Why 5s ?

NO QMS
NO EMS
NO TPM

WITHOUT 5S
 TOCHANGEOURSELUESPOSITIVELY
FOROURSURVIVAL

HOW?

BecomeCost Becom e
Com petitive QualityConscious

# ReducingW aste 100PPM

#Decreasingset upTim e ZeroDefect
#Tim elyDelivery
#Proactivewithcustom er
#Optim umUtilisationof ManPower
#ReductioninPowerCost

ThisisPossible
CLEANBREAKFROMOLDMINDSET
CHANGING SCENARIO

Customer Expectations
Product Quality Perception
Employee & Employers Expectations
Competition

We must Change

Our way of thinking

Our way of working
Element Of 5S

Culture / Philosophy

Mechanism / System

Tools & Techniques / Technology

5S
Brief description 5S  The 5S-method is a five
principals program for safety,
towards cleanliness and order at your
ideal own workstation.

5S shop floor  The 5 S are:

Seiri : Sort through and sort
out
Seiton : Order
towards
Seiso : Clean (Spic and
Span )
ideal
Seiketsu : Keep the
shop floor workplace clean everytime
Standardization)
Shitsuke : Get used to
applied 5S (Self Discipline)
 The 5S-method can be
implemented as a own project.
 It can be realized in production
as well as in office areas.
5S
First s – Sort known as Seiri

5S
towards
ideal
shop floor
Sort out what is useful from what is not (1)

1
2 3 4
 This involves defining, among
1 SortSort out what is useful or not all the objects in the
workshop, the ones that are
really necessary:
2 OrderDiscard what is useless  What can we do
without?
Clean the installations
3 Clean
 What must be kept?
Eliminate everything that is  Where do we begin?
4 unhygienic
Cleanliness

Get
’ used to applying the 5S towards
VERS
5 Rigorand respect ideal
’ATELIER

procedures in force on the work place shop

IDEALfloor
Sort out what is useful from what is not (2)

 Classify objects in two categories: useful / useless.

 For this, ask ourselves the following questions:
 What is this object used for?
 Who uses it?
 How often?
 Is it really the most appropriate object for its use and for its
user? (is it suitable or not?)
 Is it in the ideal place given its frequency of use and/or its
weight?
 Make sure that the objects declared useless are not useful somewhere
else.
 Label the objects (tools,...), in order to check how often they are used,
with labels supplied by the 5S work group.
 Asking ourselves the above questions already resolves part of the
problem.
Discard what is useless (1)
 This involves
5S
Do not hesitate to
throw away what is not
useful!
eliminating from the
sector everything that
can be thrown away or
placed somewhere else
 Replace in stock the
objects that are useless
where they are but that
could be useful
elsewhere.
 Throw away what is
useless to everyone in
the containers reserved
for the purpose,
according to the nature
of the objects.
 Do not forget to remove
the useless objects from
the order lists,
according to procedures
in force in the company
Discard what is useless (2)

 at the workstation
 on shelves
 in the warehouses
 in the storage areas

 Label:
 the gauges
 the tools
 the parts
 Eliminate and remove:
 parts that are defective,
broken, damaged or worn
 parts that will not be used
again
 broken tools (draw up a list of
spare parts if necessary).
Discard what is useless (3)

 behind the machines

 near the workstation (floors,
corridors)
 around the workshop
 in corners

 Eliminate:
 packaging not in use
 papers
 rags
Classify the useful things

5S  This involves organising a

classification of objects
using labels identifying
their frequency of use:
these labels are to be
positioned when the initial
cleaning is taking place.
 Thanks to the
organisation of these
labels, you can know
how often objects are
used and monitor their
replacement in position
(see table following
page)
Classify useful things
Example of order criteria
Frequency of use Organisation

Objet not used The object is withdrawn. Space is

thus released.
If the use of this object is not
identified or if it is too worn,
it is withdrawn, sold or classified
outside the sector (warehouse)
Object not much used Outside the sector

Once ayear or less

Object used frequently Near the sector or in the sector:
Decision to take
accordingto space
Once every 2 to 6 months available, frequency of use, weight
Once a month anddistance
Once a week
Object used
veryfrequently On theworkstation

Once a day
Once a hour
Discard what is useless (4)

 In cupboards
 in desks and drawers
 in rest rooms

 Eliminate what is no longer

being used:
 journals
 papers
 catalogues
 documents
5S
Second s – Order known as Seiton

5S
towards
ideal
shop floor
Define how to order the objects

Make shelves appropriate to

the size and weight that will
be placed there.
Do not place heavy objects
high up. Incorrect Correct

Easy to pick up,

easy to put back,
Place the most used
easy to do.
objects at a height
between theshoulder and the
elbow
 Define how to order the objects
Mark the position of the objects (marks, labels, ......)

 equipment on wheels: define the position by color and write the name of the
vehicle.

 as a general rule, indicate the position of everything that has to be moved, so

as to be able to replace it more easily.
Define how to order the objects
Draw very legible marks in the installations to make inspection
easier.
Define how to order the objects

 Do not leave containers

parts directly on the floor
box
 use a platform: the parts will
not be soiled, and corrosion
and knocks can be avoided.

Platform
Define how to order the objects

 Avoid placing things too far

Access difficult back as it makes them
difficult to reach.

Access easy
Define how to order objects

 Plan strategies to make

organisation easy

Badly placed

 MARKING MAKES IT POSSIBLE

TO REPLACE DOCUMENTS
EXACTLY IN ORDER

Well placed
Define how to order objects
Plan a system for easy positioning
Define how to order objects
Plan a clear system for positioning giving maximum information in a
minimum of time
 This functional order must be
Indicate the part names organised with the help of the
Heightlimit
operators, who can make
On the proposals to the 5S work
platform group.
Area line Indicayte the quantity and the
name of the container
Mark the area according to  This will ensure:
the size of the containers
 greater safety
 improved quality of
parts made
 no time wasting
Controlling the Line Inventory
On the assembly line, it is important to
reduce the number and size of
movements engineer have to make.
Tools and parts should be located
conveniently, in the place and if
possible, the number of parts should
be reduced.

Checkpoints :-

1. How many minutes worth of

parts are stored at the line
side ?
2. Reduce the present Quantity
by 50%
3. Clearly indicate the
maximum inventory.
4. Make the containers more
compact to reduce the
maximum quantity by half.
5. Ensure there is a First-In ,
First –Out system.(FIFO).
 Controlling Inventory around heavy equipment
There are always 2- types of storage areas for processing machines & equipment.
1- is storage before processing.
2- is storage after processing.
There are 3 Keys used to decrease inventory both before and after processing :

“Don’t Let Storage

Checkpoints
1. Are the 3 Keys working ?
Become an Obstruction !”
- Fixed position : - delineated by floor lines .
- Fixed items :- “ Pre –processing storage area XXX”
“ Post –processing storage area XXX”
- Fixed quantity :- Indicate quantity contained in each
box or on each pallet
2. Reduce the size of containers by half (e.g. boxes,
pallets)
3. Implement a no-lift, no-crane system .
- Eliminate pallets and use carts for moving everything .
- Eliminate the use of wires suspended from crane hooks.
5S
Third s – Clean -(Spic and Span) known as Seiso

5S
towards
ideal
shop floor
Identify places difficult to clean and correct the
situation (1)
 This involves finding solutions
of improvement for places
difficult to clean (for this use
sheets indicating difficulty of
access filled in during the intial
cleaning).
 In a place of difficult access,
dust, residues and dirt
accumulate.
 Superficial cleaning is not
sufficient.
 Difficult places also have to be
cleaned, but above all, propose
ideas that will make cleaning
simpler.
Seek the causes of dirt and correct the situation
(1)
 This involves, after identifying
the sources of dirt during the
optimization phase, resolving
the problem and as far as
possible eliminating the dirt.

 The only way to succeed in

having a lasting state of
cleanliness is not to clean all
the time, but to avoid soiling in
the first place.
Identify places difficult to clean and correct the
situation (2)
 Places difficult to reach, if they
I ’m fed up are not changed, are a source of
with this! discouragement for individuals
and go back to being dirty again.
 Continue to complete the sheets
with indications (anomalies, dirt,
difficult access, observations).
 After repeated cleaning, the
difficulties become clear and
note must be taken of them.
 Propose solutions for
improvement to the work group
who will make a combined
report.
 The work group will use the good
ideas, will ensure that the work
decided on is done quickly, will
comment on the work refused
and see that the improvement
sheets are displayed
3s - Spic and Span (Clean) the installations

Oil Leak
Missing part  This involves the
Water leak
efficient cleaning of
Broken cap
the installations and
Displacement
Deformation the environment,
understanding the
Deterioration
Missing nut
necessity for this task
Twisted part  Carry out all the
Lost cap
cleaning in company
with the members of the
Etc.
team and the 5S work
group taking account of
the safety instructions.
 Indicate the places with
a problem with a label
indicating the nature of
the problem.
Spic and Span (2)

 Machine
 Floor
 Floor covering

 Eliminate or Repair
 Dust
 Residues
 Dirt
 Shavings
 Patches of oil
 Fumes
 Unpleasant smells
Spic and Span (3)

 Table
 Chair
 Ashtray
 Waste paper basket

 Eliminate or Repair
 Flaking paint
 Dust
 Dirt
 Breaks
 Cracks
Spic and Span Clean the installations (4)

 Building
 Window
 Glass
 Bars

 Eliminate or Repair
 Broken window panes
 Dirt
 Holes
 Used oil
Spic and Span (5)
Cleaning equipment

Paint brush

Rag

Paint

Bleach
Other equipment
Sweeping brush

Brush

Vacuum cleaner
5S
Four s –Keep the work place clean every time (Standardize) known
as Seiketsu

5S
towards
ideal
shop floor
Improve

 This involves improving and

developing the cleaning plans.

 Always fix ourselves a higher

objective

Act

Check
Plan Do
Setting up cleaning plans

 Define the operational cleaning procedures making observations and

suggestions to the 5S work group.
 The group will make the combined report, and write and post up, where
they can easily be seen, cleaning plans on the workstation.
 These plans must define:
 the place to be cleaned
 the means to be used
 the time to be devoted to it
 how often the operations have to be carried out
 the players
 if need be, the companies cleaning the premises, the corridors, …..
Standardization

 This involves ratifying what has previously been achieved and

approved.

 Quantify the 5S level achieved by the workshop by carrying out an

on-the-spot audit from the 5S evaluation sheet (following page).

 Always fix a higher objective and monitor the development of the

workshop by means of a periodic assessment.

 Have the unit Leader validate the organisation and the cleaning
time, from a period of approval.
Seiteksu
Following of earlier 3S

Standardized work procedures,

Maintaining safe & hygienic conditions in work place contributing

to a serene atmosphere.
Steps to Seiketsu

Develop standards/ Evaluation criteria with workmen (Sop's

housekeeping standards)

Establish checking procedure

Establish feedback procedures

Benefits of Seiketsu
Standardize procedures minimizes errors

Productivity increases and defects goes down.

Easier working conditions.

Safer working conditions.

No. of new problems exposed and resolved

More opportunities to maintain and improve quality.

Ownership and sense of pride among employees.

5S
Fifth s - Riger -Maintain – Self Decipline known as Shitsuke

5S
towards
ideal
shop floor
Get used to applying the 5S and respect the
procedures in force in the workplace (1)

 This involves drawing up a report

of the formalization phase and
Dangerous area
reflecting on the problems
encountered in order to resolve
them.
 Respect the rules we have
imposed on ourselves:
 by leaving no object
outside the storage or
unloading areas
 by preserving delimited
areas

This phase must make it possible

 to make
by respecting daily
indications
activities easier and favour independent work
Get used to applying the 5S and respect the
procedures in force in the workplace
 This involves making a report of the initial cleaning phase and
reflecting on all the problems found in order to resolve them
 As soon as possible complete the sheets provided by the 5S work
group:
 detailed report of anomalies noted on the machines (machine
number, description of label attached,.....)
 indication of serious dirt problems (diagram of installations: place,
nature)
 indication of places difficult to clean (diagram of installations)
 observations concerning use (difficulty, impressions,......)
 Return these sheets to the work group who will make an analysis
and combined report
 Stabilize and maintain

 This involves stabilizing the

Establish a
plan
of action Apply
I it, then my colleague functioning of all the rules
applies it
Reflect and
diagnose
defined in the previous phases.

Higher objective
Fix
Program
thelobjective Execute
 Guarantee the maintenance
RemedyCheck and stabilization of actions
Maintain
Evaluate the results undertaken in the previous
phases (Deming wheel)
Analyse the differences
Correct
 Evaluate
Overall Score:
Location: Scored by:
5 S Production Audit
Date:
Scoring key: 0= very bad (5 problems); 2=bad (4 problems); 4=OK (3 problems); 6=good (2 problems); 8=very good (1
problem); 10=target (0 problems) Score
 This involves ratifying what
No. Check Item
1: General safety
1 Fire equipment
Description

Is fire fighting equipment blocked or missing?

10 8 6 4 2 0
has previously been achieved
and approved.
2 Area safety Are employees in the area aware of evacuation procedures?
3 Lighting Is lighting adequate to perform all tasks?
4 Platforms and mats Are platforms being used in the area? Are ergo mats double stacked?
5 Task performance Can all required tasks be preformed in a safe manner?
Average Score
2: Personal safety equipment
1
2
3
Personal safety equipment
Safety devices
Safety equipment
Are required personal safety devices being worn?
Are all safety devices being used properly?
Is all safety equipment in working order?
 Quantify the 5S level
achieved by the workshop by
4 Egress of employees Is the employee able to egress from the work station?
5 Extension cords and outlets Are extension cords being used? Are outlets in working order?
Average Score
3: Part storage and buffers

carrying out an on-the-spot

1 Containers labeled Are all containers labeled with the correct part number?
2 Flow racks Are all flow racks labeled with the correct part number?
3 Stored parts Are parts stored on the floor?
4 Combined component parts and buffers Are all parts in the correct location? Are buffers within normal limits?
5 Container usage

4: Parts placement signage

Are containers used for other reasons?
Average Score audit from the 5S evaluation
sheet (following page).
1 Locations Are all locations clearly labeled?
2 Returnables Are all returnables stored correctly?
3 Dunnage Is dunnage stored correctly?
4 Finished goods Are finished goods stored correctly?
5 Components Are components stored correctly?
Average Score
5: Suspect material shelving and signage
1
2
Locations
Suspect material
Are all shelves clearly labeled?
Is suspect material clearly defined?
 Always fix a higher objective
and monitor the development
3 Non-standard parts Are rework, repair and scrap parts segregated?
4 Material designations Are items other than non-standard parts stored on shelves?
5 Disposal Are non-standard parts removed in a timely manner?
Average Score

of the workshop by means of

6: 2-Container Principle
1 Stock timeline Does all stock have a gage?
2 FIFO Are all components and finished goods using FIFO?
3 Components Are component racks utilized as they should be?
4
5
Return racks
Location
Are return racks used in the proper manner?
Are all flow racks positioned as they should be?
Average Score
a periodic assessment.
7: Cabinet Organization
1 Locations Are all shelves in the cabinet clearly labeled?

 Have the unit Leader validate

2 Cabinet and equipment Are cabinets, desks and equipment in the correct location?
3 Ownership Is the cabinet located on a layout? Does it have ownership?
4 Cabinet neatness Does the cabinet have a clear indication of what is needed?
5 Organization Does the cabinet have a neat and tidy appearance?

the organisation and the

Average Score
8: Cleanliness of Equipment and Floors
1 Spills, leaks, dust and dirt Is there oil, grease, water, dust or dirt on the floor?
2 Spill containment Are pigs or kitty litter being used to contain spills?
3
4
5
Equipment
Personal items
Shadow boards and cleaning equipment?
Is the equipment oily, dirty or greasy?
Are there personal bins? Are personal items stored in personal bins?
Are cleaning supplies available in the area? Are they stocked?
cleaning time, from a period
of approval.
Average Score
Get used to applying the 5S and respect the
procedures in force in the workplace
 This involves making a report on
the maintenance phase and
reflecting on the problems
encountered to find a solution to
them.
This phase insists on  Apply the 5S, each person at
the evolution of his/her workstation.
necessay attitude.  Before starting:
RIGOR ! Rigor is  follow the instructions on
respect for rules in the machine sheet
force in the workplace  inspect the workstation
 During work:
 respect the instructions for
managing existing
procedures
 control the quality
 After work:
 clean and tidy the
Finally to sum up………………..
Training, sincerity and constancy of purpose in following the rules
and standards developed will lead to success.
Create awareness of 5S
Develop action details for maintaining standards.
Make them easily understandable.
Give specific direction.
Display correct work procedures.
Maintain punctuality.
Conduct audits
Demonstrate sincerity in following rules.
Share success to enthuse others.
Approach
Input Duration/ Procedure + Support Output
+ Tools capacity + Remarks
+ Resposibility + Information
+ Aids

METH 5S in 4 Start 5S-Phase 0

phases.ppt
FORM 5S Audit sheet.xls
FORM 5S report.xls
D: 1 hour
C: 2 persons no
OK? FORM 5S Results.xls
FORM 5S
Presentation.ppt
yes
D: 3
years
C:
METH 5S phase 1.ppt depends Phase 1
FORM Rules 5S audit R: Steering Commitee
phase 1.doc

D: 1 hour no
C: 2 persons OK? S: Responsible 5S
FORM 5S Results.xls
yes

METH 5S phase 2.ppt Phase 2

FORM Rules 5S audit R: Steering Commitee
phase 2.doc D: 1 hour
C: 2 persons
no
OK?
FORM 5S Results.xls

yes

1
Approach
Input Duration/ Procedure + Support Output
+ Tools capacity + Remarks
+ Resposibility + Information
+ Aids

D: 1 hour Phase 3
METH 5S phase 3.ppt C: 2 persons R: Steering Commitee
FORM Rules 5S audit
phase 3.doc
no
OK? FORM 5S Results.xls

yes
Good image given to
METH 5S phase 4.ppt the customer
FORM Rules 5S audit Hold Phase 4 Better environnement
phase 4.doc R: Steering Commitee Efficiency improved
Less scrap
Better quality
Better work
atmosphere
Gains and benefits for company and employees
 The advantage of the 5S method is to continuously implement and
maintain order and cleanliness in the plant in a structured way. The
methodology is based on teamwork and can be applied to all areas.
 The activity 5S consists of 5 principals and offers numerous advantages
for the company as well as for the employees.
 The basic advantage for the plant is to arrange the spaces clear.
Consequently we achieve an organized and structured operation
which will increase productivity.
 The method allows the employees to work in a clean environment and
to feel well at their workstations. In addition it offers the employee the
possibility to feel more connected with his/her work by i.e. submitting
proposals for improvement which will be implemented as soon as
possible.
 The major advantages are:
 Sensitization of the employees for safety, order and cleanliness at
their workstations
 Take over more responsibility
 Basis for standardization (i. e. labeling, implementation shadow
board monitoring) and continuous improvement
 Increased transparency of the process
 The 5S-method is a good way to involve every people in a same plant
What does the management have to pay attention
to?
 Ensure that method is standardized and rigorously applied (e.g.
adherence to cleaning procedures)
 Engage support of experts (to explain things such as differentiating
between the necessary and the unnecessary things at the workplace)
 Top driven initiative
Extend of the method

 The 5S method have to be applied to all the areas of the plant : production
areas, stocks, offices, meeting rooms, outside areas…

 The audit sheet is different for the office areas but the method is the
same. The 5S in the offices include also computer network.
Responsible 5S
 Nominate 5S responsible person in each area
 Sensitize and train the people of his area
 Ensure that 5S actions are correctly made
 Communicate on 5S in his area
 Define the audit rules
Requirements

 Create a team /committee

 A responsible for the implementation of 5S in the plant is needed
 Split the plant in areas and identify them before starting with the 5S-
method.
 For the implementation of the 5S-method a moderator/supporter is
needed for each area
 The 5S supporter can be the TPM-moderator in production areas or the
department chief for office areas
 The employees involved in the 5S-campaign have to be trained by the
supporter in
all individual points.
 Standardization of the method and safeguarding of the sustainability
(i. e. compliance with cleaning plans).
 Support through experts (i. e. to differentiate between necessary and
unnecessary
items at the workstation).
 5 ‘S’
The Meaning What is involved ? Objective
‘S’ (Japanese)

1 ‘S’ Sorting Out - Segregate necessary Saving and

from unnecessary Recovering Space
(SEIRI)
- Remove what is not
required
- Decide on frequency of
sorting

2 ‘S’ Systematic - Arranging in order Minimizing

search time
Arrangement - A place for every thing
(SEITON) and every useful
thing in it’s place.

3 ‘S’ Spic and - Clearing the work place / Inspecting for

equipment problems.
Span
- Ensuring –Tip Top Taking corrective
(SEISO) actions, faster .
condition.

4 ‘S’ Standardizat -Working methodology Achieving higher

productivity and
ion (procedures and
better quality.
(SEIKETSU) work instructions)
Thank
s