5S Plus Safety

Operational Excellence
5S + Safety
Introduction
2/4/2017 Ronald Morgan Shewchuk 1
• Fundamentals of any company are process flow and workplace organization.
• You may have visited factories in the past, which were cluttered, poorly organized,
unclean and lacking in visual controls.
• Often, these same factories have poor safety records and are at risk for
environmental impacts.
• You probably did not leave these facilities with a good impression and confidence
in the output product quality.
• Similarly, you have probably come across a colleague, associate or acquaintance
whose personal work area (office, cube, work station etc.) looks like the wreck of
the Hesperus.
• The look of incredulity on your face is responded to with “Don’t worry … Harold
can zero-in on any document blind-folded”.
• But what if a bus hits Harold?
• Who will sort out his mess and establish an organized work environment so that
the job functions that Harold conducted can be effectively continued?

5S + Safety
Introduction
• Companies that accept shoddy workplace organization as a function of the
workplace owner’s persona are demonstrating bad management and setting a
poor precedent within the organization.
• 5S + Safety is a methodology for organizing, cleaning, developing and sustaining a
productive work environment.
• It is a key component of the House of Quality as shown in Figure 5.1.
• Hiroyuki Hirano popularized the 5S method in his book 5 Pillars of the Visual
Workplace in 1990 and the Productivity Press Development Team focused Hirano’s
work in 5S for Operators in 1996.
• 5S refers to the acronym of the original Japanese terms that describe this
improvement process – Seiri, Seiton, Seiso, Seiketsu and Shitsuke.
• The literal English translation of these terms are Organization, Orderliness,
Cleanliness, Standardized Cleanup and Discipline.
• OOCSD does not make for a user-friendly acronym, consequently the Client
Services Group at Productivity Press adopted the English-equivalent 5S terms –
Sort, Set in Order, Shine, Standardize and Sustain.

5S + Safety
Lean Manufacturing Infrastructure Six Sigma
Customer Satisfaction
Market Leadership
Our
People
Our
Technology
Our
Shareholders
Our
Customers
Our
Community
Waste
Minimization
VOC
Standardized
Work
5S+Safety
TPM
SMED
Pull System
Flow
Value Stream
Poka-yoke
Variation
Minimization
DMAIC
Process Map
C&E Diagram
MSA
SPC
ANOVA
FMEA
DOE
Control Plan
5S + Safety is a Key Component of the Lean Six Sigma Tool Kit
Figure 5.1 House of Quality

5S + Safety
Sort
• The first step in 5S + Safety is to sort out the clutter which has accumulated in your
work area over many years.
• You may have thought that the pullout keyboard drawer attachment which came
with your new workstation was a neat idea at the time, but since the attachment
was never installed and has not been used for five years it is probably safe to say
that you do not need this attachment.
• This is the essence of the sorting step.
• Your work area should contain only the items needed for you to accomplish your
job – everything else is just taking up space.
• Non-essential items create clutter, which impede the workflow and prevent proper
safety inspections from occurring.
• An effective method for sorting is the Red Tag Event.
• No … this is not a sale at your favorite fashion boutique - it is much more pragmatic.
• It is a systematic way of identifying items requiring disposition action.
• The steps in a Red Tag Event are described in Figure 5.2.
Sort

5S + Safety
Figure 5.2 Red Tag Event Steps
1.
• Select team members
• Organize supplies
• Block-off time for the red tag event
• Identify red tag holding area
• Plan for disposal of red tag items
2.
3.
• Inventory
• Equipment
• Physical areas
4.
5.
6.
7.
8.
9.
Review Status of Red Tag Register at Monthly Staff Meetings
Continue Reg Tagging Items During Monthly 5S+Safety Audits
Establish Red Tag Criteria
Team Visits Each Production and Support Area
Items Meeting Red Tag Criteria are Tagged
Document Red Tags on Red Tag Register
Red Tag Event Steps
Prepare for the Red Tag Event
Define Areas of Responsibility
Identify Red Tag Targets
Sort

5S + Safety
Sort
• The Red Tag Team typically consists of the functional department managers and
supervisors within the organization.
• The team must include representatives from all the areas to be sorted who are
intimately familiar with operations and managers with the authority to implement
changes to the workflow and organization.
• The supplies required are minimal.
• You will need a supply of red tags, which are commercially available from a number
of 5S supply stores such as that shown in Figure 5.3.
• These tags come in packages of one hundred and include wire ties to facilitate
hanging on items to be sorted.
• You will also need two clipboards to hold the Red Tag Registers and two clipboards
to hold the 5S+Safety Improvement Logs.
• It is recommended to bring along a digital camera to record the “before
improvement” conditions if this is not prohibited by your company’s safety or
confidentiality policy.
Sort

5S + Safety
Figure 5.3 Red Tag – Front & Back
Source: http://www.the5sstore.com/5s-red-tags.html
Sort

5S + Safety
Sort
• The time required for the Red Tag Event is dependent on the size of your plant and
the intended scope of your 5S+Safety program.
• It is typical to allocate two days to the event – the first four hours are dedicated to
5S+Safety training and the next day and a half are allocated to physically walking
through the plant, tagging items and recording 5S+Safety improvement actions
required.
• By the end of the second day you will clearly see that your team knows what to look
for and how to document required actions.
• It is helpful to identify a red tag holding area.
• This area is for obsolete goods and items no longer required in the work area that
are easily transportable.
• Items transferred to the holding area may not reside there for more than thirty
days.
• Advance plans for disposal are also helpful, such as arranging for scrap steel, wood
and cardboard roll-off containers.
Sort

5S + Safety
Sort
• You will be pleasantly surprised to see managers make quick decisions to discard an
item to avoid writing it up on the Red Tag Register.
• Be careful, however, to not discard something which has book value – this will
impact your plant’s P&L for the month.
• Why not include your cost accountant on the Red Tag Team?
• Items that are too large to move can be tagged in place.
• Once the disposition is decided the item will be moved to its final location which
may be outside the plant.
• It is important for the Red Tag Team to agree upon areas of responsibility.
• A layout drawing of the plant must be divided into areas of 5S+Safety responsibility.
• Any area that is not assigned typically defaults to the facility manager otherwise
known as the “landlord” for your site.
• An example of defined areas is shown in Figure 5.4.
Sort

5S + Safety
Figure 5.4 Defined Areas of 5S+Safety Responsibility
N
W E
S
West Tank Farm
East Tank Farm
Shipping
Receiving &
Warehouse
Production Bldg
Packaging
Quality Control
Maint Shop
Maint Stores
Administrative/Sales
Waste Water
Treatment
Plant
Production Control
Boiler Room
Compressed Air
Production – Production Mgr
Shipping, Receiving & Warehouse – SRW Mgr
Quality Control – QC Mgr
Administrative/Sales – HR Mgr
Maintenance – Maint Mgr
All Other Areas – Facilities Mgr
N
W E
S
West Tank Farm
East Tank Farm
Shipping
Receiving &
Warehouse
Production Bldg
Packaging
Quality Control
Maint Shop
Maint Stores
Administrative/Sales
Waste Water
Treatment
Plant
Production Control
Boiler Room
Compressed Air
Production – Production Mgr
Shipping, Receiving & Warehouse – SRW Mgr
Quality Control – QC Mgr
Administrative/Sales – HR Mgr
Maintenance – Maint Mgr
All Other Areas – Facilities Mgr
Sort

5S + Safety
Sort
• The Red Tag Event targets can focus on physical areas, items or both.
• Physical areas include floor space, walkways, operations areas, walls, shelves, etc.
• Items include inventory such as raw material, work-in-process (WIP), finished goods
and supplies.
• Items also include equipment, jigs, tools, gages, dies, carts, conveyors, worktables,
cabinets, chairs, etc.
• Prior to visiting the production and support areas the Red Tag Team needs to
establish the red tag criteria – the rules by which the team decides to tag a certain
item.
• These rules will vary depending on the type of business you are in, local, state and
federal regulations, your company’s quality policy, and your company’s records
retention policy.
• An example set of Red Tag Criteria is presented in Figure 5.5.
Sort

5S + Safety
Figure 5.5 Red Tag Criteria
Red Tag
Sort

5S + Safety
Sort
• The group now visits each production and support area to tag items that violate the
Red Tag Criteria.
• Each tag gets a unique log number with the details of the tag transcribed onto the
Red Tag Register, an example of which is shown in Figure 5.6.
• It is recommended to have two team members writing up red tags and two team
members documenting the red tags on their Red Tag Registers to maintain
productivity and avoid other team members from getting distracted during the
documentation process.
• Care must be taken to issue and record unique log numbers without duplication.
• Once a red tag log number has been used it is retired for life.
• The Red Tag Register hard copy is later transcribed to an electronic file that is stored
on your company’s shared drive.
• This allows the responsible parties to update their individual assigned actions.
• A monthly review of the current status of open red tags on the register should be
part of your facility’s monthly staff meeting agenda.
• This follow-up is a requirement of the sustain pillar of the 5S+Safety process.
Sort

5S + Safety
Figure 5.6 Red Tag Register Example
Project Date: Jan 19 Work Area: West Tank Farm Status Date: Jan 26
Item Description Date Sorted Log Number Reason for Tag Action Responsibility TCD Status1
Discarded seal flush
plumbing for Pump 826A Jan 19 WTF001
Plumbing clogged - not
recoverable
Determine if classified as
hazardous waste and dispose
of accordingly Richard Jones Feb 19 In process
Pallets stacked in
northwest corner of tank
farm Jan 19 WTF002
Pallets have not been used or
moved in 6 months
Email announcement to key
plant personnel if they have
need for these pallets - if not
discard Lynda Thompson Jan 31 Email sent out Jan 20
Used butterfly valves
sitting on pallet by tank #
823 Jan 19 WTF003
Valves were removed 3 month's
ago as part of capital upgrade.
Relocate valves to
maintenance shop Joe Phillips Feb 19 Done Jan 26
1
Status Color Coding: Disposition under review
Disposition complete
Disposition exceeded Target Completion Date
Red Tag Register
Sort

5S + Safety
Sort
• During the red tag walk through it is a convenient time to begin documenting 5S+
Safety improvement activities required for a given area.
• For example, how can we expect Operators to perform cleaning and inspection if
they don’t have cleaning supplies?
• How will Operators know what to clean, how to clean and what to inspect if they
don’t have the proper instructions?
• How can we ask the Shipping Clerk to organize his labels if he doesn’t have
appropriate shelving or shelving labels?
• These kinds of actions are documented on the 5S Improvement Activity Log, an
example of which may be found in Figure 5.7.
• Similar to the Red Tag Register, the 5S+Safety Improvement Activity Log is stored on
your shared drive and is reviewed at monthly staff meetings.
• The Red Tag Event will give you a jump-start on sorting. The next pillar of the
5S+Safety improvement process is Set in Order.
Sort

5S + Safety
Figure 5.7 5S+Safety Improvement Activity Log Example
5S+Safety Improvement Activities
Facility: Shipping/Receiving Warehouse
Indicates Improvement Activities in Process Indicates completed Improvement Activities
Issue
#
Date
Identified Location
Assigned
To Close Date
Effectiveness
Checked By
1 Jan 19 Near Bay # 1 J. Smith Feb 1 R. Taylor
2 Jan 19 West Wall of Office T. Williams
3 Jan 19 Dock Locks S. Jones
4 Jan 19 Floor Markings S. Jones
5 Jan 19 I-Beam # 42 S. Jones
6 Jan 19 Stretch Wrapper S. Jones
8 Jan 19 General S. Jones
Lantech Stretch Wrapper has no
Standard Operating Procedure (SOP)
Posted
Copy SOP from Manufacturer's Manual
and post on control panel
No Cleaning/Inspection Checklist
Write Cleaning/Inspection Methods
Checklist, provide training to personnel
and post near stretch wrapper
No 5S Job Cycle Chart
Prepare 5S Job Cycle Chart indicating
what cleaning/inspection will be
conducted by which personnel at the
required frequency.
No procedure posted for Dock Lock
operation
Write one point lesson, provide training
to all receivers and post above Dock
Locks
High traffic lanes for fork lifts are not
marked off
Mark off high fork lift traffic lanes with
yellow paint. Post signs warning that
yellow paint zones have high fork lift
traffic.
Fire Extinguisher on I-Beam # 42
encumbered by packaging supplies.
Relocate packaging supplies and paint 3
feet "No-Fly Zone" around I-Beam # 42.
Issue Improvement Activities
No cleaning supplies or storage cabinet
Purchase push broom, dust pan, oil
absorbent material, wipers, cleaning
solutions and storage cabinet.
Shipping labels are disorganized (some
obsolete)
Sort through labels, organize onto labeled
shelves, discard obsolete labels.
Sort

5S + Safety
Set in Order
• Now that the clutter has been removed, the remaining items can be organized such
that they have labeled storage locations, are available at point of use, are easy to
locate when needed, are easy to return to their respective locations and are readily
inspected for functional condition.
• The sorting step provides you with the opportunity to rationalize the workflow and
organization of the area.
• It is recommended that Operators from the area be involved with the workflow
design and layout.
• This is their backyard and it is imperative that they be involved in the decision
process.
• An effective layout will avoid wasted motion searching for parts, tools and supplies.
• Excess inventory caused by ordering parts, tools and supplies that cannot be located
will be prevented.
• Waste resulting from defective products caused by the use of wrong parts, tools,
jigs and supplies will be eliminated.
Set in Order

5S + Safety
Set in Order
• Unsafe conditions will be minimized by effective Set in Order implementation.
• The acid test for effective Set in Order is that someone coming into the area for the
first time will easily understand the organization and workflow of the area.
• Consequently, a new employee can be quickly trained on operating procedures
resulting in increased productivity.
• Types of 5S Order are shown in Figure 5.8.
• Consider these questions.
• What do I need to do my job?
• Where should I locate this item?
• How many of this item do I need?
• The answers to these questions will lead to an effective Set in Order strategy for
your work area
Set in Order

5S + Safety
Figure 5.8 Types of 5S Order
1.
2.
3.
4.
5.
6.
7.
Operations Order
Documents Order
Paperwork Process Order
Communications Order
Types of 5S Order
Equipment Order
Parts, Tools and Supplies Order
Inventory Order
• The spaghetti diagram of Figure 3.4 is a useful tool to rationalize storage locations
to minimize Operator travel.
• Floor painting/labeling, stair painting, modular shelving, signboards, color-coding,
cabinets, tool shadow boards and work cells may be used to improve 5S+Safety
Order.
Set in Order

5S + Safety
Figure 3.4 Spaghetti Diagram
Spaghetti Chart Completed by: R Shewchuk
Area: Building 10 Fabrication Area Process: GA59/GA79 Gear Assembly Product Changeover Date: August 5th
Quality Control
Lab
Engineering Customer Service
Coil Clean Coil Stamping
Metal Part
Assembly
Plastic Gear
Extrusion
Pellet Dryer
Assemble Plastic
Gears to Metal
Subassembly
Ultrasonic
Welding
Labeling &
Packaging
Shipping
Coil Storage
Pellet Storage
Chemical
Storage
Tool & Die
Storage
Maintenance
Shop
MRO Stores
Operator # 1
Set in Order

5S + Safety
Shine
• The third pillar of 5S+Safety is Shine.
• It is a logical progression of removing the clutter from the workplace and organizing
the remaining materials for easy access at point of use.
• Now we must thoroughly clean the work area and implement daily cleaning
schedules to facilitate the daily equipment and material inspections that are vital to
your plant’s preventive maintenance strategy.
• You will note the emphasis on daily cleaning and inspection.
• Operators are the first line of defense in improving plant reliability.
• Changes in equipment vibration, power draw, temperature, sound, odor, etc. can be
detected by the Operators and preventive maintenance tasks implemented to avoid
a small problem turning into a plant shutdown or safety incident
Shine

5S + Safety
Shine
• Operators cannot do this, however, if the equipment is caked with dirt, not easily
accessible or if the area has insufficient lighting.
• The Operators also need instructions on what cleaning and inspection is required
for each equipment unit operation.
• This is the function of the Cleaning /Inspection Methods Checklist an example of
which is shown in Figure 5.9.
• The checklist must be supplemented by relevant Standard Operating Procedures
and training for responsible parties to ensure that required actions are crystal clear.
Shine

5S + Safety
Figure 5.9 Cleaning/Inspection Methods Checklist
Cleaning/Inspection Methods Checklist
Facility: Topeka, KS
Department: Central Manufacturing
Equipment: Cylinder Bore/Glue
Asset Code: 11090462
Location: Building 9
Mechanism
Ref.
No. Inspection
Clean
Refill
Lubricate
Replace
Restore
Reference SOP Frequency
Checked
by Date Time Result
Input Conveyor 1 Drive V-belt condition CBG9384.002 Daily RMS Jan 14 0930 OK
Drive 1 Drive motor current EMT4267.003 Daily RMS Jan 14 0935 OK
1 Drive motor alignment CBG9384.002 Daily RMS Jan 14 0940 OK
1 Drive shaft pillow block LUB5843.006 Weekly JRT Jan 10 0710 OK
Input Conveyor 2 Rollers rotate freely CBG9384.002 Daily RMS Jan 14 0945 OK
Rollers 2 Roller V-belt condition CBG9384.002 Daily RMS Jan 14 0955 OK
Input Conveyor 3 No contaminants on conveyor belt CBG9384.002 Daily RMS Jan 14 1015 OK
Belt 3 No tears in conveyor belt CBG9384.002 Daily RMS Jan 14 1015 OK
3 Conveyor belt tension CBG9384.002 Daily RMS Jan 14 1015 OK
3 Conveyor belt alignment CBG9384.002 Daily RMS Jan 14 1015 OK
3 Mechanical splice condition CBG9384.002 Daily RMS Jan 14 1015 OK
Cylinder Bore 4 Air regulator particulate filter CBG9384.002 Daily RMS Jan 14 1020 OK
Machine 4 Air regulator coalescing filter CBG9384.002 Daily RMS Jan 14 1020 OK
4 Diamond bit condition CBG9384.002 Daily RMS Jan 14 1025 OK
4 Boring arm alignment CBG9384.002 Daily RMS Jan 14 1025 OK
Aluminum Chip 5 Aluminum chip discharge hopper CBG9384.002 Daily RMS Jan 14 1035 OK
Recovery 5 Aluminum chip waste bin CBG9384.002 Daily RMS Jan 14 1035 OK
Method
Cylinder
Bore
Cylinder
Glue
1
2
3
4
5
6
7
8
9
5
10
8
11
Cylinder
Bore
Cylinder
Glue
1
2
3
4
5
6
7
8
9
5
10
8
11
Shine

5S + Safety
Standardize
• Standardization is the method by which the first three pillars of 5S+Safety are
maintained within your facility.
• The early stages of the 5S+Safety improvement initiative result in a considerable
amount of excitement, especially with the visible changes made to the workplace
cleanliness, organization and workflow.
• After several months, however, the honeymoon can come to an end and the
workplace will begin to regress to its former self.
• Standardization of work practices prevents this from happening by integrating Sort,
Set in Order and Shine into routine daily operations.
• Standardization is accomplished in three steps as shown in Figure 5.10.
• The 5S+Safety Job Cycle Chart defines who will perform what sort, set in order and
shine tasks for each area and at what frequency.
• An example 5S+Safety Job Cycle Chart is shown in Figure 5.11.
Standardize

5S + Safety
Figure 5.10 Steps Required to Standardize
1.
2.
3.
Standardization Steps
Define responsibilities for activities needed to maintain
5S+Safety conditions: 5S+Safety Job Cycle Charts
Integrate cleaning/inspection duties into regular work
schedules
Perform audits to determine how well 5S+Safety conditions
are being maintained and to discover required improvements
Standardize

5S + Safety
Figure 5.11 5S+Safety Job Cycle Chart
5S+Safety Job Cycle Chart
Facility: Topeka, KS
Department: Central Manufacturing
Area: Cylinder Bore/Glue Assembly Area
Location: Building 9
Job
No. 5S Job
Sort
SetinOrder
Shine
Standardize
Sustain
Resp.
Continuously
Daily-am
Daily-pm
Weekly
Monthly
Validation
Completed
by Date Time Result
1 Red Tag items - new Operator
No items in area which violate Red
Tag Criteria RMS Jan 14 1230 OK
2
Red Tag items - previously
tagged Supv.
No Red Tag items remaining in area
for more than 30 days WRH Jan 12 0700 OK
3
Floor, stair and rail safety
markings Operator
Markings are in good condition and
comply with OSHA and ANSI
guidelines PTT Jan 14 1930 OK
4
Floor, cabinet and shelving
marking/labeling Operator
Marking and labeling are legible
and in good condition. PTT Jan 14 1945 OK
5
Raw material, WIP and finished
goods inventory Operator
Inventory is orderly, arranged for
FIFO and quantity is consistent
with Red Tag Criteria
RMS
PTT
Jan 14
Jan 14
0730
1930
OK
OK
6 Machinery order check Operator
Cylinder Bore/Glue
Cleaning/Inspection Methods
Checklist RMS Jan 14 1145 OK
7 Tool order check Operator
Changeover tools are in good
condition and placed on shadow
boards
RMS
PTT
Jan 14
Jan 14
0715
1915
OK
OK
8 Supplies order check Operator
Production supplies are present in
sufficient quantity and stored in
labeled locations
RMS
PTT
Jan 14
Jan 14
0720
1920
OK
OK
Frequency5S Focus
Standardize

5S + Safety
Standardize
• The effectiveness of standardization is best measured by monthly audits.
• The audit team will typically consist of the department manager and shift
supervisors of the area to be audited.
• Seven aspects of 5S+Safety are rated for each audit area.
• These seven aspects and their associated 5S+Safety scoring criteria are shown in
Figure 5.12.
• A rating of one indicates poor 5S+Safety conditions whereas a rating of five
indicates excellent conditions with preventive measures in place to control
cleanliness and workflow organization.
• Each audit team member will assess the 5S+Safety conditions and then provide his
or her score for each aspect.
• Verbal justification for the score will help focus improvement actions to achieve
higher scores for that aspect in the future.
• The department manager should speak last to prevent his or her opinions from
influencing the other team members
Standardize

5S + Safety
Figure 5.12 5S+Safety Audit Aspects and Scoring Criteria
Score Area Safety:
1 Minor safety problems noted
2 No safety problems noted
3 Safety concerns clearly identified and marked
4 Preventative activities are evident
5 All major activities have been analyzed using a hazard prevention method
Score Area and Equipment Cleanliness:
1 The Workplace is left dirty
2 The Workplace is cleaned once in a while
3 The Workplace is cleaned daily
4 Cleanliness has been combined with Inspection
5 Cleanliness (dirt-prevention) techniques have been implemented
Score Tools and Jigs Orderliness:
1 It is impossible to tell what goes where and in what amount
2 It is possible, but not easy, to tell what goes where and in what amount
3 There are location and item indicators for all jigs and tools
4 Various techniques (color-coding, outlining, etc) are used to facilitate replacing things properly
5 Jigs and tools are unified and when possible, eliminated
Score WIP and Supplies Orderliness:
1 It is impossible to tell what goes where and in what amount
2 It is possible, but not easy, to tell what goes where and in what amount
3 General location signs show what goes where
4 Location indicators, item indicators, and divider lines enable anyone to see what goes where
5 A FIFO system and specific indicators show what goes where and in what amount
5S+Safety Audit Scoring Criteria
Standardize

5S + Safety
Figure 5.12 5S+Safety Audit Aspects and Scoring Criteria
Score Responsibilities and Expectations:
1 No cleanliness standards or responsibilities exist
2 Some cleaning responsibilities are assigned
3 Some standards for cleanliness are documented
4 All areas have cleanliness responsibilities assigned and documented
5 Demonstrated continuous improvements of cleanliness standards and responsibilities
Score 5S Tools:
1 No 5S tools are obviously available
2 Cleaning equipment is available
3 Storage areas are clearly marked for cleaning supplies
4 Cleaning equipment is stored and clearly identified at locations where needed
5 Cleaning equipment maintained and schedules for replacement are documented
Score Visual Controls:
1 No useful Visual Controls
2 Visual Controls are evident, but not necessarily functional
3 Visual Controls are obviously part of normal activities
4 Visual Controls are functional without detailed knowledge of activities
5 Major activities are obviously controlled visually without detailed knowledge
5S+Safety Audit Scoring Criteria
Standardize

5S + Safety
Standardize
• The rating scores are then averaged for each 5S+Safety aspect.
• An example 5S+Safety audit form is included in Figure 5.13 and the associated radar
chart summarizing the audit result is shown in Figure 5.14.
• The monthly audit is a convenient time to check for progress on Red Tagged items in
the area and to validate the effectiveness of improvement actions completed as
part of the 5S+Safety Improvement Activity Log (reference Figure 5.7).
• New items that violate your plant’s Red Tag Criteria should be appropriately
documented as well as any new tasks for the 5S+Safety Improvement Activity Log.
• The 5S+Safety audit results, Red Tag Register and Improvement Activity Log should
be updated monthly and posted in a high-traffic area within your plant on the
5S+Safety Communication Board – an essential part of the Sustain pillar that we will
discuss next.
Standardize

5S + Safety
Figure 5.13 5S+Safety Audit Form
5S+Safety Standardization Level Audit
1 Mnr Probs 1 Dirty 1 No Order 1 No Order 1 No Stds 1 None 1 None
2 Min Safe 2 Okay 2 Basic Order 2 Basic Order 2 Some Stds 2 Tools Avail. 2 Some
3 Identified 3 Cleaned 3 Locations 3 Locations 3 Some Doc 3 Mrk Stores 3 Normal Act.
4 Prevention 4 Clean/Insp 4 Easy Repl 4 Easy Repl 4 Assigned 4 Str by Need 4 Functional
5 Highly Safe 5 Prevent 5 Eliminate 5 FIFO Qty 5 Cont Imprv 5 Maintained 5 Full Control
Department: Central Manufacturing Audit Leader: T. Williams Date: Jan 30 Page: 1
Area or Work Center
5S Tools Visual Controls
Cylinder Bore/Glue
Assembly Area
2 2 3 3 2 2 162
Responsibilities
& Expectations
Area Safety Area & Equip.
Cleanliness
Tools & Jigs
Orderliness
WIP & Supplies
Orderliness
Total
Score
Cylinder Bore/Glue Assembly Area
January 5S+Safety Audit Result
0
1
2
3
4
5
Area Safety
Area & Equip. Cleanliness
Tools & Jigs Orderliness
WIP & Supplies OrderlinessResponsibilities & Expectations
5S Tools
Visual Controls
Figure 5.14 5S+Safety Audit Result – Radar Chart
Standardize

5S + Safety
Sustain
• The final pillar of 5S+Safety is Sustain.
• This is the glue that binds the previous four pillars together, preventing regression
of your improvement efforts.
• Managers have a key role in the sustain process.
• They must provide for 5S+Safety training/refresher training, create teams for
implementation, allow time for improvement tasks, provide resources to support
improvements, and give recognition for 5S+Safety milestones and achievements.
• Supervisors also have an important role in sustaining 5S+Safety.
• They must involve the shop floor workers in the improvement process in order to
get buy-in from the workers and lead by example to demonstrate their and the
company’s commitment to the 5S+Safety initiative.
• Each shop floor worker also plays an important role in sustaining 5S+Safety.
• Workers are assigned individual tasks on Cleaning/Inspection Methods Checklists
and 5S+Safety Job Cycle Charts.
• They must take these tasks seriously and not arbitrarily sign off on the check sheets.
Sustain

5S + Safety
Sustain
• Employees must use their senses to monitor the “heartbeat” of their work area.
• Any unusual sounds, vibrations, odors, leaks, temperature increases, etc. must be
addressed immediately to prevent a safety issue from occurring or an equipment
reliability issue from causing downtime in your plant.
• Workers must not accept the status quo of their workplace but rather, be part of
the creative process to optimize the workflow and layout to increase efficiencies.
• Communication is vital to the sustain process.
• It is recommended that 5S+Safety Communication Boards be posted in key areas
within your facility.
• These boards provide an update of the 5S+Safety activities occurring within the
plant and will typically include “before” and “after” pictures of areas improved
through Sorting, Set in Order and Shine.
• They should also include key production performance indicators (yields,
throughput, targets), Red Tag Register, Improvement Activity Log, audit scores,
5S+Safety Newsletters, “before” and “after” spaghetti charts, etc.
• Make sure that the boards are visual, easy to read and kept current.
Sustain

5S + Safety
Figure 5.15 5S+Safety Communication Board
Project Date: Jan 19 Work Area: West Tank Farm Status Date: Jan 26
Item Description Date Sorted Log Number Reason for Tag Action Responsibility TCD Status1
Discarded seal flush
plumbing for Pump
826A Jan 19 WTF001
Plumbing clogged - not
recoverable
Determine if classified as
hazardous waste and
dispose of accordingly Richard Jones Feb 19 In process
Pallets stacked in
northwest corner of tank
farm Jan 19 WTF002
Pallets have not been used or
moved in 6 months
Email announcement to key
plant personnel if they have
need for these pallets - if
not discard Lynda Thompson Jan 31 Email sent out Jan 20
Used butterfly valves
sitting on pallet by tank
# 823 Jan 19 WTF003
Valves were removed 3 month's
ago as part of capital upgrade.
Relocate valves to
maintenance shop Joe Phillips Feb 19 Done Jan 26
1
Status Color Coding: Disposition under review
Disposition complete
Disposition exceeded Target Completion Date
Red Tag Register
5S+Safety Improvement Activities
Facility: Shipping/Receiving Warehouse
Indicates Improvement Activities in Process Indicates completed Improvement Activities
Issue
#
Date
Identified Location
Assigned
To Close Date
Effectiveness
Checked By
1 Jan 19 Near Bay # 1 J. Smith Feb 1 R. Taylor
2 Jan 19 West Wall of Office T. Williams
3 Jan 19 Dock Locks S. Jones
4 Jan 19 Floor Markings S. Jones
5 Jan 19 I-Beam # 42 S. Jones
8 Jan 19 General S. Jones
Issue Improvement Activities
No cleaning supplies or storage cabinet
Purchase push broom, dust pan, oil
absorbent material, wipers, cleaning
solutions and storage cabinet.
Shipping labels are disorganized (some
obsolete)
Sort through labels, organize onto labeled
shelves, discard obsolete labels.
No procedure posted for Dock Lock
operation
Write one point lesson, provide training
to all receivers and post above Dock
Locks
High traffic lanes for fork lifts are not
marked off
Mark off high fork lift traffic lanes with
yellow paint. Post signs warning that
yellow paint zones have high fork lift
traffic.
Fire Extinguisher on I-Beam # 42
encumbered by packaging supplies.
Relocate packaging supplies and paint 3
feet "No-Fly Zone" around I-Beam # 42.
Lantech Stretch Wrapper has no Standard
Operating Procedure (SOP) Posted
Copy SOP from Manufacturer's Manual
and post on control panel
No Cleaning/Inspection Checklist
Write Cleaning/Inspection Methods
Checklist, provide training to personnel
and post near stretch wrapper
No 5S Job Cycle Chart
Prepare 5S Job Cycle Chart indicating
what cleaning/inspection will be
conducted by which personnel at the
required frequency.
Cylinder Bore/Glue Assembly Area
January 5S+Safety Audit Result
0
1
2
3
4
5
Area Safety
Area & Equip. Cleanliness
Tools & Jigs Orderliness
WIP & Supplies OrderlinessResponsibilities & Expectations
5S Tools
Visual Controls
Quality Control
Lab
Engineering Customer Service
Metal Part
Assembly
Plastic Gear
Extrusion
Pellet Dryer
Assemble Plastic
Gears to Metal
Subassembly
Ultrasonic
Welding
Labeling &
Packaging
Shipping
Coil Storage
Pellet Storage
Chemical
Storage
Tool & Die
Storage
Maintenance
Shop
MRO Stores
Operator # 1
Quality Control
Lab
Engineering
Customer Service
Metal Part
Assembly
Plastic Gear
Extrusion
Pellet Dryer
Assemble Plastic
Gears to Metal
Subassembly
Ultrasonic
Welding
Labeling &
Packaging
Shipping
Coil Storage
Pellet Storage
Chemical
Storage
Tool & Die
Storage
Maintenance
Shop
MRO Stores
Operator # 1
Before Set in Order
After Set in Order
Red Tag Register
Improvement Activity Log
Audit Result
5S Newsletter 5S Slogan Winners
Before
Sort
After
Sort
Before
Set in
Order
After
Set in
Order
Before
Shine
After
Shine
Before and After Pictures
Sustain

5S + Safety
Sustain
• There are a number of tools and techniques that your company can use to sustain
5S+Safety gains within your plant.
• 5S+Safety slogan contests, posters, photo exhibits, storyboards, newsletters,
suggestion cards, pocket manuals, department tours, industry benchmark reviews,
guest speakers and refresher training are just a sampling of the available
techniques.
• The key to keeping your 5S+Safety initiative vibrant is to keep it visual, updated and
involve employees at all levels.
Sustain

5S + Safety
Internet Resources
• Productivity Press http://www.productivitypress.com/
• The 5S Store http://www.the5sstore.com/
• 5S Supply http://5ssupply.com/
• Visual Work Place http://visual-work-place.com/
• Lean Enterprise Institute http://lean.org/
• Society of Manufacturing Engineers http://sme.org/
• Association for Manufacturing Excellence http://ame.org/

5S Plus Safety

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