5S for the Office

© Operational Excellence Consulting. All rights reserved.© Operational Excellence Consulting. All rights reserved.
5S for the Office

4© Operational Excellence Consulting. All rights reserved.
Outline
• Introduction & Overview
• 5S Lay the Foundation for a
Lean Enterprise
• 5S Helps to Eliminate Waste
• What is 5S?
• Benefits of 5S
• 5S Principles - Step By Step
• How to Conduct a Red
Tagging Exercise
• Creating a Visual Office
• Applying 5S to Improve Safety,
Quality, Equipment Reliability
& Productivity
• 5S in the Office
• 5S Roadmap
• 5S Audit System
• 5S Maturity Levels
• 5S & Kaizen
• Supporting Lean Tools for 5S
• How to Sustain 5S
• Critical Success Factors
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/5s-for-the-office-161

Common features of offices suffering
from poor workplace organization
• The senior executive can’t find an available meeting
room as he’s towing a prospective customer around the
office.
• A customer service representative searches 20 minutes
before she finds the customer file she needs (while the
customer waits on the phone).
• Staff have been requesting for additional cabinets citing
that they don’t have enough storage spaces.

Many companies begin their Lean
transformation with 5S… Why?
• 5S exposes some of
the most visible
examples of waste
• 5S establishes the
framework and
discipline required to
successfully pursue
other continuous
improvement initiatives

5S establishes a baseline for Kaizen
activities
Standardize
Standardize
StandardizeKaizen
Kaizen
Kaizen
P
DC
A
Kaizen (改善) =
Continuous Improvement
Plan
DoCheck
Act

5S Helps to Eliminate Waste
Over-production
Producing more than what
the customer needs
Inventory
Building and storing extra
services the customer has
not ordered
Transportation
Moving product from
one place to another
Defects
Reprocessing, or
correcting work
Over-processing
Adding excess value
when the customer
does not require it
Unnecessary Motion
Extra physical/mental
motion that doesn’t add
value
Intellect
Not using employees full
intellectual contribution
Waiting
Employees waiting for
another equipment,
process or information
WasteWaste

Types of Waste
• Reaching, bending or unnecessary motion due to poor
ergonomics and office layout
• Unnecessary walking to utility room
• Searching for information in internet, intranet or shared drive
• Lack of or sub-optimal Standard Operating Procedures (SOP)
• Searching for files, supplies or tools
• Handling paperwork
• Repeated manual entry of data
• Excessive documentation or reporting
• Multiple formats for the same information
• Redundant approvals (checkers checking on checkers)
• Providing higher quality than is necessary (e.g. color printing)
• Unnecessary part/system replacement
• Using a piece of equipment that is designed for large batches
when we are trying to implement one-piece flow
Unnecessary
Motion
Over-Processing

What is 5S?
Principles General Description
1S Sort Remove what is not needed and keep
what is needed
2S Set in Order Arrange essential items in order for
easy access
3S Shine Keep things clean and tidy; no trash
or dirt in the workplace
4S Standardize Establish standards and guidelines to
maintain a clean workplace
5S Sustain Make 5S a habit and teach others to
adhere to established standards

Activity: 5S Introduction
• In groups, brainstorm a list of issues
that you have encountered in the office
Mindsets and behaviors
Processes/Systems
Materials and information
Communication
Office layout
Common areas and equipment
Time: 10 mins

1S : Sort
• The first step in 5S is to get
rid of what we do not need
• Go through all the desks,
shelves, cabinets, files,
equipment, storage areas,
etc. in the office
Keep only essential items
Everything else is stored away
or discarded

1S : Sort
Degree of need : MEDIUM
(Frequency of use)
Storage method
(Stratification)
Things you have only
used between 1-6
months
Store in a central place
in the workplace

REDISTRIBUTING TASKS SORTED BY COMPLEXITY
ALLOWS STAFF TO REDUCE TIME PER TASK
BEFORE SORTING
AFTER SORTING
Sorting might include:
• Generalist vs. specialist for
high-volume tasks types
• High vs. low complexity
Example: Sorting of Tasks By Complexity

How to Conduct a Red Tag Sort Event:
Preparation
• Information on the tag should include:
Date
Item description
Location
A reason for the tag, e.g. scrap, defective, obsolete, etc.
A tag number so it can be logged

How to Conduct a Red Tag Sort Event:
Starting the 5S Sort 2
• If there is any doubt that something is used ask the
employee who works in the area to find out if an item is
needed.
• Some employees will be resistant and want to keep
items not needed. When this happens management
must step in to remove the item and avoid conflict.
• During the sort event look for any obvious safety issues
and resolve them immediately. You may find frayed wires
or leaking equipment that was covered up.
At the end of the sort event each workstation should only contain a small
amount of work-in-progress and the tools and supplies needed to do the work.

© Operational Excellence Consulting. All rights reserved.
2S: Set In Order

2S : Set In Order – Practice Tips
• Set In Order can be accomplished by:
Painting / color coding floors
Zoning and placement marks
Removal of old and obsolete information on notice boards,
intranet and shared drive
Archiving of electronic files
Creating cabinets for storing cleaning supplies and materials
used occasionally

2S : Set In Order - Examples
A diagonal stripe was taped on to the
spines of a set of binders. At a
glance, anyone can tell if any file is
missing.
Labeled and color-coded files
neatly arranged on shelves
facilitate ease of searching for
the right file(s).

2S: Practice Tips
• There should be a place for everything and everything
should be in its place
• All areas should be broken down into sections and
clearly labeled
• Create a workplace map and a location log to show
where a particular item or workstation is located
• All storage areas should be clearly labeled or marked off

Activity: Sort & Set In Order
• Identify opportunities in
your organization which
can potentially benefit
from applications of the
‘Sort’ and ‘Set In Order’
principles.
Time: 10 mins

Which is Cleaner - Your Keyboard or
the Toilet Seat?
A 2004 study by Dr. Charles
Gerba of the Univeristy of
Arizona found keyboards have
on average 3,295 germs per
square inch versus a toilet
seat which has 49 germs per
square inch. Gerba say,
“Desks are really bacteria
cafeterias.”
Clean your keyboard. Researchers recommend that you
should give your keyboard a good “spring cleaning” by dusting
off crumbs and cleaning with an appropriate disinfectant.

3S : Shine – Practice Tips 2
• Paint floors, walls and ceilings
• Identify the sources of dirt
• Try to eliminate the need to
clean
• Inspect equipment and tools
while cleaning
• If possible, perform some
preventive maintenance while
cleaning and inspecting

4S: Practice Tips
• Make best practice common practise
• Create templates for all forms
• Systematically review and update SOPs and job
instruction sheets
• Set in place the rules and policies that support the first
three steps, e.g. designated areas, proper marking of
areas, a log of what goes where, etc.

4S: Practice Tips
• Train new employees on the 5S system. Develop
training documentation for this purpose.
• Put up a 5S bulletin board to keep employees informed
and aware of the 5S System and activities
Post before and after pictures
Schedule of activities
Individual and team winners of 5S contests, and an overview of
the system

Reward & Recognition

5S : Sustain
• Principle
Habit formation
Disciplined workplace
• Meaning
Make 5S a habit
Conduct regular ‘gemba’ walks
Schedule for 5S audits
Communicate
“Maintain the gain, forget the
blame.”

How to Sustain 5S?
• Get everyone involved
5S is not the responsibility of a
concerned few
All levels of management
should take part in decision
making required to ensure 5S
implementation
Incorporate 5S as part of the
organization’s Small Group
Activities
5S
Continuous
Improvement
Teams
Suggestion
System

How to Sustain 5S?
• Conduct monthly review by 5S Committee
Tour operations and office every month
Use housekeeping criteria, e.g. audit checklist, to
evaluate each zone
Take photos of areas for improvement
Post results of ‘before’ and ‘after’ on notice boards
Give awards to individuals / teams / departments who
have shown improvementThis document is a partial preview. Full document download can be found on Flevy:

Creating a Visual Workplace

Visual Controls
• The name given to a whole
range of activities for
communicating and controlling
what needs to be done
• 5S can be enhanced by the use
of visual controls
• Use visual controls to help you
monitor results and look for
things easily and quickly
Note: Visual management IS
NOT decoration
Note: Visual management IS
NOT decoration

Visual Control Examples

Use Visual Controls To…
• Identify abnormal conditions
immediately
• Display standards and
reliable methods
• Prompt quick action and
communication
Stop
4:00 pm

• Gaps? Trends?What is
happening?
• Root causes?Why?
• Correct the problem – implement
containment action?
• Prevent the problem –
permanent corrective action?
What needs to
be done?
• Who does what?
• Any support needed?Who is going to
do it?
• Prioritization?
• Deadline?
• Milestones?
When is it going
to be done?
Visual measures facilitates communication and
identification of areas that need improvement
Productivity
Delivery
Quality
Customer Satisfaction
Sales per Employee
Cost Per Employee
First Call Resolution
SLA Metrics Met
Actual $3,200
Target $3,500
Actual $91.50
Target $78.39
Actual 80%
Target 95%
Actual 4.8
Target > 4 of 5
Actual 7.0
Target 9.0
Actual 5.0 hrs
Target 4.5 hrs
Actual 2 hr
Target 1 hrs
Customer Complaints
Actual 2.0
Target 1.0
Turnaround Time
Response Time
Overall Satisfaction
12108642
USL
Process D ata
Sample N 100
StDev (Within) 2.25841
StDev (O v erall) 2.39212
LS L *
Target *
US L 9
Sample Mean 6.21762
Potential (Within) C apability
O v erall C apability
Pp *
PPL *
PPU 0.39
Ppk 0.39
C pm
C p
*
*
C PL *
C PU 0.41
C pk 0.41
O bserv ed Performance
PP M < LSL *
PP M > USL 130000.00
PP M Total 130000.00
Exp. Within Performance
PPM < LSL *
PPM > USL 108973.12
PPM Total 108973.12
Exp. O v erall Performance
PPM < LSL *
PPM > USL 122385.02
PPM Total 122385.02
Within
Overall
Process Capability of C2
12108642
USL
Process D ata
Sample N 100
StDev(Within) 2.25841
StDev(Overall) 2.39212
LS L *
Target *
US L 9
Sample Mean 6.21762
Potential (Within) Capability
Overall Capability
Pp *
PPL *
PPU 0.39
Ppk 0.39
Cpm
Cp
*
*
CPL *
CPU 0.41
Cpk 0.41
O bserved Performance
PP M < LSL *
PP M > USL 130000.00
PPM < LSL *
PPM > USL 108973.12
PPM Total 108973.12
Exp. Overall Performance
PPM < LSL *
PPM > USL 122385.02
PPM Total 122385.02
Within
Overall
12108642
USL
Process D ata
Sample N 100
StDev(Within) 2.25841
StDev(Overall) 2.39212
LS L *
Target *
US L 9
Sample Mean 6.21762
Potential (Within) Capability
Overall Capability
Pp *
PPL *
PPU 0.39
Ppk 0.39
Cpm
Cp
*
*
CPL *
CPU 0.41
Cpk 0.41
O bserved Performance
PP M < LSL *
PP M > USL 130000.00
PPM < LSL *
PPM > USL 108973.12
PPM Total 108973.12
Exp. Overall Performance
PPM < LSL *
PPM > USL 122385.02
PPM Total 122385.02
Within
Overall
Example of a visual board

Examples of Poka Yoke
Aircraft Toilet Lock
Electrical Plug Dental ReminderHotel Key Card
Cell-phone in Shoe Ethernet Cable

5S Applications
Applying 5S to Safety, Quality,
Productivity & Equipment Reliability

5S and Safety
• Do not stand close to doors
• Be careful when opening doors
(someone may be behind it)
Install “see-through” doors
• Mark passages and work areas
clearlyThis document is a partial preview. Full document download can be found on Flevy:

5S and Quality
• Design forms and templates that are clear and in logical
work order
• Use the latest versions of standards and forms
Do not store downloaded forms on your computer!
• Seek appropriate approvals for deviations to the Quality
Manual or Standards
• Understand internal/external customer’s requirements
• Built quality into the process
Install poka-yoke mechanisms to prevent errors

Activity: 5S Applications
• Identify opportunities in your
organization where 5S and Visual
Controls can be applied to improve the
following:
Error Prevention
Productivity
Equipment Breakdown
Safety
Time: 10 mins

Chairs
• Place your chair under the
desk when you leave the
office
• Clean your chair using a
brush or towel regularly
• Fix your chair when it is
unstable or noisy

Office Machines 2
• Reset office machines for ready use for the next person
• Remove jammed paper from the photo-copying machine
• Inspect machines regularly and take actions for required
servicing
• Put up “out of order” signs on office machines that need
servicing

Intranet & Shared Folders
• Categorize information for ease of searching
SOPs, forms, etc.
• Update information as necessary
• Remove outdated information
Housekeep shared drives and folders at least once a year
• Report broken links to the webmasterThis document is a partial preview. Full document download can be found on Flevy:

Pantries
• Dispose refuse at least once a day
• Arrange kitchen utensils neatly for easy use
• Wipe away water on kitchen tables and keep them dry
• Do not place anything on the floor at all times
• Always keep area clean and dry, keeping next users in
mind at all times
• Replenish stocks regularlyThis document is a partial preview. Full document download can be found on Flevy:

The One-Is-Best Campaign
• One-page memos
• One-hour meetings
• One-location files
• One-day processing

One-location Files
• Centralize file storage in one location. This will cut down
the number of files you think you need.
Switch to good filing practice. Make your files immediately
accessible. Aim for retrieval within 30 sec.
Limit distribution. This will also speed up retrieval.
Housekeep and organize your shared drives.This document is a partial preview. Full document download can be found on Flevy:

5S for the Office Roadmap 1
Phase 1: Prepare the
Project
1. Get management
involvement
2. Identify target areas
3. Form an implementation
team
Office Scan
Phase 2: Perform an
Office Scan
4. Select project measures
and collect baseline data
5. Photograph current
conditions
6. Apply the office scan
checklist
7. Post a project
storyboard
Phase 3: Sort
Through & Sort Out
8. Determine criteria for
sort
9. Prepare a holding area
10. Apply Sort
Phase 4: Set Things
in Order & Set Limits
11. Map the current state
12. Create a Set-In-Order
plan
13. Apply Set-In-Order
• Define 5S zones
• Assign responsibilities
• Develop publicity
materials
• Educate everyone
• Purchase cleaning
equipment as needed
• Red tagging• Set up 5S activity
board
• Define 5S project
charter

5S : Getting Started 2
• Company-wide housekeeping
• 5S competitions
• CEO (and 5S steering committee)
walk-about
Gemba walk
• Launch a 5S Day
(see details on next slide)

Activity: 5S Implementation
• Assuming that every participant in this
class is a member of your
organization’s 5S Steering Committee,
identify some activities that you can
initiate to launch the 5S program.
Time: 15 mins

5S Radar Chart
3.7
2.71.9
2.2
4.4
0
1
2
3
4
5
Sort
Set In Order
ShineStandardize
Sustain

What is Kaizen?
• Kaizen means improvement. Improvements
without spending much money, involving
everyone from managers to employees, and
using much common sense.
• The aspect of Kaizen is that it is on-going and
never-ending improvement process.

Kaizen Example: Reduce Invoice Processing Lead Time

Supporting Lean Tools for 5S
D
D
D
E
AAA
AA
B
B
A
A
A
A
AA
F
FGG
OFFICE
C
2
1
3
5
7
9
11
4
6
8
10
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
36
33
34
3537
38
39
40
41
42
43
44
45
46
47
49
51
48
50
X Transport using truck or man
Inventory or buffer stocks
Value adding processX
X
Machining (10)
Drilling (20) Welding (28) Assembly (34)
Packaging(44)
4. Spaghetti Diagram
3.7
2.71.9
2.2
4.4
0
1
2
3
4
5
Sort
Set In Order
ShineStandardize
Sustain
6. Performance Chart
5. Radar Chart
Complaints
10
5
0
On-time Ship %
100%
50%
0%

Critical Success Factors
• Top management commitment
• Involvement of all staff
• Sufficient resources, manpower,
training, publicity, etc.
• Link with company goals and
objectives
• Regular 5S audit and management
review
• Recognition and reward for good 5S
practices

End of Presentation
To view the full list of training presentations,
please visit us at:
Operational Excellence Consulting
http://www.oeconsulting.com.sg

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