The document discusses the 5S methodology, which consists of Sort, Set in Order, Shine, Standardize, and Sustain. Sort involves removing unneeded items. Set in Order involves arranging needed items for efficiency. Shine involves cleaning. Standardize involves establishing processes. Sustain involves maintaining the changes. Implementing 5S brings benefits like increased space, reduced search time, improved safety and quality, and a more pleasant work environment. Success requires management support and developing a culture of continuous improvement.

1. 5s
An introductionBy Sarah Bridge

2. Objectives
 To understand the importance of 5s to our Lean
initiatives.
 To know what the 5S’s are and know the key
benefits of each.
 To be able to participate in group and individual
5s activities.

3. What is 5s?

4. The Average Factory Environment

5. Sort
• Everything at the workplace should be related to
the work being done there.
• Leave only what is needed, in the amounts
needed.
• Remove all items that are not needed for current /
regular production.

6. Benefits of sort
• Keeps the work area clean and clutter free.
• Reduces the risk of accidents and near misses.
• Creates extra work space where necessary items
can be placed.
• Reduces the time spent searching for tools and
equipment.
• Less clutter results in a more pleasant working
environment.

7. • A method of identifying potentially unneeded
items in the work area.
• Ensures that no needed items are accidentally
disposed of.
• Allows us to evaluate the usefulness of an item
by segregating it when we are unsure of it’s use.
Red Tagging

8. • The three questions to ask
- Is this item needed?
- If it is needed, is it needed in this quantity?
- If it is needed, is this the best location for it?
• Holding areas
- A safety net between questioning whether
something is needed and getting rid of it.
- Items are held for a set time (30 days?).
- Notices are put out for unknown items so that they
may be claimed by anybody who has a genuine
need for them.
After the allocated time, unwanted items are disposed of.
Red Tagging

9. • Define the necessity of the item in order to perform
the work required on a day to day basis.
- If it isn’t needed it should be disposed of.
• Determine the frequency with which the item is
needed.
- If it’s needed infrequently it can be stored away from the work
area.
• Decide the quantity of the item required to perform the
regular work.
- Excess items can be disposed or stored away.
Red Tagging Aims

10. • Establish red tag holding area.
- An area is set aside to store tagged items which need
further evaluation
• Red tag items.
- the 5s team goes through the 5s area and red tags all
items they believe can be removed from the area or
disposed of.
- Any items that we are unsure of are also red tagged.
- All tagged items are listed on a log sheet with a
location and description.
- this log is circulated throughout the company so that
anybody may claim an item if it is required.
Red Tagging Steps

11. • Evaluate the red tagged items.
- Decide if items should be disposed of, or kept for a period to
determine their necessity.
• Remove questionable items to the red tag holding
area.
- Assign responsibility of the area to the team.
- Circulate item log.
- After 30 days the items should be reviewed a final time. Log
any items which have been removed back to the work area
due to being required.
- Dispose of, store away from the area, or sell any items left
after the time period has passed.
Red Tagging Steps

12. • Defective tools or inventory.
• Obsolete tooling, jigs, inventory.
• Worn out tools.
• Broken equipment.
• Outdated posters, signs & notices.
• Excessive quantities of materials, tools, supplies.
• Excessive personal items.
Examples of Unneeded Items

13. After Sorting

14. • Everything that remains after Sort should have a
place.
• Arrange things so that they are easy to use, and
label them so that anyone can find them and put
them away.
• Place frequently used items closer to you than
those used less often.
Set

15. • For every item in the workplace we will need to:
- Identify it.
- allocate a place to store it.
- Determine how much / how many to store at the
workplace.
- Create a visual marker for it.
Set

16. • Decide where to keep needed items.
- Keep frequently used items at point of use.
- Screwdrivers next to screws, order of use.
• Organise items in a way that makes sense.
- Make it easy for anyone to find them, use them and put them
back after use.
- Make it obvious when items are not in their correct place.
- Use visual indicators such as area photos to show the area
in it’s correct state.
Set

17. • Safety is improved.
- Ergonomic storage of tools and materials.
- Clean, clutter free floors and walkways.
• Tools and parts are stored properly so there’s less
damage.
• Less waste of motion – reduced searching for
materials, tools & supplies.
• Reduced inventory of materials, supplies, leaving
more free space.
• A more pleasant working environment.
Benefits of Set

18. • Standardisation
- Creating a consistent method of carrying out tasks and
procedures.
• Visual controls
- Used to identify standards.
- Examples;
• Where items belong and how many belong there.
• Standard procedures.
• Area photographs.
• Colour coding
• Restock markers
Keys to Set

19. • Used for identifying locations on floors and
walkways.
• Segregate working areas from walkways.
• May show:
- Flow direction.
- Storage location.
- Hazards or safety devices.
- Areas to be kept clear.
Painting / Marking

20. • Colour coding
- Shows which parts, tools etc are used for which purpose, or
which items are used together.
- Used for storage containers.
- Used to set items to a specific work area.
• Outlining
- Shows what parts and tools go where.
- Shadow boards.
• Cross hatching
- Areas to be kept clear.
Painting / Marking

21. Examples of Set

22. After Set

23. • Clean the area
- Remove all dust, dirt
- Floors clean
- Work surfaces clean
- Inside all cupboards, drawers etc clean
- All tools clean
• A clean workplace suggests quality work!
Shine

24. • Safety
- No debris, fluids or materials on floor to cause slips, trips or
falls
• Morale
- Dirty workplaces are unpleasant to work in.
- Clean workplaces foster pride in what we do.
• Customer service / satisfaction
- Customers touring a clean and organised factory are more
likely to see us as a quality driven business and want to
work with us.
Benefits of Shine

25. • Machine reliability
- Easier to identify issues on clean machines, meaning they
can be addressed sooner.
- Cleaning is a form of inspection.
• Equipment / Tools
- Clean equipment functions more effectively.
- Easier to spot damage or wear on clean equipment and
tools than on dirty ones.
Benefits of Shine

26. After Shine

27. • All procedures, practices and activities
established with the first 3s’s occur consistently
and at regular intervals.
- There is no point in going through Sort, Set or Shine
if we are going to let things go back to the way they
were.
• Makes implementing Sort, Set and Shine a daily
habit so that conditions are maintained at the
desired level.
Standardise

28. • Safety
- Walkways and floors are kept clear and hazard free.
• Efficiency
- Storage areas remain organised.
- Materials, tools and equipment remain organised and cared
for.
• We maintain all the benefits gained from Sort, Set
and Shine.
• We have a template for expanding the 5s area
across the whole plant.
Benefits of Standardising

29. • Decide who is responsible for each activity / area.
- Activity charts, Checklists, Schedules.
• Integrate 5s into daily work activities.
- 5 minute 5s, daily cleaning / inspection.
• Ensure 5s conditions are being maintained.
- 5s audits, 5s walk rounds.
Establishing the Habits

30. After Standardise

31. • 5s Audits.
- Checking the level of effectiveness of the first 3s’s.
- Use traffic light system, green, amber, red, to display
current state of area.
- To be conducted routinely by operators, managers and
directors.
• 5s Walk rounds.
- Weekly tours by managers / directors to note
improvements made and to encourage any further
improvements that can be made.
Monitoring

32. • Having the discipline to maintain the correct
standards over time.
• Creating conditions, and an atmosphere that
encourages the constant practice of good habits,
and the elimination of bad ones.
• Creating a culture which constantly looks for
improvement opportunities.
Sustain

33. • A workforce that is trained and aware of the
benefits of 5s.
• Time allowed to practice and maintain.
• Organised, focussed effort.
• Management support and drive.
• Efforts that are recognised, and appreciated.
• All improvements need to be beneficial and
purposeful.
Keys to Success

34. After Sustain

35. Recap

36. • Sort – To put things in order.
- Remove what is not needed.
• Set – Arrange for ease of use.
- Place things in a way that they are easily accessible whenever they
are needed.
• Shine – Clean.
- Keep area clean and free from rubbish.
• Standardise.
- Best practices to be used throughout.
• Sustain – Commitment and self discipline.
- Develop a culture of 5s and improvement.
The 5S’s

37. • Reduced set-up
times.
• Reduced searching
times.
• Increased floor space.
• More pleasant
working area.
• Employees enabled to
lead improvements.
• Less frustration.
• Less wasted labour.
• Better equipment
reliability.
• Higher quality.
• Lower cost.
• Safer working area.
• & many, many other
benefits.
Benefits

38. • Challenge traditional ideas.
• Find ways to make the impossible possible.
• Don’t accept excuses.
• Go for the simple solution, don’t overcomplicate
things.
• Correct mistakes right away.
• Involve everybody.
• Improvement never ends!
Keys to Success

39. Questions?