5S for Housekeeping and Workplace Management 5S is a participative program for improving our work, environment and total quality It is a base for continual improving in organization and a systematic approach to good housekeeping.

1. 5S
for
Housekeeping
and
Workplace Management
- Kamlesh Hariyani

2. INTRODUCTION
 5S is a participative program
 For improving our work, environment and total quality
 It is a base for continual improving in organization
 It is a systematic approach to good
housekeeping

3. WHY HOUSEKEEPING IS
REQUIRED
 Workplace become clean and better organized
 Shop floor and office operation become easier
and safer
 Result are visible to everyone, inside and
outsiders
 Visible results, enhance generation of new ideas
 People are automatically disciplined
 Proud of clean and organized workplace
 Resultant good company image generates more
business to company

4. SIGNIFICANT BENEFITS
 Happier employees with high moral
 Greater people involvement
 Low employee turnover
 Increase number of suggestions
 Better use of floor place
 Less WIP- Work in progress and inventories
 Better flow of work
 Low machine breakdown rates
 Low accident rates
 High yield of materials
 High product quality
 5S is a people oriented and practice oriented approach

5. WHY 5S MOVEMENT?
 Human being feel good if workplace is clean and well organized
 Helps in reducing time
 For searching things (1/3 of time people wasting in searching – Out of
16 hrs )
 For handling
 Helps in reducing
 Waste, inconsistencies and strain
 Unnecessary items and reserve stock
 Space requirement
 Machine downtime
 Rejection / Rework
 No. of accidents
 5S helps people
 In searching more clearly
 In changing mindsets – develop a proactive attitude

6. MEANING OF 5S
• Segregation Sorting out ( SEIRI)
• Arrangement (SEITON)
• Cleaning (SEISO)
• Maintenance of
standards
(SEIKETSU)
• Discipline (SHITSUKE)

7. 1. Segregation (SEIRI)
Segregate necessary and unnecessary items and eliminate
unnecessary items
 It means organizing putting things in order
 Procedure for getting rid of old items
Activities
 Go through what you have
 Segregate / identify what you need
 Categorize needed / not needed items
 Discharge what is unnecessary
 Establish a well defined disposal system
Success Indicators
 Decrease in unnecessary items and reserve stock
 Percentage of area / space saved

8. 1. Segregation (SEIRI)
Usage of items Degree of Need
(Frequency of Use)
Storage Method
HIGH  Things used hourly
 Things used daily
 Things used weekly
 Store near the work site
or carry by the person
AVERAGE  Things used once in last
2 – 6 months
 Things used more than
once a month
 Storage in central place
in the workplace
LOW  Things not used in the
past year
 Things only used in last
6 -12 months
 Throw them out
 Store at a distance

9. 2. Arrangement/ Neatness (SEITON)
This step essentially means arranging items efficiently
for easy accessibility and using in best order
Activities
 Set things in orderly creating a place for everything
 Put everything in its place
 Keep accessibility as easy as possible Example - Fire
extinguishers, gangways
 Use the principle of wide range and shallow depths for
storage
Success Indicators
 Time saved in searching
 Time saved in handling material

10. Putting in
Order
Things needed
Things used
constantly
Place as close
as possible
Things used
occasionally
Place a little
further
Seldom used
but still
needed
Enclose in
separate
designate
place
Things not
needed
Potentially
useful
Consider
when useful
and move it to
designated
place
No potentially
use
Dispose after
careful
analysis

11. 3. Cleaning (SEISO)
This step eliminates dirt, dust and other foreign matter to
make workplace clean and polished
Activities
 Clean equipment, tools, furniture, records, etc.
 Keep the workplace spotless
 Sweeping, wiping, polishing, painting etc.
Success Indicators
 Reduction in machine down time
 Increase life of machine parts
 Reduction in number of accidents
 Reduction in rejection/ rework

12. 4. Maintenance of standards (SEIKETSU)
This step is combination of segregation (seiri), arrangement
(seiton) and cleaning (seiso) as on going program to maintain
clean and well organized workplace.
Activities
 Create standards and initiate steps to maintain them
 Devise ways to
 Expose hidden problems
 Surface abnormalities
 Create visual control systems
Success Indicators
 No. of error / cover made transparent
 No. of new problem exposed and solved

13. 4. Maintenance of standards (SEIKETSU)
What is an abnormality?
 Abnormality is gap between actual performance
and the appropriate standard
Example: a. Defective good
b. Scrap
c. equipment failure
d. over production
e. lateness
f. waiting

14. What is an visual controls?
 It communicates required important information
to people who need it – Example – Ladies toilet
 It gets one or more of our senses in order to
 Alert us to an abnormality
 Help us monitor quickly
 Promote adherence and prevention

15. What is an visual controls?
Visual controls
 Reduce error / waste by making problem visible
 Identify gap between standard and actual performance
 Help in early identification of problems.
 Reduce supervision
Visual factory
 “It means ability to understand the status of production
area in minimum or simple observation without use of
computers or speaking to any one”

16. What is an visual controls?
Visual control system
 “VCS is a series of visual and other sensory devices
integrated in order to achieve a particular outcome,
ensure conformance and prevent waste.
 Example: Illustration of correct manual operation
 Part contains colour coded to math parts
 Red – colour above the line that goes on when help is
needed

17. What is an visual controls?
IMPORTANT POINTS FOR PREPARATION OF VISUAL CONTROLS
 Easy to see from distance
 Easy to understand
 Ensure correct location / placement
 Use colours for brightness and contrast
IMPORTANT POINTS FOR PREPARATION OF VISUAL CONTROLS
 Instruction to people to avoid “Operation Errors”
 Danger alerts / cautions
 Directions / locations
 Equipment designations
 Planned programs
 Preventive maintenance / calibration displays
 Appeals

18. 5. Maintenance of standards (SEIKETSU)
This step is to ensure that everyone sticks to the rules
and make it a habit
Activities
 Create general awareness about 4S
 Training to everyone
 Share success to get more enthusiasm
Success Indicators
 High employee moral
 Involvement of people in the movement

19. Thank You