The document provides an overview of 5S, a workplace organization technique used in Lean activities. 5S involves five steps: (1) sorting to identify needed vs unneeded items, (2) simplifying by having a designated place for everything, (3) systematic cleaning, (4) standardizing processes, and (5) sustaining the organization. It describes each step in detail and how to implement 5S by forming a team, taking initial photos, evaluating the current state, and creating an implementation plan with targets and activities. The goal is to create cleaner, safer and more efficient work areas through organizing and standardizing processes.
2. Agenda
What is it?
What’s it for?
How does it work?
When do you use it?
What’s an example?
3. What is it?
5S is a workplace organization
technique
It is a way to involve associates in the
ownership of their workspace
It helps create and maintain the
efficiency and effectiveness of a work
area
5S is a common starting point for Lean activities in a company
4. What’s it for?
It is a way to create:
Cleaner work areas
More organization
Safer working conditions
Less wasted time
Efficient work processes and practices
More available space
5. How does it work?
5S is most effective when applied in a
systematic way
The following video illustrates the 5S
methodology
5S Video
6. The Five S’s
Sorting – separating the needed from the
not-needed
Simplifying – a place for everything and
everything in its place, clean and ready to use
Systematic Cleaning or Sweeping –
cleaning for inspection
Standardizing – developing common
methods for consistency
Sustaining – holding the gains and
improving
7. The First S - Sorting
Separating the Needed from the Not-
Needed
Eliminate not-needed items and perform
an initial cleaning
Establish criteria/handling of items
Identify not-needed items
Move not-needed items to holding area
Conduct a white-elephant sale
Conduct an initial cleaning
8. The Second S - Simplifying
A place for everything and everything in
its place, clean and ready to use
Arrange workplace for safety and efficiency
Identify key equipment and supplies
Determine location for each item
Outline locations and zones
Develop shadow boards, label items
Document layout, equipment, supplies
9. The Third S – Systematic Cleaning
Cleaning for Inspection
Perform daily cleaning and inspection
to understand work conditions
Identify points to check for performance
Determine acceptable performance
Determine visual indicators/controls
Mark equipment/controls
Conduct daily cleaning/inspections
10. The Fourth S - Standardizing
Developing Common Methods for
Consistency
Make abnormal conditions noticeable
and document agreements
Document agreements and checks
Establish/document standard methods
across similar work areas
Document new standard methods
11. The Fifth S - Sustaining
Holding the Gains and Improving
Maintain the gains from other 5S
activities and improve
Determine 5S Level of Achievement
Perform routine checks
Analyze results of routine checks
Measure progress and plan for
continuous improvement
12. Getting Started
Planning – launches your 5S activity
Evaluating – tells you what you need
to do
Preparing – gets you ready for
implementation
13. Planning
Assemble a 5S Lead team
Define the work area 5S boundaries
Assign work group members to their 5S areas
Install a 5S communication board
Determine 5S targets, activities, and schedule
Review/finalize plans with work group and
site leadership
14. 5S Boundaries
Area 1
Area 2
Area 3
Area 4
Monica & Chandler
Rachel & Ross
Joey & Phoebe
Jerry & Kramer
15. Five S Communication Board
Levels
of
Achievement
Five S
Team
Members
Five S
Boundaries
Five S
Routine
Checklist
Five S
Routine
Checklist
Five S
Implementation
Plan
Five S
Implementation
PlanPhotos Photos
Current
Situation After Five S
16. Evaluating Your Initial Situation
Prepare to take work area photos
Take work area photos
Evaluate current 5S Level of
Achievement
17. 5S Workplace Organization
Levels of Achievement
Level 5:
Continuously
Improve
Needed items are routinely
reworked/ replaced as
needed to improve work area
performance
Needed items can be
retrieved within 30 seconds
and require a minimum
number of steps
Problem sources are
documented with solutions
defined and implemented
M ethods for housekeeping,
labeling, inspections, and
work place design are
continually improved and
shared externally as
applicable
Root causes have been
eliminated and improvement
actions focus on developing
preventive methods
Level 4:
Focus on
Reliability
Needed items are routinely
assessed against business
needs to assure functionality
and fit
Needed items have been
minimized in number/ size and
are properly arranged for
retrieval and use
Daily inspection occurs to
assess area readiness,
potential problems are
identified and fixed
Agreements for labeling,
housekeeping, inspections,
and work place design are
consistently followed and
demonstrate area
performance improvement
Sources and frequency of
problems are documented as
part of routine work, root
causes are identified, and
corrective action plans are
developed
Level 3:
Make it
Visual
A list of needed items for the
work area has been
documented
Needed items have dedicated
locations and are properly
labeled with required
quantities
Visual controls for
equipment, files and supplies
have been established for the
work area
Work area agreements for
needed item labeling and
visual controls are posted
and followed by work team
Work team is routinely
checking area to maintain 5S
agreements and posting
results
Level 2:
Focus on
Basics
Needed and not needed
items have been sorted and
not needed have been
removed from work area
Needed items have been
safely stored and organized
according to frequency of
use
Key work area items to be
checked are indentified and
documented
Work area agreements are
identified and documented
for needed item organization
and work area controls
5S level has been determined
and posted on the
communication board
Level 1:
Just
Beginning
Needed and not needed
items are mixed throughout
the work area
Items are placed randomly
throughout the work place
Key work area items to be
checked during a sweep are
not identified
No work area agreements
exist
There is no measurement of
5S performance
Sorting Simplifying Sweeping Standardizing Sustaining
rev. 04-06-01
18. Preparing for Implementation
Obtain existing standards for color-coding
and signage
Decide on 5S color-coding and signage
standards
Prepare for Sorting
Prepare for Simplifying
Prepare for Systematic Cleaning
Prepare for Standardizing
Prepare for Sustaining
19. Summary: Implementing Five S’s
Share 5S Overview
Choose work area implementation group
Determine implementation targets, activities,
and schedules
Document current situation
Apply 5S’s
Document improvements
Determine new improvement goals and action
steps
20. Issues and Concerns
Communicating across shifts
Disposing of, or moving, personal items
Making time available
Following agreements consistently
Maintaining the gains
Giving rewards and recognition
Integrating 5S with other improvement
activities