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5-S
Technique
Engr. Abdun Noor
bd.abdunnoor@gmail.com
Associate Consultant
Centre for Management Development
SEL Centre (6th Floor), 29-West Panthapath, Dhaka-1205, Bangladesh
cmdconsultant@yahoo.com
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
Course Objectives
At the end of the course the participants will be
able to:
Appreciate the concept of 5-S technique
Explain implementation techniques of 5-S
Implement 5-S in their respective organizations
Contribute in improvement through 5-S technique
Conduct 5-S audit
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
Know 5-S
 5-S’s are basic in establishing norms for effective
performance
 5-S is a technique to ensure incremental
improvement
 5-S was developed in Japan
 5-S is the name of a workplace organization
method that uses a list of five Japanese words
 The most obvious benefit from items being
organized in such a way that improve productivity
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
Why 5-S?
 For workplace Management
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
Where 5-S is Applicable
EvErywhErEEvErywhErE
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
Why Implement 5-S
 Improves Productivity
 Helps in proper maintenance
 Improves Quality
 Improves Safety
 Reduces Costs
 Detects Inconsistency in Workplace
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
Some Points on 5-S
 If you can’t do 5-S, you can’t do other work
 The company that’s doing badly is doing the 5-S
badly
 5-S’s are Crime Prevention
 5-S’s are management barometer
 If you can do 5-S, you can do anything
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
What is 5-S?
 Seiri
 Seiton
 Seiso
 Seiketsu
 Shitsuke
Derived From The First Letters ofDerived From The First Letters of
 整理
 整頓
 清掃
 清潔
 躾
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
What is 5-S?
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
Meaning Of 5-S’s (1st
S)
Distinguishing Between
Necessary and
Unnecessary and Getting
Rid of What is not
Needed
SEIRISEIRI
SORT/SORT/
ORGANISEORGANISE
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
1st
S: SEIRI
 Objective: To reduce or eliminate workplace
clutter thereby reducing space requirements,
stock levels, and reducing working capital.
Thereby improving productivity.
 Classify everything around you
 Separately store according to the
classification
 Discard all obsolete and unwanted
things
 Fix rules for disposal
 Implement preventive 5-S
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
1st
S: SEIRI
Organize/ Reorganize The Workplace
There should be only items necessary to perform
work at the workplace
Dispose/remove all unnecessary items
Ensure that unnecessary do not enter the
workplace
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
1st
S: SEIRI
 This is why, it is necessary to decide what is
necessary & unnecessary in a workplace.
 So suggest them
 As a preventive measure identify how
unnecessary items enters to the workplace.
 Organize procurement & stores
 Identify The Excess Quantities
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
How to do SEIRI?
 Decide the scope of operation (what workplaces,
areas) and target to be achieved
 Get Ready
 Teach people to recognize what is unnecessary
 Perform management inspection and assessment
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
1st
S: SEIRI
Classification: Stratification Management
Things we don’t use Discard
Things we don’t use but want
to have on hand just in case
Keep as contingency items in
a separate store/record room
Things we use on & off Store somewhere far away
Things we use infrequently Store in the workplace
Things we use frequently Keep at the workplace
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
1st
S: SEIRI
 Points to remember in classification:
 Throw away
 Donate
 If difficult to get, you may still keep
 Sell and generate cash
 Hazardous waste – use appropriate
disposal means
 Confidential items – shred
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
1st
S: SEIRI
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
1st
S: SEIRI:
 Distinguish between necessary and unnecessary
 Remove unnecessary and dispose them properly
 Reduce chance of being disturbed with
unnecessary items
 Evaluate necessary items with regard to cost,
frequency of use or other factors
 Items or equipment used once a week or once a
month should be kept within the work area
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
1st
S: SEIRI: Red Tag Technique
 Using a suitable type of red color disposal notice
 Train persons in red tagging
 Apply the tags
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
1st
S: SEIRI: Applying The Red Tags
 Decide on the standard for red tagging
 Committee or Internal Audit
 Make the red tags - paper, self adhesive tape,
plastic covers, round seals
 Do the tagging during a selected period
 Mark details
 Keep for exchange period
 Get final approval for disposal or other action
 Dispose
 Don’t delay
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
1st
S: SEIRI: Applying The Red Tags
Red Tag Technique -Look at:
 Stocks
 Facilities
 Locations
 Documents
 Machines
 Fittings
 Stationery
 Bank Accounts
 Others
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
1st
S: SEIRI: Applying The Red Tags
You may discover…
 Defective items
 Dead stock
 Sleeping stock
 Excess materials
 Excess spares
 …
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
1st
S: SEIRI
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
1st
S: SEIRI: Yellow Tag Technique
When you are not sure:
On a fixed day label and mark date
If label items are used thereafter remove the label.
Inspect after 6 months (or 1 year) - Which items
still have labels
If still not sure repeat inspection after one year.
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
Advanced SEIRI: Habitual
 Make rules for disposal by time or quantity
 Notices on notice boards, stocks,
newspapers, used items, calendars,
directories etc.
 Reduce stocks
 Mark min. and max. stock levels, fixed qty
bins for forms, reduce bought out stocks,
increase deliveries, reduce inventory by
calculating “stock minutes”
 Reduce W-I-P
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
1st
S: SEIRI
By implementing SEIRI, many companies have
Reduced space requirements
Given up plans for new storage buildings
Reduced the capital expenditure on cabinets etc.
Reduced overdrafts and borrowing
Generated Money in sales of discarded items
Made the factory look better
Made the office more pleasant
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
1st
S: SEIRI
When did
you last
use this?
More
than 5
years
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
1st
S: SEIRI
You are
searching for
the files more
than an hour?
There are
many files
which have
not been used
since 5 years
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
1st
S: SEIRI
Before Sort
After Sort
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
Meaning Of 5-S’s (2nd
S)
Establishing a neat layout
such that one can always
get as much of what is
needed, when needed
SEITONSEITON
SYSTEMIC/SYSTEMIC/
SET-IN-SET-IN-
ORDERORDER
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
2nd
S: SEITON
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
2nd
S: SEITON
 A place for everything and everything in its place
 Keeping necessary things appropriately such that
 always available
 easily available
 Ensure
 Everything has a name and location
 Easy to keep
 Easy to takeout
 First in first out (FIFO)
 30 Second retrieval
 Efficient utilization of space
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
Jumble
Things are put
every which way,
which means that
space is used
inefficiently and
you cannot put as
many there as
you should be
able to.
2nd
S: SEITON: Point to Remember
Orderly
Things are put at
right angles and
along straight
lines. Space is
used most
efficiently. Things
are all facing the
same way.
Every curve
means a likely
collision and
breakage. Every
curve is
dangerous.
Every curve
means slowing
down.
Curved paths
Straight lines are
safe lines.
Things move
faster and more
efficiently.
Straight paths
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
2nd
S: SEITON
 Arrange all necessary items in order so they can
be easily picked for use
 Taking into account of the work flow, decide
which things to put where
 This should be done as per the frequency of use
of items. More frequently used items should be
kept near the workplace
 A holding area should be clearly visible and
clearly marked to assure visual control of items
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
2nd
S: SEITON
 Display pictures of items and place it on a public
board visible to all
 Make a clear list of items with their locations
and put it on lockers or cabinets
 Label each locker/drawer/cupboard to show what
is kept inside
 Outline locations of equipment, supplies,
common areas and safety zones with lines
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
2nd
S: SEITON
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
2nd
S: SEITON
I can pick
even closing
my eyes
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
2nd
S: SEITON
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
2nd
S: SEITON
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
2nd
S: SEITON
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
Meaning Of 5-S’s (3rd
S)
Eliminate trash, filth and
foreign matter to have a
cleaner workplace.
Cleaning as a form of
inspection
SEISOSEISO
SHINE/SHINE/
CLEANCLEAN
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
3rd
S: SEISO
 Cleaning means inspection
 Remove dirt, dust, grime and foreign materials
from the work palace
 Keep the work place & equipment in a ready to
use condition
 Identify sources and find ways to prevent dirt &
contamination
 Keep work place clean and tidy
 Identify source of dirt and contain at the source
such that the workplace or equipment remain
clean and useable.
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
3rd
S: SEISO
 While cleaning remove/rectify defects
 Cleaning is a team work
 Cleaning is every bodies job
 Cleaning is a part of routine job
 Cleaning is a frame of mind: attitude
 Create a pleasant environment
 Assign individual and collective responsibility in
cleaning
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
SEISO: Cleaning responsibility maps
 Entire premises divided into zones
 Each zone to have a person responsible
including the CEO
 Give clear directions on the standards expected
 Even if a janitorial service is used their work
must be checked by the zone “in charge”
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
SEISO: Cleaning responsibility schedule
 Divide responsibility for daily tasks to people
 Display the schedule
 May even give evaluation points
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
SEISO: Cleaning in a Scientific Manner
 What to clean?
 When to clean?
 In which order to clean?
 Who is responsible?
 How to clean?
 What tools to use?
 What materials to use?
 Storage of cleaning tools
 Cleaning is checking - use the 5 senses
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
SEISO: The “Original Condition” policy
 It is true that machines begin deteriorating from
the moment they are installed or unpacked.
 But every effort must be made to bring the piece
of equipment back to original condition every
day.
 Then lifetime will be prolonged and breakdowns
will be less
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
SEISO: Cleaning is Checking
 Clean equipment will facilitate detection of
abnormalities.
 Cleaning is not polishing etc. to make the piece
of equipment more beautiful – it is to look after
it’s health.
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
SEISO: Garbage Bin Strategy
 Have many garbage bins
 Have many waste paper baskets
 Locate at regular distances
 Have separate bins for different items
 Have lids
 Teach people to use them
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
SEISO: 5 Minute Cleaning 5 Minute 5-S
 Fixed time or ad-hoc time
 Bell or alarm or music
 Standardized procedure for checking
 Everyone must participate
 Rigidly applied even when on the phone or
having visitors
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
SEISO: Few Points
 Look for accumulated mucks, clogging rust,
leakage etc.
 In case of lubricants is it up to the level ? Look
for leakage, filter free clogging, damage,
collection tray etc.
 In case of a bolts: Is it properly tightened ?
Loose parts, vibration, sound, shock absorber,
getting heated etc.
 Look into hydraulic tank, oil valves, filter,
adjustment
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
SEISO: Few Points
 Look at motors, condition of fans, fan-belt,
coupling, joints, plugs, chains, pumps etc.
 Look at electrical items, panel conditions, safety
lamp, bulb, switches etc.
 5-S Pledge
 I will not get things dirty
 I will not spill
 I will not scatter things around
 I will clean things right away
 I will rewrite things that have gotten erased
 I will tape up things that have come down
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
3rd
S: SEISO
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
3rd
S: SEISO
Before After
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
3rd
S: SEISO
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
Meaning Of 5-S’s (4th
S)
Keeping everything
organized. Standards
to maintain
SEIKETSUSEIKETSU
STANDAR-STANDAR-
DISATIONDISATION
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
4th
S: SEIKETSU
 Standardize the first three S’s
 Establish the routines and standard practices for
regularly and systematically repeating the first
three S’s
 Create procedures and forms for regularly
evaluating the status of the first three S’s
 Assign responsibility to individuals for a work
area and machinery
 Instead of criticizing poor cases, praise and
commend good practices or good performers
 Implement “Good” and “Bad” stickers
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
4th
S: SEIKETSU
 Maintain strict control over Seiri, Seiton, Seiso
activities such that there is no deviation.
 Regularizing the 3-S activities so that
abnormalities show up
 Making deviations obvious with visual control
(Sensory alertness and control)
 Anybody can spot an abnormality
 Visualization demonstrate alertness
 Making the rules easy to follow
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
4th
S: SEIKETSU
 Standardization & Visual Management:
 displays to help people avoid making operating
errors
 danger alerts
 indications of where things should be put
 cautions and operating reminders
 preventive maintenance displays
 instructions
 safety/ warning signs
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
4th
S: SEIKETSU
 Standards on Right and Wrong-:
 Make them easy to see from distance
 Put the displays on the things they are for
 Make them so that anyone can tell what is right and
what is wrong
 Make them so that anybody can use them easily and
conveniently
 Make them so that anybody can follow them and
make the necessary corrections easily
 Make them so that using them makes the workplace
brighter and more orderly
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
4th
S: SEIKETSU
 The purpose of standardization is to make sure
that the entire organization follows the same
procedures the same rules, the same names, same
sizes, shapes, and colors etc.
 Standardization may even be extended to other
areas.
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
4th
S: SEIKETSU
 Standardization & Visual Management :
 Levels
 Precision Management level
 Temperature Levels
 Other relevant Levels
 Okay Mark
 Standard Inspection
 Lub. Oil
 Inspection Levels
 Zone Levels
 Position Mark
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
4th
S: SEIKETSU
 Floor painting strategy:
 Working areas - green
 Aisles - orange
 Rest areas - blue
 Warehouses - Gray
 Types of lines and sizes
 Door opening lines
 Storage space lines
 Traffic flow direction lines
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
4th
S: SEIKETSU
 Safety Signs:
 “Don’t do” signs
 “Must do” signs
 Warning signs - Tiger patterns
 Safe way signs
 Different colors
 Prominently displayed
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
4th
S: SEIKETSU
 Fix item:
 Item identification
 Shelf indication
 Should be flexible
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
4th
S: SEIKETSU
 Position Marks:
 Waste paper baskets
 Garbage bins
 Tables and chairs
 Cupboards and other furniture
 Inspection points
 Wire Management:
 Off the ground
 Neat and straight
 Color coded
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
4th
S: SEIKETSU
 Storage of registers and files:
 File index displayed
 Color code
 Easy to see, easy to get and easy to return
 Identification strips on registers and books
 “Homes” for registers and books
 Index labels (A, B, C)
 Tags for important pages
 Review period
 Summary pages
 Next location
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
4th
S: SEIKETSU
What: Don’t tap switch
with left hand
Why: Left hand is close
to the heart
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
4th
S: SEIKETSU
What: Don’t tap with wet hand
Why: Risk of electric shock
What: Switch with a single tap
Why: Risk of sparking if vibrate
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
4th
S: SEIKETSU
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
4th
S: SEIKETSU
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
4th
S: SEIKETSU
Safety instructions
mounted on a
machine
Lubricate and
gauge levels
clearly marked
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
4th
S: SEIKETSU
Has the nut been
tightened to the
right point?
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
4th
S: SEIKETSU
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
4th
S: SEIKETSU
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
4th
S: SEIKETSU
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
4th
S: SEIKETSU
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
4th
S: SEIKETSU
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
Meaning Of 5-S’s (5th S)
Doing the right
thing as a
routine matter
SHITSUKESHITSUKE
SUSTAIN/SUSTAIN/
DisciplineDiscipline
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
5th
S: SHITSUKE
 Doing the right thing as a matter of course
 Make everyone committed to the program
 Enforce discipline to inculcate self discipline
 Have a 5-S Patrol Team
 Senior management should initiate a celebration
for the total 5S implementation
 Motivate through competitions
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
5th
S: SHITSUKE
Competition and Award
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
5-S: At a glance
Seiri
Seiton
Seiso
Seiketsu
Shitsuke
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
5-S
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
Few examples of 5-S:
Before After
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
Few examples of 5-S:
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
Few examples of 5-S:
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
Few examples of 5-S:
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
Few examples of 5-S:
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
Few examples of 5-S:
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
The Three Types Of Workplaces
3rd Class workplace
Where everyone messes the place and there is no
one to clean up
2nd Class workplace
Where people mess up the place and office
helpers, cleaners, janitorial services or servants
clean up the place
1st Class workplace
Where everyone is disciplined and does not mess
up and all participate in cleaning
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
Additional Guidelines to Implement 5-S
 Sensitize management and all employees
concerned about the importance and benefits of
5-S and get their commitment
 Conduct a status audit with photographs ‘as is
state’
 Measure throughput, time in materials handling,
floor space, flow distance, rack storage,
engineering cycle times, annual physical
inventory time, and defect ratios before and after
the 5-S implementation
Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
Additional Guidelines to Implement 5-S
 Develop an implementation plan, with clear
responsibilities and deadlines, in consultation
with management and all employees concerned
 Implement the 5-S plan
 Take photographs after the implementation and
assess the difference
 share the experience and extend the
implementation to other areas
 conduct periodic 5S Internal Audits with ratings
to monitor progress
5-S details, presented at BSTQM

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5-S details, presented at BSTQM

  • 1. 5-S Technique Engr. Abdun Noor bd.abdunnoor@gmail.com Associate Consultant Centre for Management Development SEL Centre (6th Floor), 29-West Panthapath, Dhaka-1205, Bangladesh cmdconsultant@yahoo.com
  • 2. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com Course Objectives At the end of the course the participants will be able to: Appreciate the concept of 5-S technique Explain implementation techniques of 5-S Implement 5-S in their respective organizations Contribute in improvement through 5-S technique Conduct 5-S audit
  • 3. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com Know 5-S  5-S’s are basic in establishing norms for effective performance  5-S is a technique to ensure incremental improvement  5-S was developed in Japan  5-S is the name of a workplace organization method that uses a list of five Japanese words  The most obvious benefit from items being organized in such a way that improve productivity
  • 4. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com Why 5-S?  For workplace Management
  • 5. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com Where 5-S is Applicable EvErywhErEEvErywhErE
  • 6. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com Why Implement 5-S  Improves Productivity  Helps in proper maintenance  Improves Quality  Improves Safety  Reduces Costs  Detects Inconsistency in Workplace
  • 7. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com Some Points on 5-S  If you can’t do 5-S, you can’t do other work  The company that’s doing badly is doing the 5-S badly  5-S’s are Crime Prevention  5-S’s are management barometer  If you can do 5-S, you can do anything
  • 8. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com What is 5-S?  Seiri  Seiton  Seiso  Seiketsu  Shitsuke Derived From The First Letters ofDerived From The First Letters of  整理  整頓  清掃  清潔  躾
  • 9. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com What is 5-S?
  • 10. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com Meaning Of 5-S’s (1st S) Distinguishing Between Necessary and Unnecessary and Getting Rid of What is not Needed SEIRISEIRI SORT/SORT/ ORGANISEORGANISE
  • 11. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 1st S: SEIRI  Objective: To reduce or eliminate workplace clutter thereby reducing space requirements, stock levels, and reducing working capital. Thereby improving productivity.  Classify everything around you  Separately store according to the classification  Discard all obsolete and unwanted things  Fix rules for disposal  Implement preventive 5-S
  • 12. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 1st S: SEIRI Organize/ Reorganize The Workplace There should be only items necessary to perform work at the workplace Dispose/remove all unnecessary items Ensure that unnecessary do not enter the workplace
  • 13. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 1st S: SEIRI  This is why, it is necessary to decide what is necessary & unnecessary in a workplace.  So suggest them  As a preventive measure identify how unnecessary items enters to the workplace.  Organize procurement & stores  Identify The Excess Quantities
  • 14. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com How to do SEIRI?  Decide the scope of operation (what workplaces, areas) and target to be achieved  Get Ready  Teach people to recognize what is unnecessary  Perform management inspection and assessment
  • 15. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 1st S: SEIRI Classification: Stratification Management Things we don’t use Discard Things we don’t use but want to have on hand just in case Keep as contingency items in a separate store/record room Things we use on & off Store somewhere far away Things we use infrequently Store in the workplace Things we use frequently Keep at the workplace
  • 16. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 1st S: SEIRI  Points to remember in classification:  Throw away  Donate  If difficult to get, you may still keep  Sell and generate cash  Hazardous waste – use appropriate disposal means  Confidential items – shred
  • 17. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 1st S: SEIRI
  • 18. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 1st S: SEIRI:  Distinguish between necessary and unnecessary  Remove unnecessary and dispose them properly  Reduce chance of being disturbed with unnecessary items  Evaluate necessary items with regard to cost, frequency of use or other factors  Items or equipment used once a week or once a month should be kept within the work area
  • 19. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 1st S: SEIRI: Red Tag Technique  Using a suitable type of red color disposal notice  Train persons in red tagging  Apply the tags
  • 20. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 1st S: SEIRI: Applying The Red Tags  Decide on the standard for red tagging  Committee or Internal Audit  Make the red tags - paper, self adhesive tape, plastic covers, round seals  Do the tagging during a selected period  Mark details  Keep for exchange period  Get final approval for disposal or other action  Dispose  Don’t delay
  • 21. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 1st S: SEIRI: Applying The Red Tags Red Tag Technique -Look at:  Stocks  Facilities  Locations  Documents  Machines  Fittings  Stationery  Bank Accounts  Others
  • 22. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 1st S: SEIRI: Applying The Red Tags You may discover…  Defective items  Dead stock  Sleeping stock  Excess materials  Excess spares  …
  • 23. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 1st S: SEIRI
  • 24. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 1st S: SEIRI: Yellow Tag Technique When you are not sure: On a fixed day label and mark date If label items are used thereafter remove the label. Inspect after 6 months (or 1 year) - Which items still have labels If still not sure repeat inspection after one year.
  • 25. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com Advanced SEIRI: Habitual  Make rules for disposal by time or quantity  Notices on notice boards, stocks, newspapers, used items, calendars, directories etc.  Reduce stocks  Mark min. and max. stock levels, fixed qty bins for forms, reduce bought out stocks, increase deliveries, reduce inventory by calculating “stock minutes”  Reduce W-I-P
  • 26. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 1st S: SEIRI By implementing SEIRI, many companies have Reduced space requirements Given up plans for new storage buildings Reduced the capital expenditure on cabinets etc. Reduced overdrafts and borrowing Generated Money in sales of discarded items Made the factory look better Made the office more pleasant
  • 27. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 1st S: SEIRI When did you last use this? More than 5 years
  • 28. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 1st S: SEIRI You are searching for the files more than an hour? There are many files which have not been used since 5 years
  • 29. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 1st S: SEIRI Before Sort After Sort
  • 30. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com Meaning Of 5-S’s (2nd S) Establishing a neat layout such that one can always get as much of what is needed, when needed SEITONSEITON SYSTEMIC/SYSTEMIC/ SET-IN-SET-IN- ORDERORDER
  • 31. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 2nd S: SEITON
  • 32. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 2nd S: SEITON  A place for everything and everything in its place  Keeping necessary things appropriately such that  always available  easily available  Ensure  Everything has a name and location  Easy to keep  Easy to takeout  First in first out (FIFO)  30 Second retrieval  Efficient utilization of space
  • 33. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com Jumble Things are put every which way, which means that space is used inefficiently and you cannot put as many there as you should be able to. 2nd S: SEITON: Point to Remember Orderly Things are put at right angles and along straight lines. Space is used most efficiently. Things are all facing the same way. Every curve means a likely collision and breakage. Every curve is dangerous. Every curve means slowing down. Curved paths Straight lines are safe lines. Things move faster and more efficiently. Straight paths
  • 34. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 2nd S: SEITON  Arrange all necessary items in order so they can be easily picked for use  Taking into account of the work flow, decide which things to put where  This should be done as per the frequency of use of items. More frequently used items should be kept near the workplace  A holding area should be clearly visible and clearly marked to assure visual control of items
  • 35. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 2nd S: SEITON  Display pictures of items and place it on a public board visible to all  Make a clear list of items with their locations and put it on lockers or cabinets  Label each locker/drawer/cupboard to show what is kept inside  Outline locations of equipment, supplies, common areas and safety zones with lines
  • 36. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 2nd S: SEITON
  • 37. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 2nd S: SEITON I can pick even closing my eyes
  • 38. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 2nd S: SEITON
  • 39. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 2nd S: SEITON
  • 40. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 2nd S: SEITON
  • 41. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com Meaning Of 5-S’s (3rd S) Eliminate trash, filth and foreign matter to have a cleaner workplace. Cleaning as a form of inspection SEISOSEISO SHINE/SHINE/ CLEANCLEAN
  • 42. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 3rd S: SEISO  Cleaning means inspection  Remove dirt, dust, grime and foreign materials from the work palace  Keep the work place & equipment in a ready to use condition  Identify sources and find ways to prevent dirt & contamination  Keep work place clean and tidy  Identify source of dirt and contain at the source such that the workplace or equipment remain clean and useable.
  • 43. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 3rd S: SEISO  While cleaning remove/rectify defects  Cleaning is a team work  Cleaning is every bodies job  Cleaning is a part of routine job  Cleaning is a frame of mind: attitude  Create a pleasant environment  Assign individual and collective responsibility in cleaning
  • 44. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com SEISO: Cleaning responsibility maps  Entire premises divided into zones  Each zone to have a person responsible including the CEO  Give clear directions on the standards expected  Even if a janitorial service is used their work must be checked by the zone “in charge”
  • 45. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com SEISO: Cleaning responsibility schedule  Divide responsibility for daily tasks to people  Display the schedule  May even give evaluation points
  • 46. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com SEISO: Cleaning in a Scientific Manner  What to clean?  When to clean?  In which order to clean?  Who is responsible?  How to clean?  What tools to use?  What materials to use?  Storage of cleaning tools  Cleaning is checking - use the 5 senses
  • 47. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com SEISO: The “Original Condition” policy  It is true that machines begin deteriorating from the moment they are installed or unpacked.  But every effort must be made to bring the piece of equipment back to original condition every day.  Then lifetime will be prolonged and breakdowns will be less
  • 48. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com SEISO: Cleaning is Checking  Clean equipment will facilitate detection of abnormalities.  Cleaning is not polishing etc. to make the piece of equipment more beautiful – it is to look after it’s health.
  • 49. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com SEISO: Garbage Bin Strategy  Have many garbage bins  Have many waste paper baskets  Locate at regular distances  Have separate bins for different items  Have lids  Teach people to use them
  • 50. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com SEISO: 5 Minute Cleaning 5 Minute 5-S  Fixed time or ad-hoc time  Bell or alarm or music  Standardized procedure for checking  Everyone must participate  Rigidly applied even when on the phone or having visitors
  • 51. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com SEISO: Few Points  Look for accumulated mucks, clogging rust, leakage etc.  In case of lubricants is it up to the level ? Look for leakage, filter free clogging, damage, collection tray etc.  In case of a bolts: Is it properly tightened ? Loose parts, vibration, sound, shock absorber, getting heated etc.  Look into hydraulic tank, oil valves, filter, adjustment
  • 52. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com SEISO: Few Points  Look at motors, condition of fans, fan-belt, coupling, joints, plugs, chains, pumps etc.  Look at electrical items, panel conditions, safety lamp, bulb, switches etc.  5-S Pledge  I will not get things dirty  I will not spill  I will not scatter things around  I will clean things right away  I will rewrite things that have gotten erased  I will tape up things that have come down
  • 53. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 3rd S: SEISO
  • 54. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 3rd S: SEISO Before After
  • 55. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 3rd S: SEISO
  • 56. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com Meaning Of 5-S’s (4th S) Keeping everything organized. Standards to maintain SEIKETSUSEIKETSU STANDAR-STANDAR- DISATIONDISATION
  • 57. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 4th S: SEIKETSU  Standardize the first three S’s  Establish the routines and standard practices for regularly and systematically repeating the first three S’s  Create procedures and forms for regularly evaluating the status of the first three S’s  Assign responsibility to individuals for a work area and machinery  Instead of criticizing poor cases, praise and commend good practices or good performers  Implement “Good” and “Bad” stickers
  • 58. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 4th S: SEIKETSU  Maintain strict control over Seiri, Seiton, Seiso activities such that there is no deviation.  Regularizing the 3-S activities so that abnormalities show up  Making deviations obvious with visual control (Sensory alertness and control)  Anybody can spot an abnormality  Visualization demonstrate alertness  Making the rules easy to follow
  • 59. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 4th S: SEIKETSU  Standardization & Visual Management:  displays to help people avoid making operating errors  danger alerts  indications of where things should be put  cautions and operating reminders  preventive maintenance displays  instructions  safety/ warning signs
  • 60. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 4th S: SEIKETSU  Standards on Right and Wrong-:  Make them easy to see from distance  Put the displays on the things they are for  Make them so that anyone can tell what is right and what is wrong  Make them so that anybody can use them easily and conveniently  Make them so that anybody can follow them and make the necessary corrections easily  Make them so that using them makes the workplace brighter and more orderly
  • 61. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 4th S: SEIKETSU  The purpose of standardization is to make sure that the entire organization follows the same procedures the same rules, the same names, same sizes, shapes, and colors etc.  Standardization may even be extended to other areas.
  • 62. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 4th S: SEIKETSU  Standardization & Visual Management :  Levels  Precision Management level  Temperature Levels  Other relevant Levels  Okay Mark  Standard Inspection  Lub. Oil  Inspection Levels  Zone Levels  Position Mark
  • 63. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 4th S: SEIKETSU  Floor painting strategy:  Working areas - green  Aisles - orange  Rest areas - blue  Warehouses - Gray  Types of lines and sizes  Door opening lines  Storage space lines  Traffic flow direction lines
  • 64. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 4th S: SEIKETSU  Safety Signs:  “Don’t do” signs  “Must do” signs  Warning signs - Tiger patterns  Safe way signs  Different colors  Prominently displayed
  • 65. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 4th S: SEIKETSU  Fix item:  Item identification  Shelf indication  Should be flexible
  • 66. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 4th S: SEIKETSU  Position Marks:  Waste paper baskets  Garbage bins  Tables and chairs  Cupboards and other furniture  Inspection points  Wire Management:  Off the ground  Neat and straight  Color coded
  • 67. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 4th S: SEIKETSU  Storage of registers and files:  File index displayed  Color code  Easy to see, easy to get and easy to return  Identification strips on registers and books  “Homes” for registers and books  Index labels (A, B, C)  Tags for important pages  Review period  Summary pages  Next location
  • 68. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 4th S: SEIKETSU What: Don’t tap switch with left hand Why: Left hand is close to the heart
  • 69. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 4th S: SEIKETSU What: Don’t tap with wet hand Why: Risk of electric shock What: Switch with a single tap Why: Risk of sparking if vibrate
  • 70. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 4th S: SEIKETSU
  • 71. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 4th S: SEIKETSU
  • 72. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 4th S: SEIKETSU Safety instructions mounted on a machine Lubricate and gauge levels clearly marked
  • 73. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 4th S: SEIKETSU Has the nut been tightened to the right point?
  • 74. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 4th S: SEIKETSU
  • 75. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 4th S: SEIKETSU
  • 76. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 4th S: SEIKETSU
  • 77. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 4th S: SEIKETSU
  • 78. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 4th S: SEIKETSU
  • 79. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com Meaning Of 5-S’s (5th S) Doing the right thing as a routine matter SHITSUKESHITSUKE SUSTAIN/SUSTAIN/ DisciplineDiscipline
  • 80. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 5th S: SHITSUKE  Doing the right thing as a matter of course  Make everyone committed to the program  Enforce discipline to inculcate self discipline  Have a 5-S Patrol Team  Senior management should initiate a celebration for the total 5S implementation  Motivate through competitions
  • 81. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 5th S: SHITSUKE Competition and Award
  • 82. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 5-S: At a glance Seiri Seiton Seiso Seiketsu Shitsuke
  • 83. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com 5-S
  • 84. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com Few examples of 5-S: Before After
  • 85. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com Few examples of 5-S:
  • 86. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com Few examples of 5-S:
  • 87. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com Few examples of 5-S:
  • 88. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com Few examples of 5-S:
  • 89. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com Few examples of 5-S:
  • 90. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com The Three Types Of Workplaces 3rd Class workplace Where everyone messes the place and there is no one to clean up 2nd Class workplace Where people mess up the place and office helpers, cleaners, janitorial services or servants clean up the place 1st Class workplace Where everyone is disciplined and does not mess up and all participate in cleaning
  • 91. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com Additional Guidelines to Implement 5-S  Sensitize management and all employees concerned about the importance and benefits of 5-S and get their commitment  Conduct a status audit with photographs ‘as is state’  Measure throughput, time in materials handling, floor space, flow distance, rack storage, engineering cycle times, annual physical inventory time, and defect ratios before and after the 5-S implementation
  • 92. Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com Additional Guidelines to Implement 5-S  Develop an implementation plan, with clear responsibilities and deadlines, in consultation with management and all employees concerned  Implement the 5-S plan  Take photographs after the implementation and assess the difference  share the experience and extend the implementation to other areas  conduct periodic 5S Internal Audits with ratings to monitor progress