1. SAFETY MEETING
5 S
1

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Is a participative programme.
It is a very effective approach to improving
our work,environment and total quality.
It becomes a base for continuous
improvement in the organisation
5S---

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Summary
 5s is a systematic approach to good
housekeeping.
 It is today gaining strong support in most
industries, especially in Japan and there
are increasing number of companies
which are implementing 5s with greater
involvement of people within the
organisation.

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Why is it becoming popular among
companies in Japan? Simply because:
1. Workplace becomes clean and better organised
2. Shopfloor and office operations become easier and
safer
3. Results are visible to everyone insiders and outsiders
4. Visible results enhance generation of more new
ideas
5. People are automatically disciplined
6. People become proud of a clean and organised
workplace
7. Resultant good company image generates more
business etc.

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Some significant benefits observed
at companies practising 5s include:
1. Happier employees with high morale.
2. Greater people involvement.
3. Low employee turnover.
4. Increased number of suggestions.
5. Better use of floor space.
6. Less work-in-progress and inventories.
7. Better flow of work.
8. Low machine breakdown rates.
9. Low accident rates.
10. High yield of materials.
11. High product quality.

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 The assumption why 5S is becoming so
popular in Japan in recent years and in other
countries today is that it emphasizes a people-
oriented and also practice-oriented approach.
 5S expects everyone-indeed everyone-to
participate in it.
 It is based on the belief that every individual
can contribute to improving his/her workplace
where he/she spends one-third of his/her life.

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What is 5S?
 The concept of good housekeeping has been with the
Japanese for a very long time.At home and in school
,children are disciplined to adhere to good housekeeping
practices.However, it was only in the early 1980s that
good houskepping became a pertinent issue in Japanese
industries as companies realised its powerful contribution
to productivity and quality improvement.
 The basis for good housekeeping in Japanese
companies is a concept popularly known as 5S.This
stands for the five good housekeeping concepts in
Japanese.

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Why a “5-S”movement
1. Human beings feel good if work place is clean and well
organised.
2. Helps in reducing time
a. For searching things
b. For handling
3. Helps in reducing
a. Waste, inconsistencies & strain
b. Unnecessary items & reserve stock
c. Space requirement
d. Machine downtime
e. Rejection / Rework
f. Number of accidents
 Helps people
a. In seeing things more clearly
b. In changing mindsets-develop a proactive attitude

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Meaning of “5S”
1. Segregation (SEIRI)
2. Arrangement (SEITON)
3. Cleaning (SEISO)
4. Maintenance of standards (SEIKETSU)
5. Discipline (SHITSUKE)

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What is 5S??
5S Original Japanese Meaning in English
1S SEIRI Sort out unnecessary items in the workplace
and discard them
2S SEITON Arrange necessary items in good order so
that they can be easily picked for use
A place for everything
Everything in its place
3S SEISO Clean your workplace thoroughly so that
there is no dust on floors,machines and
equipments
4S SEIKETSU Maintain high standards of workplace at all
times
5S SHITSUKE Train people to follow good housekeeping
discipline automatically

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Segregation ---SEIRI
It helps to segregate necessary and unnecessary items
and eliminate unnecessary items. It essentially means
organising / putting things in order.
ACTIVITIES
1. Go through what you have
2. Segregate/identify what you need
3. Categorise needed/not needed items
4. Discard What Is Unnecessary
INDICATOR OF SUCCESS
1. Decrease in unnecessary items and reserve stock
2. Percentage of area / space saved

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Arrangement --- SEITON
This step essentially means arranging items efficiently,for
easy accessibility and using them in best order
ACTIVITIES
1. Set things in order by creating a place for everything.
2. Put everything in its place
3. Keep accessibility as easy as possible.
4. Use the principle of wide range and shallow depth for
storage.
INDICATOR OF SUCCESS
1. Time saved in searching
2. Time saved in handling material

13. How to promote good order
Putting in order
Things needed Things not needed
Things used
Constantly
Things used
occasionally
Seldom used
But still needed
Place as close
as possible
Place as close
as possible
Place a little
further
Enclose in a sepearate
Designated
Place
Potentially
usefull
No potential
use
Consider where
usefull and move
to designated place
Disposal after
careful analysis

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Cleaning ---SEISO
This step eliminates dirt, dust and other foreign
matter to make workplace clean and polished.
ACTIVITIES
1. Clean equipment, tools, furniture, records,etc.
2. Keep the workplace spotless
3. Sweeping, wiping, polishing, painting,etc.
INDICATOR OF SUCCESS
1. Reduction in machine downtime
2. Increased life of the machine parts
3. Reduction in number of accidents
4. Reduction in rejection / rework

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Maintenance to standards ---SEIKETSU
This Step is Combination of segregation (seiri),
arrangement (seiton) and cleaning (seiso). As as,an
on-going programme to maintain a clean and well –
organised workplace.
Activities
1. Create standards and initiate steps to maintain them
2. Devise ways to
a. Expose hidden problems
b. Surface abnormalities
3. Create visual control systems
Indicator of success
1. Number of areas / covers made transparent
2. Number of new problems exposed and solved

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What is an Abnormality ?
An abnormality is any gap between actual performance
and the appropriate standard
EXAMPLES
 Defective goods
 Scrap
 Equipment Failure
 Over Production
 Lateness
 Waiting

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What is the visual control ?
A visual control communicates required important
information to people who need it.
It grabs one or more of our senses in order to :
 Alert us to an abnormality
 Help us monitor quickly
 Promote adherance and prevention
 Enable successful self management
Visual controls
 Reduce errors / waste by making problems visible
 Identify gap between standard and actual performance
 Help in early identification of problems
 Reduce supervision

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Visual control system
A 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
1. Illustration of correct manual operation
2. Part containers colour coded to match the parts
3. Red colour light above the line that goes on when
help is needed

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Important Points for preparation of
visual controls
1. Easy to see from distance
2. Easy to understand
3. Ensure correct location/ placement
4. Use colours for brightness/contrast

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Important areas of visual displays
1. Instructions to people to avoid “OPERATION ERRORS”
2. Danger alerts/cautions
3. Direction/locations
4. Equipment Designations
5. Planned programmes
6. Preventive maintenance/Calibration displays
7. Appeals

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Discipline --- SHITSUKE
This step is to ensure that everyone sticks to the
rules scrupulously and makes it a habit
ACTIVITIES
 Create general awareness about 4S
 Training to everyone
 Share success to get more enthusiasm
INDICATORS OF SUCCESS
 High employee morale
 Involvement of people in the movement

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The Elements of “5S”
O RG ANISING /PUTTING
things in order sorting
1.Rem oving what is not needed
2.Keeping what is needed
CLEANING
Keeping things clean and
polished,No trash or dirt
anywhere in the workplace
ARRANG EM ENT
Placing things so that people
can easily reach what they
need whwnever they need it
M AINT.O F STANDARDS
M ainting cleanliness after
organisation ,arrangem ent
and cleaning and establishing
DISCIPLINE
Adherance to standards developed
through 4S steps by allem ployees of the
workplace

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5 Levels of housekeeping
LEVELS
1. Horizontal surfaces/floor full of unwanted material.
2. Vertical surfaces / areas near walls having clutter.
3. Horizontal ,vertical surfaces clean and have no unwanted
items.However,storage areas, record rooms disorganised.
4. Storage areas ,machines,offices are clean.All materials
,furtinuture,documents properly organised,labelled and
numbered.
5. Factory/office is immaculate at all times.

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Level 1 of Housekeeping
Work area is in level 1 of housekeeping if,
 Cigarette butts/Gutkha pouches
 Scraps of paper
 Tools (Used or Unused)
 Packing and clamping materials
 Support structures
 Left -over raw material
 Obsolete documents
 Bulky files
 Unused equipment,machine etc
are scattered around all over the workplace.

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Corrective action for level 1
 Look at all horizontal surfaces
 Examine the entire work floor.Eliminate all garbage and
non- essential items on floor,shelves,tabletops etc
 Remove unnecessary papers from files
 Discard old files,stationery etc
 Make a definite place for all tools/documents,files and parts
that are lying on the floor tabletops
HINTS FOR IMPROVEMENT
 Do not put anything directly on the floor
 As much as possible, throw/dispose off things that have no
clear foreseeable use.

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Level 2 of housekeeping
Work area is in level 2 of housekeeping if there is no litter or
unused material on the floor/horizontal surface, but
 Clutter is found by the walls
 The passage ways are not clear
 Unused items,documents,furniture etc are leaning against
the walls or columns
 Unused tools and equipment ,paper left beneath or beside
the equipment

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Corrective action for level 2
 Look at vertical surfaces
 Examine walls and columns
 Eliminate all garbage and non- essential items leaning
against the walls/columns
 Paint all walls and columns that can be reached by hand
Hint for improvement
 Divide responsibilities (For area and walls)

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Level 3 of housekeeping
Work area is in level 3 of housekeeping if the walkways are
clear and the factory/office is clean,but the
tools,materials,papers and files are still disorganised in the
storage areas,record rooms,drawers,filing racks etc.
 Tools ,parts,clamps are all mixed together
 Gloves,shoes etc are thrown in with tools in the toolbox
 Drawers,shelves are disorganised
 All tools are in locked storage units
 Drawers,shelves are locked and keys are missing
 Unused and worthless items found inside closed cabinets

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Corrective action for level 3
 Look inside the shelves and sort the papers, material
,parts and tools
 Get rid of locked cabinets
 Make separate storages for tools,parts,clamps, documents
etc.
 Make the above area distinct and clear
HINT FOR IMPROVEMENT
 Remove the back and sides of all the storage cabinets

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Level 4 of housekeeping
At level 4,the work area will have,
 Machines,equipment,furnitures spotlessly clean
 Storage areas clearly marked and distinguished
 Scrap material found in its designated scrap bin
 Items placed in shelves are properly labelled/ tagged
 Storage areas show many parallel lines and right angles for
grid alignment
 Tools/files are colour coded and numbered

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Further improvement at Level 4
 Clean ,straighten and organise automatically
 Storage system designed for “First In First Out”
philosophy
 Develop other visual controls
Hints for improvement
 Scrap and chips should fall directly into waste
containers/dust bins
 Make a model line with super market type display
of parts and tools
 Well defined scrap & waste collection & disposal
system

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Level 5 of Housekeeping
At level 5,the work place is immaculate at all times.It
witnesses,
 Constant and continual cleaning by all employees
 Origins of rubbish are removed so that dirt,clutter and
garbage are eliminated at source
 Tools,items and materials can be found at a glance
 Inventory levels can be found visually
 Production runs smoothly
 High product quality achieved

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Workplace rating
 In third rate workplace ,people leave trash and
no one stops to pick it up
 In second rate workplace, people leave trash but
others pick it up
 In first rate workplace, no one leaves trash,but
people would pick it up, if they saw it.

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What does 5(S) require?
 Consciousness revolution through,
1. Perseverance,determination
2. Training
3. Constant efforts
 Abilities
1. To see / judge what is important
2. Attention to details
 Continuous implementation through
Total participation by all employees

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8 crucial points for successful
implementation of 5S
PARTICIPATION BY ALL PEOPLE
 5S programme should be participated by all People in the
organisation.
 One day should be set aside for the launching of the
programme.
 6 objectives or why’s of 5S programme should be
understood by all people in the organisation,
1. A clean workplace is high in PRODUCTIVITY
2. A clean workplace has high QUALITY
3. A clean workplace keeps COST down
4. A clean workplace ensures DELIVERY on time
5. A clean workplace is SAFE for people to work
6. A clean workplace is high in MORALE
 The programme would be more effective when it is
included in the small group activities like Quality Circles.

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The programme requires top
management commitment
 The programme should be practised during
working hours as an authorized programme,but
should not be treated as casual or extra activity
during overtime or off duty hours.
 Everyone should be officially informed of the
significance of the programme.
 The CEO should personally make an official
announcement of the launching of the programme
at an information sharing meeting attended by all
people of the organisation.

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The CEO should take leadership of
the programme
 The CEO himself should be keen and committed
and have a vested interest in the programme.
 The CEO should not delegate the leadership to
other people.
 The CEO should exercise his leadership in 5S
steering committee.

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The programme should be
supported by all
Such doubts “Why are the disposal notices posted for
SEIRI ? ” “ Why is 5S improvement for shopfloor
improvement?” should be eliminated.
 Each committee member should keep everyone informed of
the current progress of 5S implementation on a
departmental level.
 Each committee member should encourage and guide his
people for involvement in 5S implementation activities.

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5S Programme should be self- sustaining
 Banners,slogans,posters and newsletters should be fully
utilized to draw attention of everyone to this programme
 An easy handbook or a pamphlet illustrating “Why 5S”
“What is 5S” and “How to implement 5S” should be printed
and distributed to everyone.
 Periodic 5S implementation review should be conducted by
CEO or an external expert for comments and updating the
status quo.
 Basic in-house training and introduction to model
companies that have successfully implemented 5S
practices would not only provide the necessary skills but
also give an insight into how other companies implement
5S.
 After the company has attained a certain level of
implementation,participation in “Inter- company 5S
competition” should provide greater motivation for further
improvement.

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The CEO should make a periodic factory
tour in person
 The CEO should tour the factory from time to time
and point out strengths and weaknesses of 5S
implementation in each workplace.
 The CEO should advise 5S steering committee to
take corrective action in the areas identified.
 The CEO should check the progress of the
implementation.
 The CEO should give recognition to improved or
better practice.

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The programme should generate
sufficient impact at the initial stage
 Slow implementation of decisions by the 5S
steering committee should be avoided.
 “Disposal notice” approach for SEIRI which is the
first step to 5S should especially be implemented
company-wide for a specified time before
proceeding to SEITON which is the second step for
5S.

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Implementation of 5S should go hand –in –hand
with other Kaizen programme
 5S especially at SEITON requires certain Kaizen principles and skills
which can be acquired via external or well organised in-house training
programmes.
 SEITON requires logical problem-solving approaches.In this sense,it
can well be a good theme for Quality Circle activities.
 SEITON also requires creative ideas from everyone.Therefore,it can
be tied in with and employee suggestion scheme.
 Successful implementation of 5S will,by itself,bring about various
tangible results.It is also a necessary step for a company to go through
before implementing advanced management technologies such as
TQC,JIT and TPM because 5S buildsup a solid foundation for
SHITSUKE.

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Tangible results expected from 5S
practice
From People
 Employees will be disciplined to be more aware of untidy
workplace and motivated to improve the level of
cleanliness.
 Greater team spirit and co-operation can be built up
through involvement of all within an organisation.
 Employees will be disciplined to follow safer and better
ways of work,resulting in lesser risks to accidents.
 Employees would be more conscious of improvement
which leads to greater efficiency and effectiveness.

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From Machines and Tools
 Machine troubles can be detected at an earlier
stage to prevent a major breakdown, when
machines are cleaned daily by people operating
them.
 Daily cleaning of measuring instruments will
ensure accuracy and reliability.
 Life of machines and tools can be extended
significantly when they are handled with care and
placed in the designated locations.

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From materials and Work –in
-Progress
 Flow of materials and work-in-progress will become
smoother.
 Floor space will become organised and possible areas for
improvement can be easily identified by quick observation.
 Inventory of materials and work-in-progress will become
clearly visible and easily handled.
 Material yield ratios can be improved

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From Products and Customers
 Clean workplace will ensure that final products will
be free from dust.
 Sales people will be eager to show customers the
plant as a marketing tool.

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Housekeeping to Happiness
 Housekeeping means Orderliness
 Orderliness leads to Cleanliness
 Cleanliness leads to Quality
 Quality leads to Productivity
 Productivity leads to Prosperity
 Prosperity means Happiness