5S

5S
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5S - Seiri , Seiton, Seiso, Seiketsu, Shitsuke

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Introduction to Lean
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What is Lean?
Lean manufacturing was developed by the Japanese automotive industry,
with a lead from Toyota and utilising the Toyota Production System (TPS),
following the challenge to re-build the Japanese economy after World War
II

The concept of lean thinking was introduced to the Western world in 1991
by the book The Machine That Changed the World written by Womack,
Jones, and Roos

Lean is a philosophy that seeks to eliminate waste in all aspects of a firms
production activities: human relations, vendor relations, technology, and
the management of materials and inventory
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Lean is a term coined to describe the Toyota Production
System
Fujio Cho, Toyota Chairman, in a Business 2.0 interview, Jan/Feb 2005

..Some people think that if they just implement our techniques, they can
be as successful as we are. But those that try often fail. That's because no
mere process can turn a poor performer into a star. Rather, you have to
address employees' fundamental way of thinking. At Toyota, we start with
2 questions:
"Where are we wasting resources like time people or material?"
How can we be less wasteful?"
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The Goal
Receive
Customer
Order
Receive
Payment
Maximize Value to Customer
Maximize Value to Shareholder
Eliminate Waste
Deliver
Service or
Product
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The Goal
The unavoidable reality of business:

We will never be given more people and more time, to make less, at
greater cost. Business will continue to move in the direction of make
more, faster & cheaper, with fewer people

Eliminating waste (by implementing 5S) is a means towards this end

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Other Lean Tools
Muda i.e. 7 Wastes
Pull Production and Kanban
Just-in-Time
Poka-Yoke i.e. Mistake Proofing
Jidoka i.e. Autonomation
Heijunka i.e. Levelling, Sequencing and Standadrization
Kaizen i.e. Continuous Improvement
Kaikaku i.e. Breakthrough Improvement
Single Minute Exchange of Dies (SMED)
Yamazumi
Andon
Value Stream Mapping (VSM)
.. and more
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Introduction to 5S
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The 5S
SEIRI
SEITON
SEISO
SEIKETSU
SHITSUKE
Sorting / Segregating

Set in Order / Arranging

Shine / Spic and Span

Standardize

Sustain / Self Discipline
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The 5S
Sort - All unneeded tools, parts and supplies are removed from the area
Set in Order - A place for everything and everything is in its place
Shine - The area is cleaned as the work is performed
Standardize - Cleaning and identification methods are consistently applied
Sustain - 5S is a habit and is continually improved

Also work areas are safe and free of hazardous or dangerous items and
conditions
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Relationships of the 5S+1 (6S) Pillars
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Benefits of 5S
Maintain good product quality

Improve your quality, efficiency and productivity

Reduce lead time and cost, Improve profit

Maintain good control over the processes

Ensure safety and cleanliness

Reduce waste hidden in the plant
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Some new words
Red Tag: Process for tagging, removing and disposing of items not needed
in the work area

Lean Manufacturing: concepts that seek continuous improvement by
removing waste in processes

Muda: (pronounced moo da) waste

Gemba: (pronounced gim ba) workplace

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Red Tagging
Red Tagging is a method of identifying 5S related issues and tagging them
at the workplace for easy identification and resolution

Red Tags should be easily available around the work place

Red Tags can be placed by anyone, even if they are false reports once in a
while

Red Tags promotes the participation of employees to make the workplace
a 5S workplace
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A Sample Red Tag
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Some 5S examples
After 5S - Cleaned,
organized and drawers
labeled (less time and
frustration hunting)
Before 5S
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Some 5S examples
See the difference?
1. Sort: All unneeded tools, parts and supplies are
removed from the area

2. Set in Order: A place for everything and everything is
in its place
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Some 5S examples
3. Shine - The area is cleaned as the work is performed
(best) and\or there is a routine to keep the work
area clean
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Where is the Business Sense?
While many improvements can be identified using 5S, that will make our
workplace a better place, it is also very critical to look for improvements
that have DIRECT BUSINESS IMPACT, such as:

Helping save Costs / Capital Investment, thus helping in cost
avoidance and profitability growth

Helping grow revenue

Helping improve customer satisfaction
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5S systems results:
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The 1
st
S:
Seiri Sorting / Segregating
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Seiri Sorting / Segregating
Junk & Waste
Separating the wanted and unwanted
Repairable Wanted Items
No Use
Repair
Sell as Scrap
To next step
Discard
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While doing Seiri keep in mind
Make sure you take care of:

What is needed

When it is needed

In the amount needed

What is not needed is moved / thrown out
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While doing Seiri keep in mind
How often things are used

What is the life of the material

Cost of the material

Be sure that you can throw the things, otherwise you may repent

How frequently do we dispose waste?
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Consequences of not following Seiri
The wanted is hard to find, when required

More space is demanded and utilized

Unwanted items cause misidentification

Misidentification causes errors in operation

Maintenance cost of the equipments increases
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Identify issues or best practices if any
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The 2
nd
S:
Seiton Set in order / arranging
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Seiton Set in order / arranging
Identifying places to arrange the things and placing them in proper order
for prompt usage

A place for every thing and
everything in its place
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While doing Seiton keep in mind
Organize things

Arrange needed items so that they are:

Easy to find

Easy to use

Easy to put away
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While doing Seiton keep in mind
The right location where the things / items will be used

FIFO (First in First out) arrangement

High Demand, Near Reach (HDNR) arrangement

Labeling of the area and the equipment is very important

Keep proper gaps between two things to avoid confusion
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Seiton and Visual Controls
Good Seiton includes use of labels, signs, indications, display, cautions,
signals, symbols, etc. that at a glance show how things should be done or
where things should go

Use of labels signs, indications, display, cautions highlights, difference
between normality and abnormality

Non - users of the equipments also become aware of its use and
precautions

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Visual Controls System Implementation
Develop a map identifying the access ways (aisles, entrances, walkways
etc.) and the action areas

Perform any necessary realignment of walkways, isles, entrances

Assign an address to each of the major action areas

Mark off the Walkways, aisles & entrances from the action areas

Apply flow-direction arrows to aisles & walkways
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Visual Controls System Implementation
Perform any necessary realignment of action areas

Mark-off the inventory locations

Mark-off equipment/machine locations

Mark-off storage locations(Cabinets, shelves, tables)

Color-code the floors and respective action areas
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Consequences of not following Seiton
The wanted is hard to find, when required, thereby resulting in lost time

More space is demanded and utilized

Lack of intuitive organization, leads to safety issues and loss of
productivity

Lack of intuitive display, leads to lack of knowledge of missing / low
inventory items
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The 3
rd
S:
Seiso Shine / Spic and Span
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While doing Seiso keep in mind
Clean

Sweep floors

Wipe machinery and equipment

Paint and repair

Get it clean

Keep everything in good condition so it is always reliable and ready to be
used

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Cleaning should be done regularly

Use the best cleaning agent

All the nooks and corners should be cleaned

Keep all the labels intact

All the labels should be correct, visible and legible to all
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Repair, clean & shine work area

Important for safety

Maintenance problems such as oil leaks can identified before they cause
problems

Schedule for cleaning, sweeping, wiping off

Cleaning inspection checklists

Workspace always ready to work

See workspace through customers eyes
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Consequences of not practicing Seiso
Performance of machines deteriorates

The quality / aesthetic quality deteriorates

Dirty place is unpleasant and hazardous to health

Sends uncaring and irresponsible message to the team members and
society at large

People working at dirty areas are generally found to have low desire to
excel and their motivation level is low
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The 4
th
S:
Seiketsu Standardize
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Seiketsu - Standardize
Always aim at maintaining the standard level of cleanliness, hygiene and
visual control

Keep all the 4 Ms (Man, Machine, Material and Method) intact, a lapse in
any one of them will make you loose the rest of the three

Without Standardized implementation of first 3S, improvements made
with the first three pillars do not last, and conditions go back to the way
they were
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How to implement Seiketsu Standardize
Formalize procedures and practices to create consistency and ensure all
steps are performed correctly

Departments have weekly 5S tours

Every job has duties that use Sort, Set in Order and Shine

We all have common duties to do our part to keep all areas of the plant in
shape break room, restrooms, locker area, parking lot, etc

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While doing Seiketsu keep in mind
The standards should be arrived at unanimously

Always keep the standards flexible to changes and improvements

Standards should be known to all and displayed
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Consequences of not following Seiketsu
Dual standards yield multiple results

Multiple results lead to conflicts and confusions

Rework increases

Rework increases the basic cost of the finished product without any value
addition

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The Essence of Seiketsu
It is the proof that 3-S (SEIRI, SEITON, SEISO) are being religiously carried
out.

It is the barometer which indicates the control level based on the 5-S of all
the workers
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The 5th S:
Shitsuke Sustain / Self Discipline
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Role of Leadership

Educating, creating teams, providing time and resources, providing
motivation and recognition

Role of Operators

Participating in implementation, contributing ideas, talking about
strengths and areas for improvement, helping promote the Five Pillars

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If you are disciplined:

Rules will always be followed

Laid down targets will be achieved

Improvements will be promoted

The no. of defects will be reduced

The cost will not increase
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How to practice Shitsuke
Keep the processes going through

Train all team members on 4-S

Continued communication

Correct wrong practices on the spot

Punctuality is the backbone of 5S

Follow work instructions

Reward and recognitions
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5S Slogans

5S Posters

5S Maps

5S Newsletters

5S Tours

5S Audits

5S Story Board
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While doing Shitsuke keep in mind
Culture is not build overnight

Involve as many people as possible

Defining recommended behaviors is very important

Rewards and Recognitions play a key role

Similarly, unacceptable behaviors and penalties should be clearly laid
down
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Consequences of not practicing Shitsuke
The 5S initiative will die a quick death

Organization moves back initial state

Employees loose trust on initiatives undertaken in the organization

Employees might not provide natural and immediate support any new
initiatives

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Story Boards Identify issues or best practices if any
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Rewards and Recognitions Identify issues or best
practices if any
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Before & After charts Identify issues or best practices if
any
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5S Posters Identify issues or best practices if any
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Additional Resources and Sources
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5S Rollout
Gradually too fast unsustainable

During slow time

Importance of training, Management commitment

Before & After photos

Change of mentality, not campaigns and slogans. Old way no longer OK

Management by walking around (MBWA / Gemba Walks), Patrols
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Benefits of 5S
What are some benefits
of implementing 5s?
Workers have an
opportunity to provide
creative ideas about how
the workplace should be
organized
Higher job
satisfaction
Clear expectations
Reduced delays
mean timely
delivery of product
Reduced
changeover time =
higher productivity
Elimination of
cost causing
waste
Reduced defects
and higher
quality
Safer
environment
Maintained machinery
and equipment means
reduced downtime
Win customer
confidence and
trust
Growth
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Where is the Business Sense?
While many improvements can be identified using 5S, that will make our
workplace a better place, it is also very critical to look for improvements
that have DIRECT BUSINESS IMPACT, such as:

Helping save Costs / Capital Investment, thus helping in cost
avoidance and profitability growth

Helping grow revenue

Helping improve customer satisfaction
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Contact Us

WEBSITE
http://www.lassib.org/

EMAIL
contact@lassib.org

SOCIETY HEADQUARTERS
#5-70, V. V. Nagar, Street No. 8, Habsiguda,
Hyderabad, Andhra Pradesh, India - 500007

PHONE
India Landline: +91-40-40045614
India Fax:+91-40-40045615
India Toll-Free: 1-800-425-1388

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