2. 2
5S and Visual Control
◼ 5 Elements of 5S
◼ Why 5S?
◼ Waste
◼ Workplace observation
◼ Sort
◼ Straighten
◼ Shine
◼ Standardize
◼ Sustain
◼ Visual Factory
◼ Summary
3. 3
5 Elements of 5S
◼ Sort
◼ Straighten
◼ Shine
◼ Standardize
◼ Sustain
4. 4
Why 5S?
• To eliminate the wastes that result from “uncontrolled” processes.
• To gain control on equipment, material & inventory placement and position.
• Apply Control Techniques to Eliminate Erosion of Improvements.
• Standardize Improvements for Maintenance of Critical Process Parameters.
9. 9
After 5S
◼ Clear, shiny aisles
◼ Color-coded areas
◼ Slogans & banners
◼ No work in process
10. 10
Workplace Observation
◼ Clearly define target area
◼ Identify purpose and function of target area
◼ Develop area map
◼ Show material, people, equipment flow
◼ Perform scan diagnostic
◼ Photograph problem areas
◼ Develop a project display board (area)
11. 11
Workplace Scan Checklist
D a te
S te p Ite m
D e te rm in e w h a t is a n d is n o t n e e d e d
U n n e e d e d e q u ip m e n t, to o ls , e tc . ...a re p re s e n t
U n n e e d e d ite m s a re o n w a lls (b u lle tin b o a rd s e tc .)
Ite m s a re p re s e n t in a is le w a y s , s ta irw a y s , c o rn e rs , e tc .
U n n e e d e d in ve n to ry , s u p p lie s , p a rts , m a te ria ls a re p re s e n t
S a fe ty h a z a rd s (w a te r, o il, c h e m ic a ls ) e x is t
A p la c e fo r e v e ry th in g …
C o rre c t p la c e s fo r ite m s a re n o t o b vio u s
Ite m s a re n o t in th e ir c o rre c t p la c e s
A is le w a y s a n d e q u ip m e n t lo c a tio n s a re n o t id e n tifie d
Ite m s a re n o t p u t a w a y im m e d ia te ly a fte r u s e
H e ig h t a n d q u a n tity lim its a re n o t o b vio u s
C le a n in g a n d lo o k in g fo r w a y s to k e e p it c le a n
F lo o rs , s u rfa c e s , a n d w a lls a re n o t fre e fro m d irt
E q u ip m e n t is n o t k e p t fre e fro m d irt, o il, a n d g re a s e
C le a n in g m a te ria ls a re n o t e a s ily a c c e s s ib le
L in e s , la b e ls , a n d s ig n s a re n o t c le a n
O th e r c le a n in g p ro b le m s a re p re s e n t
M a in ta in a n d m o n ito r th e first th re e c a te g o rie s
N e c e s s a ry in fo rm a tio n is n o t vis ib le
A ll s ta n d a rd s a re n o t k n o w n a n d vis ib le
C h e c k lis ts d o n 't e x is t fo r a ll c le a n in g a n d m a in te n a n c e jo b s
A ll q u a n titie s a n d lim its a re n o t e a s ily re c o g n iz a b le
H o w m a n y ite m s c a n 't b e lo c a te d in 3 0 s e c o n d s o r le s s
S tic k to th e ru le s
H o w m a n y w o rk e rs h a ve n o t h a d 5 -S tra in in g
H o w m a n y tim e s la s t w e e k w a s d a ily 5 -S n o t p e rfo rm e d
N u m b e r o f tim e s th a t p e rs o n a l b e lo n g in g s w e re n o t s to re d
N u m b e r o f tim e s jo b a id s a re n o t a va ila b le o r u p to d a te
N u m b e r o f tim e s la s t w e e k 5 -S in s p e c tio n s w e re n o t d o n e
To ta l
N u m b e r o f p ro b le m s fo u n d + D 1 3 R a tin g
N o n e 5
1 4
2 3
3 -4 2
5 o r m o re 1
S u s ta in
S o rt
S tra ig h te n
S h in e
S ta n d a rd iz e
13. 13
Sort
◼ When in doubt, move it out
◼ Prepare red tags
◼ Attach red tags to unneeded items
◼ Remove red-tagged items to “dinosaur burial ground”
◼ Evaluate / disposition of red-tagged items
14. 14
Red Tag Inspection Sheet
Search
◼ Floors
◼ Aisles
◼ Operation areas
◼ Workstations
◼ Corners, under equipment
◼ Small rooms
◼ Offices
◼ Loading docks
◼ Inside cabinets
Look for unneeded equipment
◼ Machines, small tools
◼ Dies, jigs, bits,
◼ Conveyance equipment
◼ Plumbing, electrical parts
Look for unneeded furniture
◼ Cabinets
◼ Benches, tables
◼ Chairs
◼ Carts
Search these storage places
◼ Shelves
◼ Racks
◼ Closets
◼ Sheds
Search the walls
◼ Items hung up
◼ Old bulletin boards
◼ Signs
◼ Other _________
Look for unneeded materials
◼ Raw material
◼ Supplies
◼ Parts
◼ Work in process
◼ Finished goods
◼ Shipping materials
Look for other unneeded items
◼ Work clothes
◼ Helmets
◼ Work shoes
◼ Trash cans
◼ Other
15. 15
Red Tagged Items Log
Needless Items
(describe)
# of
items
Date Reason for
Tagging
Notes /
Disposition
16. 16
Disposition List
Category Action
Obsolete • Sell
• Hold for depreciation
• Give away
• Throw away
Defective • Return to supplier
• Throw away
Used about once per week • Store in area
Used less than once per month • Store where accessible in plant
Seldom used • Store offsite (or in distant place)
• Sell
• Give or throw away
Use unknown • Store until information is found
17. 17
Straighten
◼ Make it obvious where things belong
◼ Lines
◼ Divider lines
◼ Outlines
◼ Limit lines (height, minimum/maximum)
◼ Arrows show direction
◼ Labels
◼ Color coding
◼ Item location
◼ Signs
◼ Equipment related information
◼ Show location, type, quantity, etc.
18. 18
Straighten Check Sheet
Equipment
◼ Machines
◼ Small tools
◼ Dies
◼ Jigs
◼ Bits
◼ Conveyance equipment
◼ Cleaning equipment
Furniture
◼ Cabinets
◼ Benches, tables
◼ Chairs
◼ Carts
◼ Shelves
◼ Racks
Materials
◼ Raw material
◼ Supplies
◼ Parts
◼ Work-in-process
◼ Finished goods
◼ Shipping materials
◼ Cleaning supplies
Other items
◼ Charts, graphs, bulletin boards
◼ Pens, pencils
◼ Work clothes
◼ Helmets
◼ Work shoes
◼ Trash cans
19. 19
Shine
◼ Clean everything, inside and out
◼ Inspect through cleaning
◼ Prevent dirt and contamination from reoccurring
◼ Results in
◼ Fewer breakdowns
◼ Greater safety
◼ Product quality
◼ More satisfying work environment
22. 22
Standardize
◼ Establish guidelines for the team 5-S conditions
◼ Make the standards and 5-S guidelines visual
◼ Maintain and monitor those conditions
23. 23
Typical Team Standards
◼ Sort
◼ Amount of inventory
◼ Tools that belong in the area
◼ How often to remove scrap
◼ Straighten
◼ Location of aisleways
◼ Location of tools, equipment
◼ Shine
◼ Cleaning schedule
◼ Maintenance tasks
◼ Checklist of what to look for as cleaning is performed
24. 24
Sustain
Determine the methods your team will use to
maintain adherence to the standards
◼ 5-S concept training
◼ 5-S communication board
◼ Before and after photos
◼ One point lesson
◼ Visual standards and procedures
◼ Daily 5-minute 5-S activities
◼ Weekly 5-S application
25. 25
Visual Factory Implementation
◼ Develop a map identifying the “access ways”(aisles,
entrances, walkways etc.) and the “action” areas.
◼ Perform any necessary realignment of walkways, aisles,
entrances.
◼ Assign an address to each of the major action areas.
◼ Mark off the walkways, aisles & entrances from the action
areas
◼ Apply flow-direction arrows to aisles & walkways
◼ Perform any necessary realignment of action areas.
◼ Mark-off the inventory locations
◼ Mark-off equipment/machine locations
◼ Mark-off storage locations (cabinets, shelves, tables)
◼ Color-code the floors and respective action areas
26. 26
Review and Summary
◼ List each of the 5-S steps.
◼ Describe the “30-second test”.
◼ Why is total employee involvement so important?
◼ What is management’s role?
◼ Briefly describe each step in the 5-S system.
◼ How do you intend to use this information?
29. 29
Session 1.0 Introduction…….……...……………………. 3
Session 2.0 Waste Management ……………………….. 14
Session 3.0 5S Implementation…………………………. 20
Element 3.1 Systematic Organization…………………... 31
Element 3.1.1 Red Tag System……………………………. 47
Element 3.2 Sorting Visual Placement………………….. 33
Element 3.2.1 Visual Sign System………………………….. 66
Element 3.2.2 Visual Color System………………………... 76
Element 3.3 Scrubbing Clean……………………………. 40
Element 3.4 Standardizing Control……………………... 45
Element 3.5 Self Discipline Control……………………... 48
30. 30
What is 5S ?
◼ An essential step required for Waste
Elimination
◼ An integral step in Kaizen
◼ A required element to achieve Lean-site
Manufacturing.
Systematic
Organization
“Seiri”
Orderliness
“Seiton”
Cleanliness
“Seiso”
Cleanup
“Seiketsu”
Cleanup
“Seiketsu”
Standardization/Perseverance
“Shitsuke”
32. 32
The Five Elements of 5S
Systematic Systematic
Organization- Identifying what
items are required and which
are not.
Sorting Visual Placement-
Items should be easily
retrievable, easy to get, and
visual-easy to see.
Self-Discipline/Control-
Ensuring that Systematic
Organization, Visual
Placement & Cleanliness
are maintained.
Scrubbing Clean-Keep the area free from debris,
dirt, oil, items not needed.
Standardizing Control-
Maintain and continually
improve the previous
improvements.
33. 33
Major CPI
Tools (6s) Kaizen Lean Description
Cp/Cpk 4 Process capability assessment
DOE 4 Design of experiments
SPC 4 Process control based on statistics and data analysis
FMEA 4 Risk assessment tool
Regression 4 Correlate effect one variable has on another
Process Map 4 4 4 Map process steps to communicate and identify opportunities
5 whys /2 hows 4 4 4 Determination methods for root cause discovery
Pareto 4 4 4 Column chart ranking items highest to lowest
Fishbone 4 4 4 Cause / Effect Diagram
5S 4 4 Elimination waste
Visual Mgmt 4 4 4 Emphasis on visual techniques to manage process
Poka-Yoke 4 4 Error proofing techniques
Spagetti Chart 4 4
Kanban 4 4 Material storage technique used to control process
Takt Time 4 4 Determine pace or beat of a process
Std Work 4 4 Evaluate tasks done during a process
SMED 4 4 Single minute exchange of dies - Quick machine set up
TPM 4 Integrate maintenance strategy with process
Cellular Flow 4 Reduce inventory & cycle time thru process layout and pull
production techniques
Expand Process Improvement Program to Utilize Kaizen Tool Kit
Tool Kit Comparison
34. 34
6 Sigma
• Disciplined Methodology
• Technical Approach
(Quantitative)
• Data Driven - Statistical
• Customer Focus
• ReduceVariation
• Focus on Large Impact
• Larger/Longer Projects
Kaizen
• PhilosophicalApproach
• Common Sense Approach
(Qualitative)
• Data Driven - Observation
• OperationalFocus
• Waste Elimination 5S
• Incremental Change
• Smaller/ShorterProjects
Complimentary Tools Driving Continuous Improvement
Expanding the Strategy
Performance Excellence
35. 35
Comparative Analysis
Improvement Methodologies
• Similar in Structure
• Improvements measured against
established process
• Team oriented
• Similar improvement tools
• Measure effectiveness of improvements
• Maintain new performance level
• Standardize & Proceduralize
Results
• More Efficient Processes
Comparison
• Both are Effective Improvement
Mechanisms
• CPI/6s best applied to large complex
problems
• Kaizen/Lean best applied to achieve
incremental changes and eliminate wastes.
Measure
- Data Collection
- Determine Process Potential / Goals
Evaluate
- Root Cause / Vital Few
- Statistical Analysis
Improve & Verify
- Implement Improvement
- Validate Improvement
Standardize
- Standardize / Leverage
- SPC
- Update Procedures
Evaluate
- Baseline Process Performance
- Establish Target
Decide
-Compare solutions
- Choose
Act
-Communicate
- Implement improvement
- Control
Measure
- Validate improvement
- Standardize
- Update Procedures
Focus
- Reduce Process Variation
- Identify Critical Cause and Focus
Resources for Maximum Impact
Focus
- Eliminate Waste 5S
- Seek Incremental Process Changes
Kaizen/Lean
6s
Summary
- Technical Approach based on Statistical
Analysis
- Requires Significant Data Collection
- Best applied to Manufacturing Processes
- Typical Projects 1-3 Months
Summary
- Common Sense Approach based on
Observation
- Applicable to all types of processes
- Defined improvement strategy
- Typical Projects 1 week
36. 36
Why 5S
•To eliminate the wastes that result from
“uncontrolled” processes.
• To gain control on equipment,material & inventory
placementand position.
• Apply Control Techniques to Eliminate Erosionof
Improvements.
• Standardize Improvements forMaintenance of
Critical Process Parameters.
Look Familiar?
38. 38
Overproduction ______________________________
Delays (waiting time)__________________________
Transportation _______________________________
Process_____________________________________
Inventories__________________________________
Motions ____________________________________
Defective products ____________________________
Untapped Resources __________________________
Mis-used Resources ___________________________
9
Wastes
Give an example of each type of waste.
The Nine types of wastes
Think Break
39. 39
5 S Element Waste/ Improvement Item Deliverable
Systematic
Organization
Elimination of finding.
Reduction of part selection errors.
Reduced Costs
Improved Quality
Increased Product Options
Sorting-Visual
Placement
Elimination of finding.
Elimination of nonconformances.
Elimination of motion.
Reduction of part selection errors.
Reduced Costs
Increased Safety
Improved Quality
Increased Product Options.
Scrubbing Clean Increased safety.
Preventive maintenance.
Increased equipment knowledge.
Increased Safety
Improved Quality
Standardization
Control
Increased equipment life.
Higher morale.
Clean environment.
Increased visibility of nonconformances.
Improved Quality
Consistent Delivery
Improved Safety
Elimination of Waste
41. 41
Removing “Red Tagged” stuff
What Stuff would you “Red Tag” in these
pictures ?
PictureA__________________________________________________________
PictureB _________________________________________________________
Think Break
42. 42
In the following pictures, identify some of the “finding wastes “ (
assume you work in a distribution center and you have to fill an
order with product located in the following pictures).
___________________ ___________________
_________________
___________________ ___________________
_________________
___________________ ___________________
_________________
___________________ ___________________
Everything has a useable place
Think Break
Finding Wastes
43. 43
Some evidence of standardized work areas
•Clear, shiny aisle ways
•Color coded areas
•Slogans, banners
•No work-in-process ( WIP )
•One-Piece Flow
•Standardized Work Sheets
44. 44
Visual ColorSystem Implementation
• Develop a map identifying the “access ways”(aisles, entrances, walkways etc.)
and the “action” areas.
• Perform any necessary realignment of walkways, isles, entrances.
• Assign an address to each of the major action areas.
• Mark off the Walkways, Aisles & entrances from the action areas Table 1.0
• Apply flow-direction arrows to aisles & walkways Table 1.0
• Perform any necessary realignment of action areas.
• Mark-off the inventory locations Table 1.0.
• Mark-off equipment/machine locations Table 1.0
• Mark-off storage locations( Cabinets,shelves,tables) Table 1.0
• Color-code the floors and respective action areas per Table 1.0.
45. 45
Cleanliness involves cleaning every aspect of
the Organization and the removal of dirt,
dust,oil, scraps on the floor, & garbage.
Key Deliverables
A clean Systematic Organization results in increased safety and
efficiency.
Increased
Safety
Increased
Efficiency
46. 46
Step 2: Allocation:
Assign resourcesto the specifictasks requiredto make 3S a habit.
5 S “ To D o ” P la n
D a te : P a g e o f
5 S T e a m M e m b e rs C o m p a n y /D iv is io n N a m e : P e rs o n P re p a rin g T h is S h e e t
Ite m
#
D a te
S ta rte d
5 S e le m e n t 5 S T a s k - A c tio n P e rs o n
R e s p o n s ib le
L o c a tio n /
D e p a rtm e n t
P e rc e n t
C o m p le te
1 0 0 2 5
7 5 5 0
1 0 0 2 5
7 5 5 0
1 0 0 2 5
7 5 5 0
1 0 0 2 5
7 5 5 0
1 0 0 2 5
7 5 5 0
1 0 0 2 5
7 5 5 0
1 0 0 2 5
7 5 5 0
1 0 0 2 5
7 5 5 0
1 0 0 2 5
7 5 5 0
1 0 0 2 5
7 5 5 0
1 0 0 2 5
7 5 5 0
1 0 0 2 5
7 5 5 0
47. 5S for the Workplace
Training and
Sourcebook
for
5S Worksheets
47
48. How to Use This Manual
The continuous improvement tools that are presented in Sections
1-10 of this manual are shown in order of use. These forms
MUST be completed in the order presented in this manual. Each
section contains a brief description of the tool, its purpose, when
to use it, who should use it, how to use it, and the expected
results.
Remember to focus on the elimination of waste.
Strive to maximize yields and obtain cost reductions
from existing machinery and equipment before
“buying solutions”. Improve current systems and
techniques before automation. Automating a system
or practices without first having an understanding of
the process will not solve underlying process
problems.
Perhaps the most important point to remember is that
we must understand a process before we make any
attempt in changing it. “No Tampering” is the first rule
of continuous improvement. We can not tamper with
a process without understanding it.
By using these tools, we will all share a common and
systematic approach for questioning, analyzing,
proposing solutions, experimenting, and finally,
implementing proven changes.
“The problems that exist in the world
today
cannot be solved by the same level of
thinking
that created them.”
Improvement
Identify waste
Measurement
5S
Template
48
49. Table of Contents
Section 1 Development of 5S “To Do” Plan: Establishment of the 5S team focused on
the development, training, and implementation of the company’s 5S program.
Deliverable includes action plan and associated tasks with the 5S
implementation. ………………………………………………………………………… 4
Section 2 Waste Identification Map: Identification of the 9 wastes associated with
production of products and services. A detailed map of each major work area is
developed describing the major types of wastes in each area. These wastes are
the improvement opportunities that exist prior to
5S………………………………...
The overall wastes is calculated for all the work areas and identified on the 9
Waste Radar Chart
7
Section 3 5S Action sheet: Establishing baseline key performance metrics in terms of
key deliverables, photographs, and current conditions of the “before” 5S
implementation phase. Deliverable includes the 5S action
sheet………………….
11
Red Tag Strategy: The utilization of “Red Tags” to visually identify items which
are not needed or used infrequently…………………………………………………..
14
Section 5 Visual Color Sheets: Utilization of colors to identify specific work actions,
inventory locations, access areas within the work environment. Initialization
begins with development of Visual Color
Sheets…………………………………….
17
49
50. Section 6 Visual Sign Sheets: Utilization of signs to identify machine, equipment, tooling,
inventory, safety, hazard and work center locations. Sample Sign
Sheets……….
20
Section 7 Standard Cleaning Work Sheet: A cleaning matrix identifying the work area
responsibilities, supplies, and schedules for cleaning. …………………………….. 23
Section 8 Cleaning “To Do List”: A action list identifying specific cleaning tasks for each
work area identified on the Standard Cleaning Work Sheet……………………….. 27
Section 9 5S Status Report: A report identifying implementation effectiveness of each 5S
steps applied. A variable metric ranging from 0-5 is established for each step
implemented…………………………………………………………………………….. 30
Section 10 Waste Identification Map: Identification of the 9 wastes associated with
production of products and services. A detailed map of each major work area is
developed describing the major types of wastes in each area. These wastes are
the improvement opportunities that exist prior to 5S……………………………
9 Wastes Radar Chart: After the completion of 5S, the results of the waste reduction
is recorded, charted and compared to the initial 9 Waste Radar Chart.
33
50
52. Manager or Team Leader (Section A) Area or Process Name (Section B) Person Preparing This Sheet (Section C)
Over production Delays
Transportation
Process
Inventory
Motion
Defective Product
Defective
Untapped
Resources
Mis-used
Resources
Waste Identification Map
52
53. 9 Waste Radar Chart
% of Waste Before 5S
% of Waste After 5S
0
D e f
ec ti
ve P roduc t
T ranspo rt
a ti
on
D e l
ays
R esou rces
M i
s -used
P rocess
10
M o ti
on
I
nven t
o ry
U n t
apped
R esou rces
90
70
20
30
40
50
60
80
100
O ve rp roduc ti
on
53
54. Overproduction Delays Transportation Inventory M
otion Processes Defective
Products
Untapped
Resources
M
is-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
0
The Nine Wastes
Percentage
of
Waste
54
55. Waste Identification Map
Purpose Used to create a visual picture of a work area to assess waste in work place
organization, office/cell layout and crewing. Shows the type of each waste in
section/division of the organization. Also utilized to indicate equipment type,
size, and distances within each work area.
When To Use The Waste Identification Map should be used after the 5S “To Do” plan is
completed. A map should be developed for each department or focus area
of the 5S program. Do not attempt to develop a single Map for an entire
organization, it will become too busy to be effective.
Who Should Use It The Waste Identification Map can be used by anyone involved in continuous
process improvement.
Expected Benefits The Waste Identification Map will provide information about work waste in
each department, work sequence, equipment layout and distances. The
Waste Identification Map not only provides actual waste, but also provides a
visual layout of the interrelationship of the waste.
55
56. How To Use It 1. Referring to the 5S “To Do” Plan, identify each respective area 5S will
be implemented. Develop a Waste Identification Map for each area or
department and complete sections A, B, C, with the necessary
information. Note you may have multiple Maps for the entire 5S
implementation program.
2. For each work department, fill in the equipment, access areas,
storage areas, inventory locations etc. on the Map. It is best to draw
these to scale.
3. Next identify the processes for each area on the Map.
4. Next, list the products and services at each applicable workstation.
5. Next, identify the product/service flow through the respective
processes & work stations.
6. Establish time trials for each major activity and when completed
document the time for each major activity within the department.
7. Document the type of waste and time associated with each waste at
each activity, process, equipment, inventory, storage, and office
location.
8. For each type of waste identified, complete the waste matrix section on
the bottom of the 9 Waste Radar Chart in the “before” column. Note:
The y-axis list % of waste, use whatever metric makes sense i.e.
time, $, labor hours, productivity etc. Remember that your goal is
to reduce these wastes as a result of the 5S Program.
Chart the % waste value for each type of waste on the Radar Chart.
Connect each of the values on the radar chart. This is extremely important,
this is your baseline metric and will be used to determine the magnitude of
your improvements.
Next Step You are now ready to move to the next step, the Action Sheet.
56
