Lean - 5S Visual Workplace Organization

1 May 30, 2019 – v6.0
Lean 5S Visual Workplace Organization
by Operational Excellence Consulting LLC

3 May 30, 2019 – v6.0
5S Visual Workplace Organization – Table of Content
History & Introduction to Lean Management
The Five Lean Management Principles
The Seven Lean Wastes
Lean Kaizen Events
5S Visual Workplace Organization – Introduction
5S Visual Workplace Organization – Implementation Process
SORT – Red-Tag Strategy
SET-IN-ORDER – Signboard Strategy
SHINE – Cleaning & Inspection Standards
STANDARDIZE – Five-Point Standardized 5S Checklist
SUSTAIN
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5 May 30, 2019 – v6.0
Lean Management – A little Bit of History
Eli Whitney developed the concept of
interchangeable parts around 1799
when he accepted an order from the
U.S. Army for the manufacture of
10,000 muskets at the unbelievably
low price of $13.40 each.
For the next 100 years manufacturers
primarily concerned themselves with
individual technologies.
During this time engineering drawings
developed, modern machine tools
were perfected and large scale pro-
cesses (e.g. the Bessemer process
for making steel) held the center of
attention.
That changed in the late 1890s.

7 May 30, 2019 – v6.0
Starting about 1910, Henry Ford
fashioned the first comprehensive
Manufacturing Strategy. He took all
the elements of a manufacturing
system -- people, machines, tooling,
and products -- and arranged them in
a continuous system for manufac-
turing the Model T automobile.
Ford is considered by many to be the
first practitioner of Just-In-Time (JIT)
and Lean Manufacturing.
Ford's success inspired many others
to copy his methods. But most of
those who copied did not understand
the fundamentals. Ford assembly
lines were often employed for
products and processes that were
unsuitable for them.

9 May 30, 2019 – v6.0
In 1990 James Womack wrote a book
called "The Machine That Changed
The World".
Womack's book was a straight-
forward account of the history of
automobile manufacturing combined
with a comparative study of Japa-
nese, American, and European auto-
motive assembly plants.
What was new was a term - "Lean
Manufacturing“.

11 May 30, 2019 – v6.0
Lean Management – Action → Reflection
The only way to actually learn Lean Management methods and tools is to
apply the techniques yourself hands-on with a bit of coaching. The
willingness to try, fail, and learn simply goes with the territory when
implementing changes in long-established business processes & practices.
Action may not always bring success, but there is no success without action.
Benjamin Disraeli
Action → Reflection → Action → Reflection

13 May 30, 2019 – v6.0
Lean Management – The Five Lean Principles
Define Value - Specify value from the Customer
perspective.
Map Value Stream - Identify the value stream for
each product or service and challenge all of the
non-value adding steps (wastes) currently
necessary to create and deliver this product or
service. Add nothing than value.
Create Flow - Make the product or service creation and delivery process flow
through the remaining value-added steps.
Establish Pull – Introduce pull between all process steps where continuous flow
is possible.
Pursuit Perfection – Manage toward perfection so that the number of steps and
the amount of time and information needed to create and deliver this product or
service is optimized.

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Lean Management – Three Types of Process Activities
Non-
Value
Added
Business-
Value Added
Value-
Added
Customer is not willing to
pay for these activities
and they should be
eliminated, e.g. rework.
Customers are willing
to pay the organization
for these activities, e.g.
assembly.
Customers are not willing
to pay for these activities,
but the organizations
deems these activities as
necessary, e.g. preventive
maintenance.
Many process have
less than 20% value-
added activities.

17 May 30, 2019 – v6.0
How do you spend your time?
• Value-Adding (VA) – increases worth of a product or service
• Non-Value-Adding but Necessary (NVABN) – required to keep
the organization operating, e.g. compliance
• Non-Value-Adding (NVA) and Unnecessary – all other tasks not
identified above
• Lean Management reduces lead time through
– Eliminating NVA work
– Minimizing NVABN work
– Streamlining VA work

19 May 30, 2019 – v6.0
The 7 Lean Wastes – Transportation
Transportation
Definition: Any material or information movement, mainly between processing
steps, that does not directly support the creation of the product or service.
Causes: Improper Facility Layout – Excessive Handoffs – Large Lot Processing
– Large Lot Purchasing – Poor Workplace Organization – Large Buffers &
Storage Locations – Offsite Storage Locations – Poor Scheduling – …

21 May 30, 2019 – v6.0
The 7 Lean Wastes – Motion
Motion
Definition: Any movement, incl. searching, of people which does not
contribute added value to the product or service.
Causes: Ineffective Equipment, Office or Plant Layout – Lack of Visual
Controls – Poor Workplace Organization – Lack of Standard Work – Poor IT
System Design – Poor Process Documentation – Poor Storage Solutions –
Unclear & Incomplete Instructions – …

23 May 30, 2019 – v6.0
The 7 Lean Wastes – Over-Production
Over-Production
Definition: Producing more than is needed, faster than needed and before it
is needed.
Causes: Incapable Processes – Poor Planning & Scheduling – Low Uptime
– Lengthy Setup Times – Local Optimization – Cost Accounting Practices –
Lack of Communication – Unnecessary Reports – Duplicative Data Entry –
…

25 May 30, 2019 – v6.0
The 7 Lean Wastes – Defects
Defects
Definition: Repair or rework of a product or service to fulfill customer
requirements, as well as scrap waste resulting from materials deemed to be
un-repairable or un-reworkable.
Causes: Excessive Process Variation – High Inventory Levels – Incapable
Processes – Inadequate Tools & Equipment – Insufficient Training –
Insufficient Mistake Proofing – Unnecessary Handing – Unclear & Incomplete
Customer Requirements – …

27 May 30, 2019 – v6.0
Waste Typical Manufacturing Definitions Translation to Services Examples
Defects /
Rework
Making products that are not suitable for sale, or require
reprocessing to bring them up to standard
Client billing errors, defective client-server systems,
incorrect data entry, incomplete requirements
Over
Production
Producing product that has not been ordered. This is
the worst offender of all as it includes some elements of
all of the other wastes.
Duplicative data entry, making extra copies, producing
data or reports that aren’t needed, starting projects
that won’t be moved forward.
Waiting People or product waiting for processes to finish or
materials/tools to arrive. All inventory build up or delay
between value adding steps for any product.
Employee idle time, waiting on responses, approvals,
or service, delays in processing (including client). All
time between one value adding step and the next.
Non-Value
adding
Processing
Activities carried out on materials/products which do not
add value
(more commonly referred to as Over processing)
Unnecessary extra steps, transactional activities, or
approvals. Excessive reporting, unproductive
meetings, expediting, firefighting, changing priorities
Transport An activity that moves materials or products more than
is required.
Handoffs or reviews, interoffice movement of
materials, offsite storage transport
Inventory Product in storage or waiting for further actions to be
carried out. All parts not immediately needed.
Requirements, Documents, WIP, Assets sitting on the
shelf (e.g. laptops, air cards, people), excess emails
Movement Unnecessary movement of people, examples being
long distances between workstations, double-handling
of materials, poor tool placement.
Unnecessary travel, hunting for information or people,
manual workflow
Employee
Knowledge
Ineffective employee utilization / engagement. No
empowerment; people feel they should “check their
brains at the door and do what they’re told”.
Failing to capture ideas and knowledge, or ignoring
input from the real experts. Retention issues.
Employees used for repetitive or mundane tasks.
The 7 + 1 Lean Wastes – DOWNTIME

29 May 30, 2019 – v6.0
Lean Management – Lean Kaizen Events
5S Visual Workplace Organization Activities are
often best implemented using Lean Kaizen Events.

31 May 30, 2019 – v6.0
Lean Kaizen Events – Preparation Phase
Define the strategic or operational purpose, objectives and deliverables
Formulate event drivers, e.g. current state issues and challenges
Establish metrics and obtain current baseline data
Ensure the Sponsor’s commitment & engagement
Have sponsor kick off the event and set expectations
Keep the sponsor informed and engaged throughout the event
Sponsor approve the team’s recommendations
Assists in implementing solutions and any follow-up actions
Leads celebration of successful event
Develop project description & define event scope (physical boundaries)
Identify and address potential obstacles and risks
…

33 May 30, 2019 – v6.0
Phase 1: General Training & Lean Thinking
All participants need a basic foundation of Lean training
Team members need a common language
This training is often completed prior to the event
Minimum awareness required for all team members:
Lean Thinking and basic concepts
What is waste
5S mentality
Event ground rules
This will become less necessary over time, but a brief
review is advisable even for experienced teams

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Team Briefing
on:
Project-Specific
Training
●
Measure &
Analyze Current
Work Process
●
Identify Current
Process
Weakness and
Quick Wins
●
Formulate
Improvement
Plans
Phase 2Phase 1
• Project
Charter
• Business
Impact
• Current
Challenges
• Current
Standard
Procedures
• Tools &
Techniques
Lean Kaizen Events – Day 2 or Phase 2

37 May 30, 2019 – v6.0
Team Briefing
on:
Project-Specific
Training
●
Measure &
Analyze Current
Work Process
●
Identify Current
Process
Weakness and
Quick Wins
●
Formulate
Improvement
Plans
Simulate &
Finalize
Improvements
●
Implement
Improvements
●
Evaluate
Improvements
• Project
Charter
• Business
Impact
• Current
Challenges
• Current
Standard
Procedures
• Tools &
Techniques
Phase 1 Phase 2 Phase 3

39 May 30, 2019 – v6.0
Team Briefing
on:
Project-Specific
Training
●
Measure &
Analyze Current
Work Process
●
Identify Current
Process
Weakness and
Quick Wins
●
Formulate
Improvement
Plans
Establish New
Standard
Process
●
Operate Using
New Standard
Process
●
Finalize New
Standard
Process
●
Establish
Process
Controls
Simulate &
Finalize
Improvements
●
Implement
Improvements
●
Evaluate
Improvements
Phase 4Phase 1 Phase 2 Phase 3
• Project
Charter
• Business
Impact
• Current
Challenges
• Current
Standard
Procedures
• Tools &
Techniques

41 May 30, 2019 – v6.0
Team Briefing
on:
Project-Specific
Training
●
Measure &
Analyze Current
Work Process
●
Identify Current
Process
Weakness and
Quick Wins
●
Formulate
Improvement
Plans
Establish New
Standard
Process
●
Operate Using
New Standard
Process
●
Finalize New
Standard
Process
●
Establish
Process
Controls
Simulate &
Finalize
Improvements
●
Implement
Improvements
●
Evaluate
Improvements
• Project
Charter
• Business
Impact
• Current
Challenges
• Current
Standard
Procedures
• Tools &
Techniques
Present
Results
●
Agree on
Next Steps
●
Celebrate!
Phase 5Phase 4Phase 2 Phase 3Phase 1

43 May 30, 2019 – v6.0
Lean Kaizen Events – 30 Day Action Plan
Follow up on the actions identified that could not be completed
within the event
Ensure the implementation is done and maintained
Do not allow the actions to drag beyond 30 days
Identify room for further improvement
Other Kaizen events
Lean, Six Sigma, or other projects
Take no action and nothing will happen
(not seeing is not knowing)

45 May 30, 2019 – v6.0
5S Visual Workplace Organization – Table of Content
History & Introduction to Lean Management
The Five Lean Management Principles
The Seven Lean Wastes
Lean Kaizen Events
5S Visual Workplace Organization – Introduction
SORT – Red-Tag Strategy
SET-IN-ORDER – Signboard Strategy
SHINE – Cleaning & Inspection Standards
STANDARDIZE – Five-Point Standardized 5S Checklist
SUSTAIN

47 May 30, 2019 – v6.0
5S Visual Workplace Organization – Objectives
Japanese Translation English Target
Seiri Organization Sort Space
Seiton Neatness Set-in-Order
(Simplify Access)
(Straighten)
Productivity
Seiso Cleaning Shine
(Sweep)
Quality &
Productivity
(Facility)
Seiketsu Standardization Standardize Maintain all
Results
Shitsuke Discipline Sustain
(Self-Discipline)
5S Culture &
Mentality

49 May 30, 2019 – v6.0
5S Visual Workplace Organization – 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.

51 May 30, 2019 – v6.0
It all starts with YOU !!!
You need to WALK the TALK in EVERYTHING you do !!!
5S Visual Workplace Organization – Walking the Talk

53 May 30, 2019 – v6.0
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 Organization – Types of Resistance

55 May 30, 2019 – v6.0
5S Visual Workplace Organization – Types of Resistance
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.

57 May 30, 2019 – v6.0
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

59 May 30, 2019 – v6.0
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

61 May 30, 2019 – v6.0
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, … .

63 May 30, 2019 – v6.0
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.
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.
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.

65 May 30, 2019 – v6.0
An Example of a Red-Tag Form
1. Equipment & Parts 5. Finish Inventory
2. Tools 6. Office Products
3. New Inventory 8. Production Material
4. In-Process Inventory 7. Other Materials
Item Name/Description
Item Asset Number
(if applicable)
Quantity Units
1. Not Needed 4. Scrap Material
2. Defective 5. Use Unknown
3. Not Needed soon 6. Other
Disposal by:
1. Discard
2. Return
3. Move to red-tag storage area
4. Move to separate storage area
5. Other
Today's Date Posting Date:
Red-Tag File Number:
Disposal Date:
Category
Disposal Method Disposal Complete (Initials)
Department
RED TAG
Value ($)
Reason
Red paper is easy to use for red tags.
The purpose is to make eye-catching
memos.
The kind of information we should put
on the red tags includes:
Category (raw material, inventory,
product, machine, jigs, tools, …)
Item Name
Quantity
Reasons
Organization
Date

67 May 30, 2019 – v6.0
What is the Red-Tag Strategy? (cont.)
Step 5. Attach the Red Tags
– Ideally, the people working in the area should perform the red-tagging
activities. However, sometimes inviting people from indirectly related
organizations can improve the outcome, i.e. more red-tagged items.
– Clarify the tasks that need to be performed in the work area.
– Look with a critical eye.
– Challenge the people in that work area when deciding 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 6-10 red tags per employee in the work
area.
– If in doubt, red-tag it!
– Red-tagging should be done intensively over a short period of time.

69 May 30, 2019 – v6.0
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

71 May 30, 2019 – v6.0
A
Everything
Everything
In
Its
Everything in its Place and A Place for Everything
Step 5.2 5S Implementation – SET-IN-ORDER

73 May 30, 2019 – v6.0
“Everything has its Place.” and “There is a Place for Everything.”

75 May 30, 2019 – v6.0
Step 5.2 5S Implementation - SET-IN-ORDER
• Hard to see the path ahead
• Collisions likely to occur
• …
Good and Bad Walkway Design.
• Easy to see the path ahead
• Makes for smooth movement
• …

77 May 30, 2019 – v6.0
• Because place markers for in-process inventory tend to change
frequently as improvements are made, it is best to mark these
places with an inexpensive material that is easy to remove.
Corner Lines for In-Process Inventory

79 May 30, 2019 – v6.0
1. Start and end each motion with both hands moving at once.
2. Both arms should move symmetrically and in opposite direction.
3. Keep trunk motions (bending, twisting, turning, …) to a minimum.
4. Avoid zig-zagging motions and sudden changes in direction.
5. Use gravity instead of muscle.
6. Move with a steady rhythm.
7. Maintain a comfortable posture with comfortable motions.
15 Principles Concerning the Use of the Body
The following principles help us to either eliminate or reduce the motions
that operators make.

81 May 30, 2019 – v6.0
• To minimize operator motions, place materials and tools used in an
operation as close as possible to their place of use.
Work Area Layout and Design

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• Before this improvement, the worktable was so large that the assembly
worked had to stretch to pick up parts. Also, the parts boxes were laid
flat, making it difficult to reach inside them.
Improving the Retrieval of Parts

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• Using “First In, First Out (FIFO)” rather than “Last In, First Out (LIFO)”
helps to prevent age-related deterioration from turning inventory items
into defective goods. It also ensures faster quality feedback.
First In, First Out (FIFO)

87 May 30, 2019 – v6.0
• After the improvement, the standard value was indicated on each
gage display, thereby eliminating the need to check the manual and
speeding up gage readings.
Eliminate the Need to Check Manual for Standard

89 May 30, 2019 – v6.0
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.

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A diagonal stripe was taped on to the
spines of a set of binders.
This very simple visual system shows
at a glance when something is
missing.
It can be found and the office put
back in order before disorder
spreads.

93 May 30, 2019 – v6.0
Step 5.3 5S Implementation – SHINE
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.
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.
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.

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Phase 1: Daily Cleanliness – Making things clean.
Make Cleanliness a part of the daily duties, e.g. sweep and wipe away
dirt, grime, and dust daily.
Sweep, mop, and wipe floors, walkways, and shelves until they shine
Scrub away grit and swarf that has become caked onto oily
equipment surfaces until the equipment shines.
Phase 2: Cleanliness Inspection – Using your senses.
Once Cleanliness takes root as a daily practice, we can help maintain
conditions by using our senses to detect slight defects or other
abnormalities in the various equipment units.
Pay close attention not only to the main section of each
machine but also its moving parts and drive chain.
Check for proper amounts of oil, air, ventilation, … .

97 May 30, 2019 – v6.0
No. Category CleaningStandards CleaningMethods CleaningTime Day Week Month
1 Equipmentsurface andsurroundings 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.Tightenoilsupplyvalveandcheck forleaks
2.…
CleaningCycle
1.Tightenoilsupplyvalveandcheck forleaks
2.…
3.…
LubricationAreas
CleaningCheckPoints
LubricationCheckPoints
Drawings &
Pictures
TLCMaintenanceStandardfor XYZ
CleaningAreas

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Step 5.4 5S Implementation – STANDARDIZE
The basic purpose of Standardize or Standardized Cleanup is to prevent
backsliding from gains made via the first 3 S’s, to help make maintaining
the first 3 S’s a daily habit, and to ensure that they are maintained in their
fully implemented state. This is often done through periodic audits and
assessment.

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Step 5.4 5S Work Area Audit Checklist – SET-IN-ORDER
Set in Order - decide and organize where to keep necessary items 4 3 2 1 0
1. Machines, benches, etc. are arranged in a logical & neat fashion to promote a smooth
material & product flow through the work area.
1 2
2. Lines on the floor clearly mark aisles, walkways, work areas, storage locations and danger
areas.
1 4
3. Only current labeled documents and binders necessary to do the work are stored at
workstations.
1 2
4. Tools, gages and fixtures are arranged neatly and stored, kept clean and free of any risk
from damage. Everything can be easily retrieved and returned.
1 0
5. Equipment is properly maintained and labeled. Critical points for daily maintenance checks
are clearly marked.
1 2
Set in Order 10

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Step 5.4 5S Work Area Audit Checklist – STANDARDIZE
Standardize - incorporate cleaning procedures into the daily work 4 3 2 1 0
1. Display boards are present in each work area and accessible to all personnel in the area. 1 1
2. 5S audits are performed in each work area at least weekly, results are shared with all
employees and goals for new levels set with action items.
1 1
3. PPE notices are posted in every area and all employees are wearing the required PPE's and
safety equipment.
1 3
4. It is obvious that workers who perform similar duties, use standard methods to achieve
consistent results.
1 4
5. Methods are reviewed on a regular basis, and as new methods are developed, they are
documented and adopted in a timely manner by all employees in the work area.
1 0
Standardize 9

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Step 5.4 5S Work Area Audit Scoring Guidelines
Sort Set in Order Shine Standardize Sustain
4
Best in
Organization
& Prevention
The culture of the area has all
employees engaged to prevent
unnecessary items from
finding a way back to the work
area or for identifying items
that become un-necessary
over time.
A process is in place to audit
an area to determine if every
item is present and in its
assigned location.
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.
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 work team regularly
improves the area beyond the
current level of acceptability
and participates in mitigating
issues and problems in the
work area.
Photos are posted of how the
area should look each day at
the end of the shift. The 5S
audit results are posted.
Other work areas seek the
input of work area employees
to improve 5S in their work
areas.
The 5S audit yields improvement
opportunities that are documented,
posted and act upon each week.
Employees reflect a spirit of pride and
ownership. They do not wait for
management to discover issues or
problems, but proactively engage and
even demand fixes immediately and
participate in implementing those
solutions.
3
Consistent
Application
& Visual
Management
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. Employees
participate in reporting issues
and problems that are not
"normal".
All employees have been
trained and can describe their
roles and ownership relative to
5S implementation and
improvement. Visual controls
are in place for inventory levels
(e.g. Kanbans).
The 5S audit is taking place each week
and is posted. Improvements are taking
place each week and action plans are
posted.
2
Foundational
& Many
Improvement
Opportunities
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 5S, but are not following a
regular schedule. The 5S plan
for the work area is not yet
documented.
The 5S audit is taking place each week
and is posted.
1
Just
Beginning
& Slight Effort
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.
5S methods are not
consistently followed and
maintained and are not
documented.
5S improvements have started but are
irregular. The 5S audit is not taking
place regularly.
0
No Activity,
Yet
Work area has not started this
5S phase yet.
5S phase yet.
5S phase yet.
5S phase yet.
Work area has not started this 5S
phase yet.
Score
Comments

107 May 30, 2019 – v6.0
Step 5.4 5S Implementation – STANDARDIZE
Use the 5 Whys to determine the source of “dirt” (preventive cleanliness).
Question 1: Why mop the floor every day?
Answer 1: Because oil collects on the floor.
Question 2: Why does oil collect on the floor every day?
Answer 2: Because …

109 May 30, 2019 – v6.0
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
Step 6 5S Implementation – Discipline

111 May 30, 2019 – v6.0
1. Be polite in addressing others, starting with “good morning”.
2. If you have a work uniform, wear it neatly and with pride.
3. Remember: Good workplaces are made and destroyed by 5S
conditions.
4. Divider lines can mark the difference between life and death.
5. The “three specifics”, what – where – how many, are fundamental
for any kind of work and must therefore be defined and maintained.
6. Apply Orderliness (SORT) to disorder and Cleanliness (SET-IN-
ORDER) to dirt.
7. Inspect before working.
8. Immediately address any “slacking-off” on 5S conditions.
Step 6 5S Implementation – Building Discipline

113 May 30, 2019 – v6.0
Consider a Reward & Recognition Program based on the 5S Audit
Score and other Key Performance Indicators.
Step 6 5S Implementation – Reward & Recognition

115 May 30, 2019 – v6.0
5S Visual Workplace Organization – Current State

117 May 30, 2019 – v6.0
5S Visual Workplace Organization – Second S: Set-in-Order

119 May 30, 2019 – v6.0
5S Visual Workplace Organization – Fourth S: Standardize

121 May 30, 2019 – v6.0
The FIRST STEP is always the HARDEST.
Remember …

123 May 30, 2019 – v6.0
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