5S Training

Learning Outcomes

1. Know what is 5S
2. Know why we would use 5S
3. Know the basic steps to apply 5S
Definition of 5S
5S is a methodology to implement and
maintain a clean and well-organised
workplace to maintain high performance
 Sort
Seiri

Set in
Sustain
Order
Shisuke
Seiton

5S
Standardise Shine
Seiketsu Seiso
If you like Before & After

…you’ll love 5S!

Reasons for 5S

▪ Remove unnecessary steps

▪ Saves time
▪ Changes work attitude
Keys to Success

Commitment Support Metrics

Implement all Wholeheartedly Measure/monitor
5S steps embraced improvement
by all

Requires determination, perseverance, and the

ability to pay attention to details continuously
5S Game
▪ This following sheet represents our current work place.
▪ Our job during a 20 second shift is to strike out the
numbers 1 to 49 in the correct sequence.
▪ Example: 1 2 3
5S Game
▪ Let’s implement 5S in this area.
▪ 1st step – “Sort”
▪ Same rules apply. Strike out numbers 1 to 49 in
sequence during a 20 second shift.
5S Game
▪ Next step: “Set In Order”
▪ Organised items – Number 1 in bottom left corner,the
numbers are located from left to right and bottom to top –
e.g: 1 in bottom left, 2 in the middle,3 in the top left
▪ Same rules apply,20 second shift
5S Game
▪ Ignore “Shine” for this exercise; we must “Standardise”
▪ Re-organise the numbers in a standard way that makes
the completion of the work task as easy as possible.
▪ This should ensure that everyone is able to complete the
task (team score of 49)
5S Game
▪ Let’s Shine and Sustain: make the “management” of the
area visual
▪ Returning to our original work area, we have for this
assignment 2 numbers missing. We cannot complete the
task without these numbers – so first we have to find
them.
5S Game
▪ Now how much easier is it to find quality problems?
 Sort
Seiri

Set in
Sustain
Order
Shisuke
Seiton

5S
Standardise Shine
Seiketsu Seiso
1. Sort: What is Truly
Necessary?
▪ Remove items not needed

▪ Keep only what is needed and in the correct amount and

only when it is needed
▪ Leave only the bare essentials…
When in doubt,move it out!
Sort: Reasons
Increases/Improves…
Productivity

Workflow

Safety
More room to work , less clutter
for office and production.
Sort: Steps

Evaluate and
Identify and Productivity
“Red Tag” Move sorted
take pictures
the Workflow
items items into
of the work red tag area.
you no
area. Safety longer need.
Sort: Red Tagging
▪ Attach Red Tags that need to be evaluated - needed or not
needed

▪ Red Tagging is best done by: a person or group of people

familiar with the process

▪ Amazing sense of clarity after cleaning and organising an

area
Red Tagging - Guidelines
Ask yourself: Define some categories for
 Is this item needed? red tagging:
 In this quantity?  Obsolete
 Does it need to be  Defective
located here?  Rarely used
 Use unknown
Sort: Red Tagging
Fill Out Red Tag,
Affix to Unwanted Items
▪ Name/Department

▪ Area the item came from

▪ Date Red Tagged

▪ If already known,fill out

disposition (otherwise, set it
aside for disposition later)
Move Red Tag Items to
Holding Area
After disposing of obvious trash,move remaining items to
Red Tag Holding Area. Note: temporary
Red Tag Area: Best Practices
▪ Label with ‘5S Red Tag Area’ sign
▪ Rope off the area with caution tape
Red Tag Area: Best Practices
▪ In your Red Tag Holding Area, group like items together.
▪ Segregate Red Tag area into labelled sections, for example:

• Electronic waste
• Hazardous waste
• Expensive equipment
• Junk
• Items to ask someone else about

This will save time during dispositioning of red tagged items.

Notify Managers of
Red Tag Items
ALL Red Tag items are moved to a quarantined 5S Red Tag
Area to await disposition by management.
Red Tag Holding Area: Log Sheet

Used to summarise all Red Tags and their ultimate

dispositions

(Of special note are any important or high dollar items,

IT equipment or hazardous materials.)
 Sort
Seiri

Set in
Sustain
Order
Shisuke
Seiton

5S
Standardise Shine
Seiketsu Seiso
2. Set In Order:
Organise What’s Left
“A place for everything,and everything in its place.”
▪ Dedicate location for items

▪ Clearly label storage items

▪ Pre-determine amount of items to store at a

particular area
Set in Order - Best Practices

5S Tape
Set in Order - Best Practices

Colour Coding
Set in Order - Best Practices

Shadow Boards
Set in Order - Best Practices

Arrange by Process Flow

Set in Order - Best Practices

Point of Use, Minimise Motion

5S in a Laboratory Space
Set in Order – Mistake Proofing

Help keep 5S in check long-term

Set in Order –
Visual Management
Anyone can walk into a workplace and understand
the current situation,without any explanation

Clearly identify
equipment and
material storage
Set in Order –
Visual Management
Exercise: View the following for 8 seconds
Can you memorise the pattern?
Set in Order –
Visual Management
Exercise:

What are all the shapes associated with the numbers?

Set in Order –
Visual Management

Can you remember now?

Set in Order –
Visual Management
Abnormal conditions are obvious
Is time factor
important in
detecting an
abnormality in both
of these situations?

Should there be a
clearly posted
Shadow board from protocol, reinforced
Alacatraz Prison with training?
5S is not just labelling...
 Sort
Seiri

Set in
Sustain
Order
Shisuke
Seiton

5S
Standardise Shine
Seiketsu Seiso
3. Shine: Keep Everything in
Top Shape!
▪ Clean and tidy: no trash or dirt

▪ All equipment: well maintained/calibrated

▪ Use visual controls: to track deviation in

performance
“Clean As You Go!”

▪ Regular intervals;daily 5S,not annually

▪ Often struggle due to poor morale

▪ Aim: maintain high standard of order at

all times by eliminating contamination
and the causes of it
Benefits of Shine
Improves safety by reducing slip and falls
Benefits of Shine
Cleaning up oil leaks

Repair of equipment

Reduction of mess

Prevention of
equipment
breakdowns
Shine: Standard of Behaviour

Studies have shown that the environment

people live and work in has a direct
impact on how they behave.
 Sort
Seiri

Set in
Sustain
Order
Shisuke
Seiton

5S
Standardise Shine
Seiketsu Seiso
4. Standardise: Agree on Rules
Guidelines and practices to maintain 5S improvements

Formalise the process using:

▪ Checklists
▪ Daily logs
▪ Work Instructions
▪ Schedule of responsibilities
Standardise: Get Specific!
Develop standards
• Who is responsible?
• What goes where?
• How often to sweep, clean, organise?
• What to do if things are not as expected?
• Find the root cause for problems, set up
preventive actions
E.g. Standardise 5S Tape Colours
5S Visual Management: 5S CARD
 Sort
Seiri

Set in
Sustain
Order
Shisuke
Seiton

5S
Standardise Shine
Seiketsu Seiso
5. Sustain
▪ Ensure that 5S becomes a daily habit
▪ Supervisors: ensure work area meets 5S principles at the
end of each day
▪ Monitor adherence by using audits/checklists

▪ Quantify results & prominently display each area’s results

▪ Reward and recognise achievements

Best
Practices:
5S
Audit Form
5S score card helps
you to conduct and
track 5S audits
Best
Practices:
Trending

By keeping a record of
previous audit results
you can post a visual
tracker of your current
and past audit results
Follow & Post a
Self-Audit Schedule
Use Visual Management Board
Post 5S standards, audit schedules and audit results

▪ Update board daily/weekly

▪ Post VM board prominently, to remind people of 5S

standards and principles
 Standards &
Principles
VM Board

Audits
Schedules &
Results

History
Incorporate 5S into
Daily Schedule
Critical Role of
Managers
Best Practices:
Cross Audits
Office 5S
A clean and organised workplace is only half the purpose.
Manufacturing / operations is for product flow.
Offices are for INFORMATION flow – Eliminate the wastes and
barriers for quick decision-making, lot release, order information
and customer communication.
 Office 5S
Materials &
INFO

▪ Quick to find
▪ Visual
▪ Right Quantity
▪ Managed
Perceptions without 5S

What assumptions might you make about the person

working here?
 Let’s send the right messages
… to our visitors (leaders, auditors, customers)
… to our employees
… to each other
Thank You