The document describes the 5S methodology for organizing and visual controls in the workplace. It consists of 5 steps - Sort, Set in Order, Shine, Standardize, and Sustain. Common objections to 5S include that it is an additional burden or takes too much time. However, companies that implement 5S successfully see benefits like improved efficiency, cost reductions of 20%, and increased productivity and safety. The document outlines each of the 5 steps and provides examples of how 5S can organize tools, work areas, and storage.

1. ‘5S’
METHOD OF WORK PLACE
ORGANIZATION AND VISUAL
CONTROLS
Popularized by Hiroyuki Hirano (1990).
The origin is rooted in the works of two
American pioneers Frederick W. Taylor
and Henry Ford – Studied by Japanese
managers.

2. ‘5S’ – Each ‘S’ means.,
• SEIRI – Sort - Clearing
• SEITON – Set - Organizing
• SEISO – Shine – Cleaning
• SEIKETSU –Standardizing
• SHITSUKE – Sustain – Self
Discipline and Training

3. COMMON MIND SETS…
• Its an additional burden. Too busy to do
5S activities.
• Why clean it? It will get dirty again
• We cannot change the existing setup.
• More work pressure – No time for these
things

4. COMMON MIND SETS…
• Expensive – Why to waste money?
• We are comfortable – Why to change?
• It will take time.

5. But the winning
companies says…
• Work efficiency enhanced due to
organized work place
• Achieve remarkable cost reduction in
production process and improved
productivity by 20%

6. But the winning
companies says…
• Promotes safe, healthy and beautiful
work environment
• From the bottom of the list we become
the number two profit maker
• Waste elimination, Cycle time reduction,
Space generation, Inventory reduction
and improved work ethics

7. But the winning
companies says…
• World class companies do
not succeed, it’s people
who do

8. So,
What’s good in it?

9. ‘5S’
• SEIRI – Sort - Clearing
• SEITON – Set - Organizing
• SEISO – Shine – Cleaning
• SEIKETSU –Standardizing
• SHITSUKE – Sustain – Self
Discipline and Training

10. 1S – SORT - Clearing
“…only what is needed, in the
amounts necessary,
as they are required…”
Eliminate unwanted
items from your work
area

11. SORT – Fights with Habits



12. SORT – Fights with Habits
• It is difficult and confusing to decide which
would be wanted in future.
• People tend to keep extras or duplicates “just in
case a need comes in future”
• People do not realize the importance of space,
believing in unlimited space availability.
JUST-IN-CASE JUST-IN-TIME

13. A Simple Flow chart

14. What is unwanted?
1. Parts & Work in Process (WIP)
• Things fallen back behind the machine
• Extra WIP
• Stock of rejected items
• Items accumulated over period for rework
• Material awaiting disposal decision
• Material brought for some trial, still lying even
after trial
• Small qty of material no longer in use

15. 2. Tools, Toolings, Measuring devices
• Old jigs, tools not in use
• Broken tools, bits, etc.
• Measuring equipment not required for the operation
being performed
3. Shelves and Lockers
• Shelves and lockers tends to collect things that
nobody ever uses , like surplus, broken items etc.
4. Passages and Corners
• Dust, material not required seem to gather in corner
What is unwanted?

16. 5. Besides Pillars, Floors
• These places tends to collect junk.
6. Walls and Boards
• Old out dated notices which have lost their
relevance
• Dust, remains of torn notices, cello tape piece
What is unwanted?

17. What is unknown?
• Simple –
• Unable to decide whether it is useful or
not.
• Good material – Not useful to you. May be
of use to somebody else.

18. SEIRI =SEIRI = SortingSorting
Activity Establish a criteria for eliminating unwanted items
Eliminate unwanted items either by disposing
them or by relocating them.
Meaning Distinguish between necessary and
unnecessary items and eliminate the
unnecessary items
Success Area saved or percentage of space available
Indicator

19. INTERACTIVE BIT
Give me three examples
of areas that could benefit
from sorting

20. SEITON – SET -
ORGANIZING
• “A place for everything and
everything in its place”
• Identify and allocate a place for
all the materials needed for your
work.

21. • Decide where things belong.
• Decide how things should put
away
• Obey the put away rules
SEITON – SET -
ORGANIZING

22. SEITON – EXAMPLE

23. SEITON =SEITON = SET-ORGANIZINGSET-ORGANIZING
Activity - Functional storage
- Creating place for everything and putting
everything in its place
Meaning To determine type of storage and layout
that will ensure easy accessibility for
everyone .
Success - Time saved in searching
Indicator - Time saved in material handling

24. INTERACTIVE BIT
Discuss two areas where production
is frustrating
• Do the tools keep going missing, or do
you have to wait for them to become
available.
• Do operators zig-zag around the area
and/or get in each others way
• Do we have Mix Ups?
•

25. SEISO – SHINE - CLEANING
• Here cleaning means more than
just keeping things clean – Its for
your safe.
• At least 5 minutes everyday for
cleaning

26. SEISO-SHINE-CLEANINGSEISO-SHINE-CLEANING
Activity - Keep workplace spotlessly clean
- Inspection while cleaning
- Finding minor problems with cleaning inspection
Meaning Cleaning trash, filth, dust and other foreign
matter. Cleaning as a form of Inspection.
Success - Reduction in machine down time
Indicator - Reduction in no. of accidents

27. INTERACTIVE BIT
What areas of the factory
are the dirtiest and/or are
depressing to work in?

28. SEIKETSU -
STANDARDIZING
• Regularising 5S activities by putting
systems in place – Everyone does things
the same way
• Make it easy for everyone to identify the
state of normal or abnormal condition.
• For maintaining previous 3S, use visual
management
5S IS EASY TO DO ONCE –
CONSISTENCY IS DIFFICULT

29. SEIKETSU - STANDARDIZINGSEIKETSU - STANDARDIZING
Activity - Innovative visual management
- Colour coding
- Early detection of problem and early action
Meaning Setting up standards / Norms for a neat,
clean,workplace and details of how
to maintain the norm (Procedure)
Success Increase in 5S indicator
Indicator

30. • Make ‘5S’ is a HABIT
• Without this, the time involved
in all the other S will be in
vain.
SHITSUKE – SUSTAIN – SELF
DISCIPLINE & TRAINING

31. • We need Everyone to maintain
5S guidelines.
• To maintain discipline, we
need to practice and repeat
until it becomes way of life.
• Discipline is the core of 5S
SHITSUKE – SUSTAIN – SELF
DISCIPLINE & TRAINING

32. SHITSUKE – SUSTAIN –
SELF DISCIPLINE &
TRAINING
• Commitment +
Everyone’s Involvement =
Success to 5S

33. SHITSUKE-SUSTAINSHITSUKE-SUSTAIN
Activity - Participation of everyone in developing good
habits
- Regular audits and aiming for higher level
Meaning Every one sticks to the rule and makes it a
habit
Success High employee morale
Indicator Involvement of all people

34. SOME COMPARISONS
BEFORE 5S AFTER 5S

35. The rules…
• Remove fixed ideas.
• Think of ways to make it possible.
• No excuses needed.
• Go for the simple solution, not the perfect one.
• Correct mistakes right away.
• Repeat ‘Why’ 5 times.
• Ask ideas from many people.
• There is no end to improvement.

36. BENEFITS
 Reduced set-up times
 Reduced cycle times
 Reduce searching time
 Increased floor space
 Lower safety incident/accident rate
 Less wasted labor
 Better equipment reliability
 Higher Quality
 Lower cost
 Reliable Delivery

37. Roles and Responsibility
• Leaders must set the tone and lead by
example.
• We should commit to the initiative,
Provide time to the workforce to develop
and implement 5S changes.
• Any implementation should have a drive.
• Conduct short, focussed and frequent
communication sessions.
• Select areas that needs 5S – as pilot areas
• Share the successes

38. It’s a start….