2. INTRODUCTION
5S is the name of a workplace organization method that
uses a list of five Japanese words.
It was translated into English words that all started with
the letter “S”
The list describes how to organize a work space for
efficiency and effectiveness by identifying and storing the
items used, maintaining the area and items, and sustaining
the new order
3. DISCOVERY OF 5S
Thirty years ago researchers started studying the
secret of success of Japanese manufacturing
companies
5S turned out to be the most impressive "secret"
The factories were so well organized that abnormal
situations were readily apparent
Equipment were so clean and well maintained that
any problem such as a loose bolt or leaking oil could
be easily seen
This passion of cleanliness and orderliness became a
hallmark of Japanese organizations
4. 4
• Overproduction
• Delays (waiting time)
• Transportation
• Process
• Inventories
• Motions
• Defective products
• Untapped Resources
• Misused Resources
DIFFERENT TYPES OF
WASTES
6. 1. SEIRI (SORT)
Decide what you need
Remove unnecessary
clutter
All tools, gauges,
materials, classified
and then stored
Remove items which
are broken, unusable
or only occasionally
used
7. RED TAG TECHNIQUE
Give staff red labels
Ask staff to go
through every item in
the work place
Ask if needed & those
that are needed, in
what quantity
not needed red tag it
store in the red tag
area
8. PRIORITY FREQUENCY OF USE HOW TO USE
Low Less than once per
year
Once per year
Throw away
Store away
from the
workplace
Avg. Once per month
Once per week
Store together
but offline
High Once Per Day Locate at the
workplace
9. 2. SEITON (SYSTEMATIC ARRANGEMENT)
Once you have eliminated the unnecessary items,
return to the left over items
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”
10. SEITON
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?
11. 3. SEISO (CLEAN/SHINE)
Create a spotless workplace
Identify and eliminate causes of
dirt and grime – remove the
need to clean
Sweep, dust, polish and paint
Divide areas into zones
Define responsibilities for
cleaning
Tools and equipment must be
owned by an individual
Focus on removing the need to
clean
12. 4. SEIKETSU (STANDARDISE)
Generate a maintenance
system for the first three
Develop procedures,
schedules, practices
Continue to assess the use
and disposal of items
Regularly audit using
checklists and measures of
housekeeping
Real challenge is to keep it
clean
13. 5. SHITSUKE (SUSTAIN / DISCIPLINE)
Means inoculate courtesy & good habits
Driving force behind all 5S
Deming’s point number 1: Constancy of purpose
Make it a way of life
Part of health and safety
Involve the whole workforce
Develop and keep good habits
14. IMPLEMENTATION OF 5S
Phase 1: Prepare the Project
Step 1: Get management involvement
Step 2: Identify target areas(s)
Step 3: Form an implementation team
Phase 2: Perform an office scan
Step 4: Select project measures and collect baseline
data
Step 5: Photograph current conditions
Step 6: Apply the office scan checklist
Step 7: Post a project storyboard
Phase 3: Sort through and sort out
Step 8: Determine a criteria for sort
Step 9: Prepare a holding area
Step 10: Apply sort
15. IMPLEMENTATION OF 5S
Phase 4: Set things in order and set limits
Step 11: Map the current state
Step 12: Create a set-in-order plan
Step 13: Apply set-in-order
Phase 5: Shine and inspect through cleaning
Step 14: Determine the criteria for shine
Step 15: Develop and implement a plan for shine
Phase 6: Standardize conditions and share information
Step 16: Determine and implement standards
Step 17: Implement visual control
Phase 7: Sustain the gains
Step 18: Train everyone
Step 19: Make 5S a habit
Step 20: Continue to improve
16. 5S STEERING COMMITTEE
The governing body of all 5S related activities in your
organization
Responsibility of the overall planning, implementation
and sustenance of the process
Membership – Representatives – All organization
levels
Master implementation plan by the committee
Bottom up approach – members from different
departments
17. 5S STEERING COMMITTEE
Some examples of ways to keep your 5S moving
forward:
Create a Code of Conduct
Have a dedicated 5S area
Create a 5S checklist
Committee meetings
Internal Competitions
18. 5S STEERING COMMITTEE
A successful 5S safety committee will establish the
following:
Develop lean minded people within the workplace
Build good teamwork by encouraging participation
Develop managers and supervisors for practical
leadership
Improve infrastructures for introduction of advanced
lean methods
19. AT THE END OF THE DAY
Following can be harnessed form the 5S
1. Neat & clean workplace
2. Smooth working
3. No obstruction
4. Safety increases
5. Quality improves
6. Wastage decrease
7. Machine maintenance
8. Employees motivated
9. Workstations become spacious
20. ADVANTAGES OF 5S
Health and Safety is ensured
Quality
Productivity
Lean Manufacturing
No deviation, no problems
Because everyone knows where the things are
supposed to be, it is time saving
Quick retrieval
Accidents & mistakes minimized
Increases space