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Presented By:
Harpreet Singh (18)
Shweta Singh (28)
A Place For Everything
&
Everything In Its Place
What is 5S ?
An essential step required for Waste Elimination




An integral step in Kaizen
A required element to achieve Lean-site
Manufacturing.

Sorting Out
Seiri
Orderliness
Seiton
Shine
Seiso
Cleanup
Seiketsu
Standardize
Seiketsu
Sustain/Perseverance
Shitsuke
Five S
Seiri
Seiton
Seiketsu
Shitsuke
Seiso
Sorting Out
Systematic Arrangement
Standardise
Self Discipline
Spic-n-Span
S - 2
S - 4
S - 5
S - 3
S - 1
Always Clean
Clean tools, equipment and
job site immediately after
use
Equipment that is kept clean
runs better
S E I K E T S U
5s
S H I T S U K E
Discipline
Use and follow standard
procedures
Follow company rules and
regulations
Follow safety procedures at
all times
Drive Quality
Orderliness
Put things in right order in
designated areas
Store all materials and information
in an orderly fashion at all times
Organized according to frequency
Place for everything and
everything in its place
S E I T O N
Arrange Properly
Distinguish between those
things that are needed and not
needed
Keep only needed materials at
the job site
Throw away all unneeded
items immediately
S E I R I
Cleanliness
Problems are more visible
when everything is neat and
clean
Find minor defects while
"sweeping clean
S E I S O
D
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S
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THE NEED FOR A "5S"
STRATEGY
MUDA ELIMINATION
WASTE
ELIMINATION
LEADS TO
COST
OPTIMIZATION &
MANAGEMENT
EXCELLENCE
The first S focuses on eliminating unnecessary items from the
workplace.
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
your 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.
Sort (Seiri)
If you dont use it,
move it!
Sort (Seiri)
Sorting frees up valuable floor space and eliminates such
things as 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).
Sort (Seiri)
Set in Order (Seiton)
1. What do I need to do my job?
2. Where should I locate this item?
3. How many do I need?
The second S focuses on efficient and effective storage methods.
You must ask yourself these questions:

Strategies for effective Set In Order are:
Set in Order (Seiton)
Painting floors
Outlining work areas and locations
Shadow boards
Modular shelving and cabinets
A PLACE FOR EVERYTHING AND
EVERTHING IN ITS PLACE
Once the clutter and junk that has been clogging work areas have been
eliminated and the necessary items have been identified and located, the
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.
Shine (Seiso)
Workers will also begin to notice changes in equipment and facility
location such as air, oil and coolant leaks, repeat contamination and
vibration, broken, fatigue, breakage, and misalignment. These changes,
if left unattended, could lead to equipment failure and loss of production.
Both add up to impact your companys bottom line.
Shine (Seiso)
Once the first three of the 5Ss have been implemented, emphasis should be
on standardizing best practice in work area. Employees must be allowed to
participate in the development and documentation of such standards. They
are a valuable but often overlooked source of information regarding their work.
Standardize (Seiketsu)
Standardize (Seiketsu)
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

Standardize means establishing Best Manufacturing
Practices, including:
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.
Sustain (Seiketsu)
The 5S Philosophy
Once fully implemented, the 5S process can increase moral, create
positive impressions on customers, and increase efficiency and
organization.
Not only will employees feel
better about where they work, the
effect on continuous
improvement can lead to less
waste, better quality and shorter
lead times. Any of which will
make your organization more
profitable and competitive in the
market place
5S Performance Excellence Model
Orderliness (Seiton)
Shine (Seiso)

Self-Discipline
(Seiketsu)
Customer Expectations
Sorting Out (Seiri)
Standardize
(Shitsuke)
Improved Quality
Improved Safety
Reduced costs
Consistent Deliveries
Improved Product/ Service
Options
Resistance to Implementing 5S
What are the reasons
for resisting 5s
implementation?
Whats so great about
sort and set in order? It
will take too much time.
Why clean when
it just gets dirty
again?
Are sort, set in order,
and shine really going
to boost productivity?
Why bother?
We already
implemented
sort and set in
order.
Were too busy for
5s.
We did 5s years
ago.
Potential 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.
Potential benefits of 5S
The potential benefits of 5S can be summarized by five
English S or PQCDS.
Five English S:
Sales - Increase sales (market share).
Savings - Save costs.
Safety - Provide a safety working environment.
Standardization - Standardize the operating procedure.
Satisfaction - Employees and customers satisfaction

Contd
PQCDS:

P - Increase productivity.
Q - Improve product quality.
C - Reduce manufacturing costs.
D - Ensure on-time delivery.
S - Provide a safety working environment
Implementation Procedure of 5S
Organize the program committee.
(PLAN)
Develop a plan for each S. (PLAN)
Publicly announcement the start of
the program. (DO)
Provide training and education to
employees. (DO)
Select a day and everybody cleanups
his/her own working area. (DO)
Select a day and everybody organizes
his/her own workplace. (DO)
Evaluate the results of 5S. (CHECK)
Self-Examination and Take corrected
actions. (ACTION)
Plan Act
Do Check
A Case of Timack Mfg. Ltd.
A plywood and wooden frames Mfg. firm.
Sales has reduced from 1.85m to 1.65m in
two year.
Management took help of a Manufacturing
Institute from East Lancashire Business Link.
They identified some key issues.
These issues were:
The business is approximately at break even point
there is a need to reduce cost and improve
productivity, in order to start making a margin.
The manufacturing lead time is excessive,
compared with the value added process time.
Stock levels are high.
There is a seasonal trend in the business, with the
busy period being March and April.
The business is organized functionally, with
separately managed areas.
There is no measure of machine effectiveness.
Production of samples for new products can be
problematic.

Recommendation:
Use value stream mapping to identify waste within the
operation. This will enable a
plan to be produced to reduce stock and lead time.
Consider the need for annualised hours to cope with the
seasonal variances in
demand. (This may not be necessary if the lead time can
be reduced).
Consider a value stream management organisational
structure.
Consider the introduction of Overall Equipment
Effectiveness (OEE).
Consider the creation of new product samples as a
separate value stream,
perhaps with dedicated processes?

Contd
A project team was formed, consisting of
the two directors, the machine shop
manager and assembly supervisor.
Implementation of improvement took place
over next four month.
5S was implemented.

The photographs below show the improved workplace
Organisation, as a result of the 5S activity

Before After

Results:
10% improvement in productivity (40.9k benefit)
5% improvement in delivery performance
33% reduction in stock (54.5k benefit)
33% reduction in lead time (3 weeks to 2 weeks)
2 jobs safeguarded
75k sales safeguarded
23k of value added safeguarded
10% reduction in sub standard supplies (1.2k benefit)
10% reduction in travel distances

Case Study Of Leisureline

Uncleaned
Mixed
Unordered
Unarranged
Untidy
Ugly
Clean
Sorted
Ordered
Arranged
Neat
Good Looking
BEFORE 5S AFTER 5S
Visits 1800 Visits 1800
Time Spent Each
Visit
15 Min Time Spent Each Visit 1 Min
Total Time for 600
Employees
450
Hrs.
Total Time for 600
Employees
30 Hrs

PRODUCTIVITY INCREASE (%)

93

How Does 5S Pay Off?
Before sort After sort
Specific Objectives - SYSTEMATIZE
Organise layout of tools and equipment
Designated locations
Use tapes and labels

Ensure everything is available
as it is needed and
at the point of use

Specific Objectives - SYSTEMATIZE
Workplace Checkpoints:-
Positions 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?

Specific Objectives-
SWEEP, SHINE, SCRUB
Create a spotless workplace
Identify and eliminate causes of dirt and
grime remove the need to clean
Sweep, dust, polish and paint


Specific Objectives-
SWEEP, SHINE, SCRUB
Divide areas into zones
Define responsibilities for cleaning
Tools and equipment must be owned by
an individual
Focus on removing the need to clean

PLAN SHOWING HOW AUDITING AGAINST 5S
BECOMES A WAY OF LIFE
Area Responsible
Person
Auditors: Audit to be carried out by
3
rd
week of each month by named
person and an assistant
July Sept Nov
Operations
Arvind arjun Swastik Sonali
Warehouse
Sreelekha Naresh Santosh Rajat
Inventory
Venkat Prabhat Sanjay Sanjeev
Workplace Scan Score Card
Five "S" Steps
1
2
3
4
5
Sort
Straighten
Shine Standardize
Sustain

9 Waste Radar Chart
% of Waste Before 5S
% of Waste After 5S
0
Defective Product
Transportation
Delays
Resources
Mis-used
Process
10
Motion
Inventory
Untapped
Resources
90
70
20
30
40
50
60
80
100
Over production

Overproduction Delays Transportation Inventory Motion Processes Defective
Products
Untapped
Resources
Mis- Used
Resources
Before After Before After Before After Before After Before After Before After Before After Before After Before After
100
90
80
70
60
50
40
30
20
10
%

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BENEFITS
Improvements in:-
Workforce morale
Company image
Health and Safety
Machine maintenance
Quality
Productivity
Leading to Increased Competitiveness
References
http/:www.kdr-associates.com [Assessed on 07 Apr09]
http://www.envision-hc.com [Assesed on 07 Apr09]
http://www.nasfm.org [Assessed on 09 Apr09 ]
http://www.cbi.nl [Assessed on 09 Apr09]
Ho S.K.M. [1995-9], TQM: An IntegratedApproach Implementing
TQ through
Japanese 5-S and ISO 9000, Kogan Page,UK (95 & 97 Ed.), HK
Baptist Uni. (99 Ed.).

Management & Marketing (2008) Vol. 3, No. 4, pp. 115-120.
Hirano, Hiroyuki and Dr. J.T. Black. 1988. JIT Factory Revolution.
Cambridge. Productivity Press
http://www.businessknowledgesource.com/manufacturing/the_5_s_
approach_to_lean_manufacturing_extended_entry_026157.html
[Assesed on 20 Apr09]