Lean 5S Visual Workplace Organization Training Module

1 April 9, 2016 – v 4.0 OPERATIONAL EXCELLENCE
C O N S U L T I N G
Lean 5S Visual Workplace Organization
by Operational Excellence Consulting LLC

C O N S U L T I N G
Operational Excellence – 5S Visual Workplace
The purpose of a 5S Visual Workplace initiative is to engage the entire organization
in the design, implementation and maintenance of effective and efficient work areas
and work processes.

C O N S U L T I N G
5S Visual Workplace – Table of Content
 The 7 Wastes - Muda
 5S Visual Workplace – Benefits
 5S Visual Workplace – Overview
 5S Visual Workplace – Key Success Factors
 5S Visual Workplace – Types of Resistance
 5S Visual Workplace – Implementation Process
 SORT – Red-Tag Strategy
 SET-IN-ORDER – Signboard Strategy
 SHINE – Cleaning & Inspection Standards
 STANDARDIZE – Five-Point Standardized 5S Checklist
 SUSTAIN

C O N S U L T I N G
Waste elimination is one of the most effective ways to increase the efficiency
and profitability of any organization. Processes either add value or waste to the
production of a good or service. The concept of the seven wastes originated in
Japan, where waste is known as “muda."
Transportation
Motion
Over-Processing
Over-Production
Waiting
The 7 Wastes
Inventory
Defects
The 7 Wastes - Muda

C O N S U L T I N G
The 7 Wastes – Waiting
Waiting
Typically more than 99% of a product's life in traditional batch-and-queue
manufacture will be spent waiting to be processed. Much of a product’s lead
time is tied up in waiting for the next operation; this is usually because material
flow is poor, production runs are too long, and distances between work centers
are too great.
Goldratt (Theory of Constraints) has stated many times that one hour lost in a
bottleneck process is one hour lost to the entire factory’s output, which can
never be recovered. Linking processes together so that one feeds directly into
the next can dramatically reduce waiting.

C O N S U L T I N G
The 7 Wastes – Inventory
Inventory
Work in Progress (WIP) is a direct result of over-production and waiting.
Excess inventory tends to hide problems on the plant floor, which must be
identified and resolved in order to improve operating performance.
Excess inventory consumes productive floor space, delays the identification
of problems, and inhibits communication. By achieving a seamless flow
between work centers, many manufacturers have been able to improve
Customer service and slash inventories and their associated costs.

C O N S U L T I N G
The 7 Wastes – Motion
Motion
This waste is related to ergonomics and is seen in all instances of bending,
stretching, walking, lifting, and reaching. These are also health and safety
issues, which in today’s litigious society are becoming more of a problem for
organizations. Jobs with excessive motion should be analyzed and
redesigned for improvement with the involvement of plant personnel.

C O N S U L T I N G
The 7 Wastes – Over-Processing
Extra Processing Steps
Many organizations use expensive high precision equipment where simpler
tools would be sufficient. This often results in poor plant layout because
preceding or subsequent operations are located far apart. In addition they
encourage high asset utilization (over-production with minimal changeovers) in
order to recover the high cost of this equipment.
Toyota is famous for their use of low-cost automation, combined with
immaculately maintained, often older machines. Investing in smaller, more
flexible equipment where possible; creating manufacturing cells; and combining
steps will greatly reduce the waste of inappropriate processing.

C O N S U L T I N G
The 7 Wastes – Transportation
Transportation
Transporting product between processes is a cost incursion which adds no
value to the product. Excessive movement and handling cause damage and
are an opportunity for quality to deteriorate. Material handlers must be used
to transport the materials, resulting in another organizational cost that adds
no Customer value.
Transportation can be difficult to reduce due to the perceived costs of
moving equipment and processes closer together. Furthermore, it is often
hard to determine which processes should be next to each other. Mapping
product flows can make this easier to visualize.

C O N S U L T I N G
The 7 Wastes – Over-Production
Over-Production
Simply put, over-production is to manufacture an item before it is actually
required. Over-production is highly costly to a manufacturing plant because it
prohibits the smooth flow of materials and actually degrades quality and
productivity. Over-production manufacturing is referred to as “Just in Case.”
This results in high storage costs and makes it difficult to detect defects in a
timely manner. The simple solution to over-production is turning off the tap; this
requires a lot of courage because the problems that over-production is hiding
will be revealed. The concept is to schedule and produce only what can be
immediately sold/shipped and improve machine changeover/set-up capability.

C O N S U L T I N G
The 7 Wastes – Defects
Defects
Having a direct impact to the bottom line, quality defects resulting in rework
or scrap are a tremendous cost to organizations. Associated costs include
quarantining inventory, re-inspecting, rescheduling, and capacity loss.
In many organizations the total cost of defects is often a significant
percentage of total manufacturing cost. Through employee involvement and
Continuous Process Improvement (CPI), there is a huge opportunity to
reduce defects at many facilities.

C O N S U L T I N G
The 7 Wastes – Summary
In the latest edition of the Lean Manufacturing
classic Lean Thinking, Under-Utilization of
Employees has been added as an eighth waste.
Organizations employ their staff for their nimble
fingers and strong muscles but forget they come to
work everyday with a free brain. It is only by
capitalizing on employees' creativity that
organizations can eliminate the other seven
wastes and continuously improve their
performance.
Many changes over recent years have driven organizations to become world
class organizations or Lean Enterprises. The first step in achieving that goal is
to identify and attack the seven wastes. As Toyota and other world-class
organizations have come to realize, Customers will pay for value added
work, but never for waste.

C O N S U L T I N G
1. Reduction of Waste (mainly defects, motion, waiting, &
transportation) results in lower costs !
2. Reduction in equipment breakdowns results in higher
equipment availability !
3. Reduction in delays results in a higher fill rate and on-time
deliveries!
4. Reduction in defects results in less rework !
5. Reduction in complaints results in greater Customer
satisfaction !
6. Reduction in injuries results in lower costs !
7. Reduction in changeover time results in less downtime !
8. A cleaner work environment results in higher employee
satisfaction !
5S Visual Workplace - The Benefits
Ownership
Moral
Productivity
Safety
Shareholder
Satisfaction
9. Lower costs and higher shareholder satisfaction result
in improved profitability !!!

C O N S U L T I N G
5S Visual Workplace - Overview
1.
Sort
(Seiri)
2.
Set-in-Order
(Seiton)
3.
Shine
(Seiso)
4.
Standardize
(Seiketsu)
5.
Sustain
(Shitsuke)
5S Visual Workplace is generally the first step toward implementing a lean-
based Operational Excellence initiative. It facilitates a structured dialog about
standardization which builds a clear understanding, between employees, of how
work should be done.

C O N S U L T I N G
5S Visual Workplace requires (self-) discipline from everyone involved.
dis·ci·pline [ díssəplin ] noun
Definition: training to ensure proper behavior: the practice or methods of teaching and
enforcing acceptable patterns of behavior.
Definition: make yourself do something regularly: to make yourself act or work in a
controlled or systematic way
5S Visual Workplace - Discipline

C O N S U L T I N G
It all starts with YOU !!!
You need to WALK the TALK in EVERYTHING you do !!!
5S Visual Workplace - Walking the Talk

C O N S U L T I N G
1. Have an Implementation & Communication Plan !!!
2. Leadership – Drive it from the Top and Walk the Talk.
3. Employee Involvement & Empowerment – Provide adequate training,
nominate 5S Leaders, and establish a 5S Action and Audit Teams.
4. Focus – Establish 5S focus areas with employee ownership.
5. No Scared Cows – 5S is not just about the production floor. Include
shipping & receiving, warehouses, and offices.
5S Visual Workplace - Key Success Factors
6. Organize & Beautify – Paint is an inexpensive
and terrific tool for supporting any 5S
implementation.
7. Accountability – Hold leaders and teams
accountable to the established work area
requirements (discipline).
8. Evaluate & Improve – Perform weekly 5S
audits with owners in each focus area. Measure
progress and post scores.
Make it fun and
celebrate progress !!!

C O N S U L T I N G
1. “What’s so great about Organization (Sort) and Orderliness (Set-in-Order)?” 
Response: The purpose of a 5S Visual Workplace initiative is to develop,
implement, and maintain an effective and efficient workplace.
2. “You want us, the Operations and Service Managers, to be 5S Leaders?” 
Response: The development, implementation, and maintenance of an effective
and efficient workplace is a management responsibility. A 5S Visual
Workplace initiative requires leadership and leadership involvement.
3. “Why clean up when it will soon get dirty again?”  Response: When management
and employees are indifferent to making and maintaining improvements, it is
no surprise that defect rate remains high and productivity low.
4. “Implementing Organization (Sort) and Orderliness (Set-in-Order) will not boost
output.”  Response: Being busy does not mean being productive. Everyone
must learn the important difference between “moving” and “working”.
5. “Why concern ourselves with such trivial matter?”  Response: Managers who fail
to promote an effective, efficient and safe workplace end up not only with a
sloppy and undisciplined work force, but also with higher costs and higher
defects.
5S Visual Workplace - Types of Resistance

C O N S U L T I N G
6. “We already implemented them.”  Response: Some managers believe that
rearranging things a little and putting them into neat rows is all there is to
it. Such orderliness only scratches the surface of what the 5S’s are all
about, as this training program will show.
7. “I know my filing system’s a mess, but I know my way around it.”  Response:
The first step in standardizing clerical operations is to open up private
messes so that books, files, and paper work is easily accessible to anyone
who needs them when they need them.
8. “5S and improvement stuff is just for the factory.”  Response: The purpose of
a 5S Visual Workplace initiative is to develop, implement, and maintain
effective and efficient work processes. This is and must be a companywide
initiative.
9. “We are too busy to spend time on Organization (Sort) and Orderliness (Set-in-
Order).”  Response: “Are you also too busy to take a shower and brush
your teeth?”. Developing, implementing, and maintaining effective and
efficient work processes is not an option, it is a necessity in today's
competitive business environment.

C O N S U L T I N G
10. “We did the 5S’s 10 years ago.”  Response: “Has it also been 10 years
since you took a bath?” 5S Visual Workplace is not a project with a start
and end date, it is an integral part of any highly productive world-class
organization.
11. “Why should anyone tell me what to do?”  Response: Most 5S initiatives
run into human-relation issues early on. It pays of form cross-functional
5S Promotion Teams with members skilled at applying the 5S’s to human
relations.
12. “We don’t need 5S. We are making money, so let us do our work
the way we want to.”  Response: Operations has a rhythm, and this
rhythm gets upset when employees care only about their individual
tasks. By allowing employees to do things “their way”, we grant a selfish
kind of freedom that hurts everyone in the long-term.

C O N S U L T I N G
5S Visual Workplace - Implementation Process
Step 1
Establish a 5S Organization
Step 2
Establish a 5S Implementation Plan
Step 3
Create 5S Campaign Material
Step 4
In-House 5S Education
Step 6
5S Evaluation, Scoring and Follow-Up
Step 5 5S Implementation
SORT
(Red-Tag Strategy)
SHINE
SET-IN-ORDER
(Signboard Strategy)
STANDARDIZE
SUSTAIN

C O N S U L T I N G
Step 1. Establish a 5S Implementation Organization
The 5S Implementation Team handles such tasks as on-site 5S education,
“discipline” training, 5S standardization, guidance in 5S techniques, and
provision of 5S tools.
The 5S Leader(s) are Site Manager(s) and heads the 5S Implementation
Team.
The 5S Audit Team makes weekly inspection tours to check up on 5S
conditions and suggest & document remedial measures when conditions
have begun to deteriorate.
The 5S Action Team, which consists of workshop leaders and ordinary
employees, is responsible for the nuts and bolts of 5S implementation. The
team members study 5S theory while putting it into practice in making 5S-
oriented improvements.

C O N S U L T I N G
Step 2.1 Prioritize Opportunities
 Divide plant or office area into manageable sections
 Evaluate and prioritize opportunities, risks and success factors
 Schedule 5S Visual Workplace implementation for each section

C O N S U L T I N G
Step 2.2 Establish a 5S Implementation Plan
The main purpose of a 5S Campaign is not so much to announce the
beginning of the 5S initiative as it is to show the enthusiasm and commitment
of 5S Leaders.
The 5S Leaders should address the organization’s current conditions, its
goals, and its plan to use the 5S Visual Workplace initiative to lay a
foundation for achieving those goals.
A 5S Implementation Plan should cover 90 days at a time.

C O N S U L T I N G
Step 3. Create 5S Campaign Material
5S Campaign Materials could include face-to-face meetings, newsletters,
slogans, boards, posters, banners, badges, 5S news, photo exhibits of
before and after, … .

C O N S U L T I N G
Step 4. In-House Education
5S Visual Workplace education materials could include training classes, single-
point 5S lessons, on-the-job training, posters, in-house bulletins, 5S news,
videos, books, … .
Point 1. Make education continuous
Point 2. Don’t be a perfectionist, but strive for perfection. 50% is a good start.
Point 3. The primary place for 5S Visual Workplace implementation is the
individual workplace
Point 4. Encourage independent thinking
Point 5. Encourage motivation, skill-building and participation
Make it Relevant, Specific & Engaging !!!

C O N S U L T I N G
Step 5.1 5S Implementation - SORT
SORT means clearly distinguishing between (1) what is needed and to be kept and (2) what is
unneeded and to be discarded.
SET-IN-ORDER means organizing the way needed things are kept so that anyone can find, use and
return them easily.
SHINE means thoroughly cleaning the work area and everything in it. The goal is (1) to turn the work
area into a clean, bright place where people enjoy working, (2) to review the first two Ss, and (3) to find
the source of dirt or litter and eliminate it. Shine should become so deeply ingrained as a daily work
habit that tools are always kept in top condition and are ready for use at any time.
STANDARDIZE means the development and implementation of a detailed plan to maintain SORT, SET-
IN-ORDER, and SHINE. The plan should include the creation of procedures and simple daily checklists
that are to be visibly posted in each work area; the checklist should serve as a visual to ensure that the
daily 5S requirements are being met. Standardized cleanup integrates sort, set in order, and shine into a
unified whole.
1.
Sort
(Seiri)
2.
Set-in-Order
(Seiton)
3.
Shine
(Seiso)
4.
Standardize
(Seiketsu)
5.
Sustain
(Shitsuke)
SUSTAIN means always following specified (and
standardized) procedures. Sustain requires self-
discipline. Without discipline, it is impossible to
maintain consistent standards of quality, safety, clean
production, and process operation.
SAFETY  Sometimes used as the 6th S. We believe
that Safety is a natural consequence of the successful
implementation of a 5S Visual Workplace initiative.

C O N S U L T I N G
What is the Red-Tag Strategy?
Step 1. Launch the Red-Tag Project
– Members: Employees across the organization
– Period: 1-2 months
– Key Points: Help the employees understand the objectives of SORT
and how to identify what items are not needed.
Step 2. Identify Red-Tag Targets
– Targets: Inventory – Equipment – Space
Step 3. Set Red-Tag Criteria
– Set the criteria for determining what is needed and what is not.
Step 4. Make or Order the Red-Tags
– Red, Eye-catching, Category – Name – Quantity – Value – Tagging
Reason – Date – …

C O N S U L T I N G
What is the Red-Tag Strategy? (cont.)
Step 5. Attach the Red Tags
– People from indirectly related organizations should come to the
workshop, listen to the description of current conditions, and be
objective in attaching red tags to all unneeded items.
• Look with a critical eye,
• Don’t let the workshop’s own workers decide where to stick the
red tags. They tend to think everything is necessary.
• Be merciless when attaching red tags!
• Set a target of at least 3-4 red tags per employee in the
organization
• If in doubt, red-tag it!
– Red-tagging should be done intensively over a short period of time.

C O N S U L T I N G
What is the Red-Tag Strategy? (cont.)
Step 6. Evaluate the Red Tags
Inventory
– Divide into two types: 1. “dead stock” and 2. “retained stock”
– Set the “need” period for service parts and keep them in the
warehouse for the appropriate need period.
– Make a list of all unneeded inventory (name, quantity, value) to
facilitate understanding and for use in accounting and create and
execute schedule to dispose “dead stock”.
Equipment
– Whatever gets in the way during improvement activities should either
be moved or disposed of.
– Follow companies procedure to dispose of unneeded equipment.
– If equipment in the way during improvement activities is an off-the-
book asset, simply get rid of it.
Spaces & Shelves

C O N S U L T I N G
Red-Tag Criteria
Inventory or
Equipment
Cannot be used or
unlikely to be used
Red-Tag Discard
Can be
used
Used about
twice per year
Red-Tag
Remove from
Service Center
& Store elsewhere
Used every one
or two months
Store near process
where used
Used about once
a week
Store near operation
where used
Keep close at
hand at all time
Used every hour
or every day

C O N S U L T I N G
Step 5.2 5S Implementation - SET-IN-ORDER
return them easily.
unified whole.
1.
Sort
(Seiri)
2.
Set-in-Order
(Seiton)
3.
Shine
(Seiso)
4.
Standardize
(Seiketsu)
5.
Sustain
(Shitsuke)

C O N S U L T I N G
A
Everything
Everything
In
Its
Everything in its Place and A Place for Everything

C O N S U L T I N G

C O N S U L T I N G
“Everything has its Place.” and “There is a Place for Everything.”

C O N S U L T I N G
5S Visual Workplace Floor Marking Guidelines and Best Practices
 Use as few colors as possible: This will make it easier for employees to remember the
intended meaning of each color and reduce the number of vinyl tape products kept in
inventory.
 Identify specific colors with specific purposes: Some companies opt to mark equipment
locations using the same color for aisle ways and work cell boundaries. This choice adheres to
the principle of keeping the color code system as numbered as possible, but for some, it may
be more effective to use two different colors for two different work areas. When a plant
differentiates between colors when marking specific work areas, it creates a visually clear
environment that helps employees quickly correlate colors with purposes.
 Raw Materials, WIP and finished goods: Try and use the same color for all material storage
areas, unless there is an important reason for differentiating between them. As an alternative,
use different colored labels to visually distinguish between the various material types.
 Do more with less: Many companies use different colored stripes to border areas in front of
fire fighting equipment, safety equipment and electrical panels. Instead of having three different
floor tape products, choose one color for all applications where the intent is to keep the area
clear for safety or compliance reasons.

C O N S U L T I N G
5S Visual Workplace – Signboard Strategy
Without Signboards of one kind or another, only veteran employees would
know where to find things. To turn a work area into a workplace where
everyone can see at a glance what goes where, we need signboards.

C O N S U L T I N G
What is the Signboard Strategy?
Step 1. Determine Locations
– After consolidating the remaining items, decide where to place them to
best suit the way operations will be done.
– Note: Be sure to put frequently used items as close as possible to the
operations for easy retrieval.
Step 2. Prepare Locations
– Organize shelving and cabinets in their specified places.
– Note: Use your ingenuity (e.g. make parts easier to remove from
shelves and cabinets or set up a first-in first-out FIFO stocking
system).
Step 3. Indicate Locations
– Make and post (or hang) signboards that clearly indicate where each
item belongs.
– Note: Use either a place name/diagram signboard or an address
signboard to indicate where things belong.

C O N S U L T I N G
What is the Signboard Strategy? (cont.)
Step 4. Indicate Item Names
– Make and post (or hang) signboards that clearly indicate item names
and the name/number of the shelf or cabinet where items will be
kept.
– Note: Use a shelved item signboard or other place-specific item
signboard.
Step 5. Indicate Amounts
– Indicate the number of inventory items covered by each signboard.
– Note: Indicate both maximum and minimum amounts.
Step 6. Make Orderliness (SET-IN-ORDER) a Habit
– Make Orderliness (SET-IN-ORDER) a habit so that the workplace
does not lapse into disorder.
– Note: 1. Make Orderliness (SET-IN-ORDER) easy to maintain
2. Maintain discipline
3. Make the 5’s a daily habit

C O N S U L T I N G
Step 5.3 5S Implementation - SHINE
return them easily.
unified whole.
1.
Sort
(Seiri)
2.
Set-in-Order
(Seiton)
3.
Shine
(Seiso)
4.
Standardize
(Seiketsu)
5.
Sustain
(Shitsuke)

C O N S U L T I N G
Work Duties
Incorporate Cleanliness = SHINE into
regular Work Duties
Cleanliness Work Duties
+ Cleanliness
Incorporate Inspections into regular
Cleanliness Inspection Work Duties
+ Inspection
Incorporate Maintenance into
Cleanliness Maintenance and
Inspection Work Duties
+ Maintenance

C O N S U L T I N G
No. Category CleaningStandards CleaningMethods CleaningTime Day Week Month
1 Equipmentsurfaceandsurroundings Nolintontheequimentsurface 5min X
2 … … X
3 … … X
X
X
X
No. Category LubricationStandards LubricationMethods LubricationTime Day Week Month
1 Frictiongear Nolintontheequimentsurface 5min X
2 … … X
3 … … X
X
X
X
3.…
CleaningCycle
1.Tightenoilsupplyvalveandcheckforleaks
2.…
CleaningCycle
1.Tightenoilsupplyvalveandcheckforleaks
2.…
3.…
LubricationAreas
CleaningCheckPoints
LubricationCheckPoints
Drawings&
Pictures
TLCMaintenanceStandardforXYZ
CleaningAreas

C O N S U L T I N G
Step 5.4 5S Implementation - STANDARDIZE
return them easily.
unified whole.
1.
Sort
(Seiri)
2.
Set-in-Order
(Seiton)
3.
Shine
(Seiso)
4.
Standardize
(Seiketsu)
5.
Sustain
(Shitsuke)

C O N S U L T I N G
5S Area Evaluation & Scoring Guidelines
Score Sort Set-in-Order Shine Standardize Sustain Comments / Actions
5 Prevention
The culture of the area has all
employees engaged and on
constant vigilance keeping anything
un-necessary from remaining in the
work area.
A process is in place to introduce
new items or equipment to the work
area and to implement improvement
regularly in the layout of the work
area.
Employees participate in
preventative maintenance for all
area equipment.
Employees are adding
improvements on their own regularly
for 6S in the work area. Other work
areas seek the input of work area
employees to improve 6S in their
work areas.
Employees reflect a spirit of pride in
the work area and ownership to
keep it looking great. They do not
wait for supervisors or engineers to
discover equipment issues or leaks,
but proactively engage and even
demand fixes immediately and
participate in implementing those
solutions.
4
Consistent
Application
Standard Work is in place and
visual to prevent un-necessary
items from finding a way back to the
work area or for idenifying items that
become un-necessary over time.
Standard Work is in place to audit
an area to detemine if every item is
present and in its assigned location.
Work areas are cleaned each shift.
There is a checklist posted at each
work center of things to check for to
ensure the area is clean. The
working team regularly improves the
area beyond the current level of
acceptability by painting, taping, or
adding other visual improvements.
Employees participate in mitigating
issues and leaks in the work area.
The 6S method is documented and
posted in the work area. Photos are
posted of how the area should look
each day at the end of the shift. A
rotation has been established and is
posted involving all employees in
the work area in the weekly 6S
audit. The 6S audit results are
posted.
The 6S audit yields improvement
opportunities that are documented
and posted each week.
Improvements are taking place each
week.
3 Make it Visual
The area only contains items that
are necessary.
Each item or piece of equipment
has a location that has been visually
indicated (signs, tape, paint, etc) in
the work area. There's a place for
every item and every item has a
place.
Work areas are cleaned on a daily
basis. There is a checklist posted at
each work center of things to check
for to ensure the area is clean.
Leaks are obvious when they occur.
Employees participate in reporting
leaks or other problems that are not
"normal" for the 6S plan.
The 6S method for the work area is
documented for the work area.All
employees have been trained and
can describe their roles and
ownership relative to 6S. Visual
controls are in place for kanbans,
and-on lights, and inventory levels.
The 6S audit is taking place each
week and is posted. The audit is
performed by all employees on a
rotational basis.
2 Foundational
Un-necessary items have been
identified and separated from
necessary items.
Each item or piece of equipment
has a designated location.
The work area has a regularly
scheduled clean up routine. There is
no dirt, debris or lint in the work area
older then a single day.
Improvements are being made to
6S, but are not following a regular
schedule. The 6S plan for the area
is not yet documented.
The 6S audit is taking place each
week and is posted.
1 Just Beginning
Area still contains both necessary
and un-necessary items.
Equipment and other items are at
random locations throughout the
work area.
The work area is dirty. Debris and
other items are located randomly.
The work area has dust, dirt, lint,
and other debris more then 1 day
old.
6S methods are not consistently
followed and maintained and are not
documented.
6S improvements have started but
are irregular. The 6S audit is not
taking place regularly.
0 Haven't Started Haven't Started this 6S activity yet Haven't Started this 6S activity yet Haven't Started this 6S activity yet Haven't Started this 6S activity yet Haven't Started this 6S activity yet
Average =
Average =
Area ______________ Auditor Name __________________________ Auditor Signature ___________________________________________Audit Date _______________
Current Score
Last Score

C O N S U L T I N G
5S Site Evaluation & Follow-Up
Service Center: Entered by:
Date: Page:
No Process & Checkpoint
SORT
Level
SET-IN-ORDER
Level
SHINE
Level
STANDARDIZE
Level
SUSTAIN
Level
SAFETY
Level
Total
Previous
Total
1 Soil - Soil Staging
2 Soil - Soil Loading
3 Soil - Soil Sorting
4 …
5 …
6 …
… …
… …
… …
… …
… …
… …
… …
… …
… …
… …
… …
… …
… …
… …
… …
… …
… …
… …
… …
… …
… …
Average & Total 0 0
Observations:
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5
of
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Five-Point Standardized
Visual Workplace Checklist
1 2 3 4 5 1 2 3 4 5 1 2 3 4 51 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

C O N S U L T I N G
5S Implementation - SUSTAIN
return them easily.
unified whole.
1.
Sort
(Seiri)
2.
Set-in-Order
(Seiton)
3.
Shine
(Seiso)
4.
Standardize
(Seiketsu)
5.
Sustain
(Shitsuke)

C O N S U L T I N G
5S Visual Workplace requires (self-) discipline from everyone involved.
dis·ci·pline [ díssəplin ] noun
Definition: training to ensure proper behavior: the practice or methods of teaching and
enforcing acceptable patterns of behavior.
Definition: make yourself do something regularly: to make yourself act or work in a
controlled or systematic way
5S Visual Workplace - Discipline

C O N S U L T I N G
5S Implementation - Your 30s Elevator Speech
An ‘elevator speech’ is a concise, punchy, planned description
that overviews the value provided by a 5S Visual Workplace
implementation.
Target Audience: - Operator
- Lead
- Supervisor
- Maintenance Technician
- Customer
Please take 15 minutes to work on yours and share it with the team.
15 Minutes

C O N S U L T I N G
The End …
“Perfection is not attainable, but if we chase perfection we can catch
excellence.” - Vince Lombardi

C O N S U L T I N G
Terms & Conditions
After you have downloaded the training material to your own
computer, you can change any part of the course material and
remove all logos and references to Operational Excellence
Consulting. You can share the material with your colleagues and
re-use it as you need. The main restriction is that you cannot
distribute, sell, rent or license the material as though it is your
own. These training course materials are for your — and
your organization's — usage only. Thank you.

Lean 5S Visual Workplace Organization Training Module

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Lean 5S Visual Workplace Organization Training Module