OF GOOD

HOUSEKEEPING
 COURSE OBJECTIVES

At the end of the session, participants are expected to:

• Know the principles and requirements of 5S

• Appreciate how they can be applied in their specific
work areas
• Generate 5S checklists to serve as company standards
• Know typical and best practices of companies who
implemented 5S.
• Appreciate the benefits that can be brought by
practicing 5S
 5S PHILOSOPHY

Customer satisfaction is the ultimate goal of world

class management.
The goal of the 5S program is to make the work area
most efficient and productive.
Productivity comes from the elimination of waste
which is highly associated with cost.
5S is neither for the workers nor for a special area
within the company.
company
Time spent for looking for information is costing you
and your company.
It is necessary to attack the root cause of the
problem.
Everybody’s participation.
Acknowledge that the human being is not infallible
(People forget things).
 WHAT IS 5S

A systematic approach to organize work

areas, keep rules and standards, and
maintain the discipline.

Utilizes workplace organization and work

simplification techniques to ensure safety,
make work faster and easier.

Develops positive attitude among workers

and cultivate an environment of efficiency,
effectiveness and economy.
 WHAT IS 5S

SEIRI (SORTING OUT)

SEITON (SYSTEMATIC ARRANGEMENT)

SEISO (SPIC AND SPAN)

SEIKETSU (STANDARDIZING)

SHITSUKE (SELF DISCIPLINE)

 SEIRI (SORTING OUT)

Means sorting things into different categories:

• most frequently used (closer to your

work area)

• less frequently used items (keep in a

distant storage
g area))

• will never use (dispose the items)

 SEITON (SYSTEMATIC ARRANGEMENT)

• Systematic arrangement of things for the

most efficient and effective retrieval (e.g.
office supplies, jigs & tools, spare parts,
documents, books, etc)

• Requires a thorough analysis of current

usage

• Think of your own work area.

area What
arrangement is best suited for your
information retrieval.
 Some SEITON Practices

1. Place goods in wider frontage along passages.

2. Store goods for first-in-first-out retrieval.
3. Everything must have its location.
4. Label items and their locations.
5
5. Separate special tools from common ones ones.
6. Put frequently-used items nearer to the user.
7. Make things visible to reduce searching time,
organize
i by
b color.
l
8. Don’t pile up items without separator.
9. Put everything at right angles to the passage time.
10. Fix unstable article for safety.
11. Provide signs for abnormal condition or
when help is needed.
12. Keep space for safety equipment and evacuation
passages clear.
 Some SEITON Practices
A good filing system is one which assures the quick and easy
retrieval or recovery of records when they are needed.

METHODS OF FILING:
By Name of Individual/Organization
records that are referred to by name of an individual or organization
should be arranged by name in strict alphabetic sequence or
successive continuity. Correspondence from individuals
representing organization should be filed under the name of the
organization

By Subject
records which are referred to by the subject matter should be
arranged alphabetically by subject, title or caption. All records on
a particular subject should be kept together, inasmuch as each
p
related records fit somewhere to complete a story.
y
 SEISO (SPIC AND SPAN)

Cleaning is not only cleaning per se but also

includes analysis of dirt build-up

Regular cleaning can eliminate several steps

Ultimate goal is to eliminate or at least

minimize the need to clean the work area
through innovative ideas
 SEIKETSU (STANDARDIZING)

Originally meant to maintain a clean

environment at all times.

Requires some standardization of procedure.

Without standardization, the situation
will deteriorate right back to old habits.
 Some SEIKETSU Practices

1. Visual control signs

2.
2 Color
C l coding
di
3. Foolproofing (Poka-yoke)
4 R
4. Responsibility
ibilit labels
l b l
5. Wire management
6. Inspection marks
7. Maintenance labels
8. Prevention of dust, dirt, noise and vibration
9. “I can-do-it blindfolded
10. One
O point lessons
 SHITSUKE (SELF DISCIPLINE)

Treat your workplace as your (own) second

home.

You are spending more of your WAKING TIME

at your work place than at home.

Your workplace is an important place where

you make income for yourself and your family.

If you hope your home to be clean and

comfortable place, why don’t you try to make
your workplace
y p as clean and comfortable
as your home.
 ONE IS-BEST-CAMPAIGN

one location
one-file projects
one-day processing
one-hour meetings
one-copy filing
one-minute telephone calls
one-tool work
 OFFICE 5S ACTIVITIES

1. Reducing the number of ledgers, forms, tools.

2. Better storage to get anything needed in 30
seconds.
3. Keep things in just one place.
4. Have just one form for things.
5. Eliminate the idea that everyone has to have
his own copy of everything.
6. Shift from individual-based to g
group
p based
work.
7. Standardize and create manuals detailing office
p
procedures.
8. Provide mechanisms to evaluate what is
happening at any time.
9. Maintain cleanliness and orderliness.
 SUCCESS FACTORS

1. Strong sponsorship and leadership

of the Dept. Head
2. Active promoters/5S Committee
3. Regular audits
4 Good
4. G d documentation
d t ti
5. Healthy internal competition
 KEY POINTS IN THE IMPLEMENTATION OF 5S

POINT 1:

Start small and easy , proceed slowly but steadily.

IF YOU MAKE HASTE
HASTE, IT IS EASY TO FAIL
FAIL.
SMALL organizations, can start department-wide.
Trial practice at model area.
 KEY POINTS IN THE IMPLEMENTATION OF 5S

POINT 2:

Start with the most suitable “S”

For messy workplace
workplace, start from 1st S-Seiri
For trouble some machine first conduct
SEISO then do SEISO inspection.
Everyone can participate in “SEISO” but they
need to be familiar with machines, proper
cleaning procedures and tools.
 KEY POINTS IN THE IMPLEMENTATION OF 5S

POINT 3:

Only 1 or 2 or 3S’s are enough for the initial

practice, not all 5S’s.

First 3S’s (SEIRI, SEISO, SEITON) are

ACTION WORDS

4TH S - SEIKETSU is a CONDITION

5TH S - SHITSUKE is accordingly CULTURE

 KEY POINTS IN THE IMPLEMENTATION OF 5S

POINT 4:

Set simple, easily achievable and step-by-step

targets.

THEMES are helpful to concentrate efforts and

achieve greater results.
Practice 5S together with other movements.

Integration through selection of common themes.

 KEY POINTS IN THE IMPLEMENTATION OF 5S

POINT 5:
Everyone’s participation is important.
important
TWO heads are better than ONE.

FOUR eyes see more than TWO.

Encourage participation first by EDUCATION

then by DEMONSTRATION, later through
ACTUAL PRACTICE.

Set aside a DAY for launching

(e.g. Big Clean-Up-Day)
 TYPICAL PATH TO 5S IMPLEMENTATION
ACTION PLAN DETAILS
Make it a corporate • Submit proposal to management for
program approval.
• Disseminate/promote to everyone
everyone.
Start with a BIG • Form clean-up teams and let them choose
Clean Up Day which work area to clean. Their own work
process is recommended.
• During clean
clean-up,
up be mindful of what must be
the system/standard to sustain the
orderliness of the area.
Establish Systems • Work process/area owners are to make their
and Standards own standards / systems
systems.
• Establish a checklist , operational policies
and procedures, as appropriate of the work
area’s 5S standard, as appropriate. Get
inputs observed during the big clean up
day. Have them approved and disseminated.
• Include or propose necessary structures/
logistics that can enhance the 5S. (e.g.
making of shelves, pallets, lifts, etc.)
• May be included as a criteria of
performance appraisal system or KRAs
 TYPICAL PATH TO 5S IMPLEMENTATION
ACTION PLAN DETAILS
Audit the 5S system • Create an audit team. At the start, let the top
regularly man with his generals do the audit. It
creates an impact. Subsequent audits will
be done by the audit team
• Orient the audit team and auditees on:
– The audit flow
– How to use the System
y
– Raising and addressing the Corrective Action
Request (CAR), if used
– Closing the audit findings
• Conduct the audit on a regular basis.
Provide feedback on performance. If linked
with the performance appraisal / KRA, the
rating of the audit team will be the basis of
the performance.
Managementt
M • Thi
This may be
b included
i l d d ini the
th existing
i ti
Review meetings of management where targets and
accomplishments are discussed.
• Discuss on status of 5S program. Act on
necessary improvements and provide
resources.
Continue Improving • Tighten standards
 SOME REASONS WHY 5S DETERIORATE OR REMAIN STALE

• Management flaws
• No resources provided
• Just plain lack of support
• Nobody reviews the progress
• Audit flaws:
• Audit is not regular
• Audit
A dit iis nott objective
bj ti – “Pabor-pabor”
“P b b ”
• Audit is not sustained
• Auditors are knit pickers
• Auditee refuses to correct findings
• Standard/System flaws
• Standard too rigid
• Standards are too lax or are not improved
• Standards are not understood by everyone or not known
to everyone.
p flaws
• People
• Lapses in implementation of 5S in workplace.
• “The system was forced on me!”
• Just plain indifference to the program.
 SUSTAINING AND IMPROVING 5S
The 1st Key to Workplace Improvement

1 11 20
Cleaning 9 QA
12 Leading
Maintain System Technology/
Dev’t of
and 7 Equipt Suppliers Site
Sit
16
Organizing Zero Prod’tion Tech.
Monitor Sched.
Mfr.
14 5
Better Quick
Empower Q lit
Quality
Workers Changeover
Tech.
6 Strengthening 4
Mfg. Mfg. Quality Reducing
Value
I
Inventory
t
Analysis Energizing the
Cheaper Workplace
Faster
17 Cost 8
Mfg. Time
Efficiency Couple
Control Mfg.
15
18
Skill
Using
versatility
Info. 13
2 Tech.
19 & XTrng. 3
Rationalizing Conserving 10 Eliminating Improvement
Energy & Time Ctrl Waste
Th system/
The t / T
Team
Matls. & Commit-
Mgt. of Activities
ment
Obj.
 SUSTAINING AND IMPROVING 5S
The 1st Key to Workplace Improvement

LEVEL 1:

• Clutter is everywhere
• Disorganized
• Tools are scattered
• Worn-out
o out anda d dirty
d ty
facilities
• Papers/pens/records
on top of tables
• What have you in
mind?
 SUSTAINING AND IMPROVING 5S
The 1st Key to Workplace Improvement

LEVEL 2:
• May
M appear neatt and d clean
l
• at first glance.
• When you examine details
you would see items not
needed in work area.
• Example:
• Tools are neatly piled
but piles are on the
floor.
 SUSTAINING AND IMPROVING 5S
The 1st Key to Workplace Improvement

Problems @ Level 2:
• You find dirt, dusts &
items not needed in
corners, walls, pillars
• Signage are faded
• “Spaghetti” wiring are
exposed
• Pathways are used/not
identified/marked
• Others.
 SUSTAINING AND IMPROVING 5S
The 1st Key to Workplace Improvement

Level 3:
• Work areas are painted
and clean
• Bulleting board info are
updated/current
• Equipment are clean
• Pathways are free from
obstructions and marked
 SUSTAINING AND IMPROVING 5S
The 1st Key to Workplace Improvement

Problems Level 3:
• Tabletops, cabinets,
shelves are still cluttered
with tools, parts, rags,
papers, unused things,
etc.
• Sometimes tools and
other parts are hard to
find.
 SUSTAINING AND IMPROVING 5S
The 1st Key to Workplace Improvement

Level 4:
• The ff: are used:
• Labels
• Numbering
• Color-coding
Color coding
to indicate things
• Tools are within easy
reach
• Cabinets and shelves are
organized and clean
• Work can be done
easily and efficiently
 SUSTAINING AND IMPROVING 5S
The 1st Key to Workplace Improvement

Problems at Level 4:
• Sustaining level 4 is
difficult
• Backsliding is apparent
• Wastes
W t sometimes ti
piles up before they are
thrown.
• Work in progress are
piling up after a day’s
work
• Run
Run-out
out of critical
stock items
 SUSTAINING AND IMPROVING 5S
The 1st Key to Workplace Improvement

Corrective Action to get

To
T Level
L l 5:
5
• Set up systems like super
markets.
• Identify what cause the
problems and put up
systems to eliminate them
• Hold routine inspections
• Correct findings ASAP
• Device ways to dispose
((4R + Sell)) of wastes.
 SUSTAINING AND IMPROVING 5S
The 1st Key to Workplace Improvement

Level 5:
• Causes of dirt/wastes are
eliminated.
• Workplace stays clean
w/o
/ muchh sweeping
i
• Everyone has practiced
the habit of sustaining
the 5S
• Reduction in wastes
observed.
• We are earning extra
income from wastes.
 PREPARING THE 5S CHECKLIST

WORK WORK AREA Y N REMARKS

AREA STANDARDS
Records • Files and records are
Management bound and labeled /
coded using
prescribed system
• A master list of
records is maintained
identifying the file
name, location,
responsibilities and
retention period
period.
• Records are:
- Complete
- Legible
- Maintained
- Stored in
designated
locations.
- Disposed off when
retention period is
over
 PREPARING THE 5S CHECKLIST

LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5

FILES & RECORDS MANAGEMENT
Files are: Files are: Files are: Files are: Files are:
• Loose • placed in • placed in • All of level • All of level
• In a mess folders folders 3 std. 4 std.
• Not sorted • Labeled • Labeled • Any one • Sustained
• No storage • Some are • Listed in a with all through
designation loose master list authority out.
• Etc. with can locate / • Saving on
• Notot legible
eg b e retrieve the
l
complete resources
• No system info. files. are
in filing. • Current – observed.
• Individual
• Etc. folders are obsolete • Etc.
complete ones are
and disposed
arranged off
sequentially according
• Etc. t system.
to t
• Etc.
 AUDITING THE 5S PROGRAM

• Form an audit team (members must cut-across

the
th entire
ti organization)
i ti )
• Appoint a chairman, who should prepare:
• Audit schedule
• Consolidated reports
• Continually train the auditors
• Initiate improvement of the 5S checklist
• Follow-up if findings were acted upon
effectively
• System
S t f rating
for ti the
th 5S performance
f
• Update competence and effectiveness of
5S auditors
• Use the checklists prepared by the workers
themselves
 ENSURING SUSTAINABILITY OF THE PROGRAM

• Conduct of the audit is regular

• Integrate in KRA or Performance Appraisal of
• Department
• Individual
• When rating or level is attained and sustained,
improve on:
• Checklist standards
• Increase performance indicators
• Look for other areas not covered by 5S
then integrate in standards
 ENSURING SUSTAINABILITY OF THE PROGRAM

Example KRA Performance Indicators:

• GH Rating of 90% minimum

• 5% in savings of:
• Paper
P
• Inventory Items
• etc.
• Generate income from scrap = USD xxx for
the period AAA to BBB
• Attain level 5 rating in (specific work area)