for specific items

of a specific quantity, where needed.

A place for everything

&
everything in its place
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Orderliness Targets
Efficiency
Efficiency
Safety
Safety
Frequency of use
Frequency of use
Quantity / Quality
Quantity / Quality

Availability/
Availability/

Proximity
Proximity
Visibility
Visibility
Space/Height
Space/Height

23

Set in Order (Seiton)

Strategies for effective Set In Order are:

Painting floors
Outlining work areas and locations
Shadow boards
Modular shelving and cabinets

A PLACE FOR EVERYTHING AND

EVERTHING IN ITS PLACE

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Set in Order (Seiton)

WORKPLACE CHECKPOINTS

Position of aisles and storage places clearly marked?

Tools classified and stored by frequency of use?

Pallets stacked correctly?

Safety equipment easily accessible?

Floors in good condition?

Lights / Reflectors clean?

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SEITON ACTIVITIES
A Place for Every thing and Every thing in its place.
1.

Make work area un cluttered and keep streamlined

2.

Aisles clearly marked with lines on floor

3.

All items like cutting tools, gauges, files are kept in orderly manner
and ready for use

4.

Separate location assigned for essential items like tools,die sets and
measuring instruments

5.

Floors aisles should have no damage, depression, crack or obstacle s

6.

Locate notice boards where they are accessible and easy to read

7.

Storage, shelf are to be clearly marked for identification

8.

Stacking heavy items below, longer items horizontally for safety

9.

Items like fire extinguisher easily accessible

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Set in Order (Seiton)

A place for every thing

Every thing in its place

27

Set in Order (Seiton)

28

Set in Order (Seiton)

29

VISIBLE PROPER ARRANGEMENT & ORDERLINESS

JUST IN TIME (JIT)

YOU WILL KNOW WHICH ITEM IS WHERE

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Color-Coded Floor Space

SCRAP

Return to
Supplier

31

Color Coding of Parts

32

Shine (Seiso)

Having eliminated the clutter and junk that has been clogging the
work areas and identified, located necessary items, next step is to
thoroughly clean the work area.

Daily follow-up cleaning is necessary in order to sustain this

improvement.

Workers take pride in a clean and clutter-free work area and the
Shine step will help create ownership in the equipment and facility.

33

Shine (Seiso)

Cleaning enforces close scrutiny - simply 'inspecting' and

using a check sheet isn't good enough!

All sorts of problems are encountered: we can start to

understand some of the causes and start to put things right.

The objective of cleaning is to identify abnormalities and areas

for improvement.

This is achieved through a combination of cleaning the

workplace and at the same time focusing on identification of
abnormalities or out of control conditions.
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SEISO ACTIVITIES

Assign clear responsibility for clean up

Create a spotless workplace

Floor should be clean from oil, water, scrap, chips, raw material & waste

All equipment, parts should be thoroughly clean

Equipment should be clean so that any abnormality disorder would be

visible

Clean all tools, instruments, die sets and hand tools

Water, air & oil lines checked for leakage, blockage and clean up

Store the drawings, documents, manuals clean and indexed

Check all electrical connections whether they are intact

Lighting bulbs, reflectors should be clean with no dirt

Empty out scrap and thrash cranes at the end of the shift
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SEISO GUARDS AGAINST THESE SITUATIONS

36

Standardize (Seiketsu)

The objective of standardization is to consolidate the first

3S by establishing standard procedures.

This activity is carried out to determine the best work

practices and find ways of ensuring that everyone carries out
an individual activity the same best way.

37

Standardize (Seiketsu)

Once the first 3S have been implemented, concentrate on

standardizing best practice in the work area.

Allow the employees to participate in the development and

documentation of such standards.

They are a valuable but often overlooked source of

information regarding their work.

38

Standardize (Seiketsu)
Standardize means establishing Best Manufacturing Practices,
including:

Workplace Layout and Design

Materials Handling Analysis
Clear and Concise Work Instructions
Well Defined Work Methods
Safe (Ergonomic) Working Practices
Cycle time reduction
Training
Documentation
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SEIKETSU ACTIVITIES
Keep things standardized and maintain good environment

Set clear work standards / procedures to cover all previous 3S norms

Visual controls to check malfunctions

Ensure SOPs to spot abnormalities

Document the standards and ensure their applications

Prepare check sheets regarding work procedures / upkeep of facility

Make it a habit to be personally clean and keep the work place clean

Ensure that notice boards and marked areas are clean

Adequate lighting, ventilation and smoke exhaust provision needed

Problems of noise vibration and heat should be under control

Different tags, labels, should indicate the particulars

40

Standardize
Adherence can be charted - or simply take pictures of
actual vs. expectation

41

Standardize
As with any standards, there need
We need to ensure people have the
means to maintain conditions

to be systems in place to ensure that

People are trained in them, that
they adhere to them, and that
the standards are effective in
achieving the desired results.

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Standardize
Create

checklist for entire area

& all items within the area

Use

checklist daily or weekly as

appropriate

Once

a year have Examiners

perform independent review

Fix

and clean daily

Continue

to train & heighten

awareness

Achieve

World Class practices

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Sustain (SHITSUKE
)
(
This is by far the most difficult S to implement and achieve.
Human nature is to resist change and more than a few
organizations have found themselves with a dirty cluttered
shop a few months following their attempt to implement 5S.
The tendency is to return to the status quo and the comfort
zone of the old way of doing things.
Sustain focuses on defining a new status quo and standard of
work place organization.
44

Achieving Sustain?

Practice,
Practice, practice,
practice,
practice
practice

Training
Training

Continuous
Continuous
Improvement
Improvement

Inspection
Inspection
Feedback
Feedback

Total
Total Employee
Employee
Involvement
Involvement

Coaching
Coaching

Facilitation
Facilitation

Education
Education

Discipline
Discipline

45

Sustain (SHITSUKE)

Make it a way of life

Part of health and safety

Involve the whole workforce

Follow the rules and procedures

Develop and keep good habits

Think and share ideas with others

Encourage teams to set their own standards

46

5S Examples

Before 5S

After 5S - Cleaned,
organized and drawers
labeled (less time and
frustration hunting)

47

5S Examples

Before 5S

After 5S

See the difference?

48

5S Examples

49

IMPLEMENTING 5S

THE

PROGRAMME

REQUIRES

TOP

MANAGEMENTS

COMMITMENT

THE CEO SHOULD TAKE LEADERSHIP OF THE PROGRAMME

THE PROGRAMME SHOULD BE SUPPORTED BY ALL

PROGRAMME SHOULD BE SELF-SUSTAINING

THE CEO SHOULD MAKE A PERIODIC FACTORY TOUR IN

PERSON

IMPLEMENTATION OF 5S SHOULD GO HAND-INHAND WITH

OTHER KAIZEN PROGRAMMES
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SOME REPORTED RESULTS

Productivity

Increase

140 %

Quality
Reduction

Improvement
90%

in

Defects

1% -0.1 %

Reduction in maintenance
cost
15%
No of accident free days in
a year 365
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BENEFITS: EIGHT ZEROS

Zero
Zero waste
waste

Zero
Zero injuries
injuries

Zero
Zero downtime
downtime
losses
losses

Zero
Zero defects
defects

Zero
Zero waste
waste in
in
changeovers
changeovers
Zero delays
Zero delays
Zero customer
Zero customer
dissatisfaction
dissatisfaction
Zero red ink
Zero red ink

52

5S PHILOSOPHY
Once fully implemented, the 5S process can increase moral,
create positive impressions on customers, and increase
efficiency of the organization.

Not only will employees

feel better about where
they work, the effect on CI
can lead to less waste,
better quality and shorter
lead times.

Make organization more

profitable and competitive
in the market place.

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WHAT IS THE % SUCCESS THAT CAN BE REALIZED BY

DEVELOPING POSITIVE ATTITUDE IN LIFE?

54

WHAT % OF DISCIPLINE SHOULD WE MAINTAIN IN LIFE ?

Sl. No. of alphabet in English
D

19

16

12

14
5

Total

100

WE SHOULD BE 100%
DISCIPLINED IN LIFE
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