The document discusses the 5S methodology, which consists of 5 steps - Sort, Set In Order, Shine, Standardize, and Sustain. The first step, Sort, involves removing unnecessary items. The second step, Set In Order, arranges necessary items for efficiency. The third step, Shine, focuses on cleaning the workplace. The fourth step, Standardize, develops processes to maintain the first 3 S's. The final step, Sustain, aims to continue using the 5S system. Implementing 5S results in increased space, productivity and safety. The document provides examples and guidelines for implementing each step of 5S.
Training slides for 5S Awareness & Implementation. (NOT for Practical 5S: Uplift Company Image by Increasing Quality & Productivity Training).
This is one day training. Normally conducted on Saturday. To join the training, please send email to training@myanuar.com
Introduction to 6S (5S plus Safety) methodology for continuous improvement. You will find this informative and full of practical advice to get started right away.
Training slides for 5S Awareness & Implementation. (NOT for Practical 5S: Uplift Company Image by Increasing Quality & Productivity Training).
This is one day training. Normally conducted on Saturday. To join the training, please send email to training@myanuar.com
Introduction to 6S (5S plus Safety) methodology for continuous improvement. You will find this informative and full of practical advice to get started right away.
5S Implementation - The first step to continuous improvementAdrian Oprea
Implementing 5S results in obvious improvements within the application area, plus, or even more importantly, in the change of people’s attitude towards their work and towards what they are doing.
5S implementation is the first steps to increase the efficiency in your company and the base for the future improvements.
6S (previously known as 5S) is a visual system for improvement that helps create and maintain an organised, clean, high performance workplace. It forms the basis for standards work, which enables you to measure improvements. The extra ‘S’ was added to the 5S Lean tool to emphasise the importance of safety. The 6S stands for:
o 1. Sort: remove what is not needed
o 2. Set in order: agree what goes where and make easily accessible
o 3. Shine: keep the environment clean
o 4. Standardise: a consistent process agreed by all
o 5. Sustain: continually improve.
o 6. Safety: identify and prevent unsafe conditions
Using 6S will help you to reduce the opportunity for variability in activities by ensuring that everything needed at each step of the process is easily available. This means that any defect in a particular step is easier to see.
5S basic training ppt
http://smartmanagement.info/download-category/5s-forms/
5S represents 5 disciplines for maintaining a visual workplace (visual controls and information systems).
These are foundational to Kaizen (continuous improvement) and a manufacturing strategy based "Lean Manufacturing" (waste removing) concepts.
5S is one of the activities that will help ensure our company’s survival.
The supreme Methodology of Integrity and Enforcing Standardization of across everything around us. The core principle's are the reflection of Japan withstanding in Top Countries
This presentation is based on the book ”Succeeding with 5S” by Oskar Olofsson
Download the presentation together with templates and tools from world-class-manufacturing.com
To become a Lean enterprise, office activities must fully support shop-floor manufacturing operations to eliminate waste. The adoption of 5S throughout all office functions is the first step to increase efficiency.
This presentation provides a blueprint for building a Lean foundation for your office. You will learn how to mobilize and align your management team to launch or improve 5S in your office. The presentation covers 5S and Visual Management key concepts, best practices, step-by-step implementation guidance, and how to kick-start 5S in your organization to achieve sustainable world-class excellence.
LEARNING OBJECTIVES:
1. Understand the benefits of working in a clean and neat environment
2. Identify waste in the office
3. Define the 5S principles, and identify visual tools
4. Explain how to apply the 5S principles and visual tools to enhance office organization
5. Learn how to kick start a 5S initiative
6. Define the critical success factors for 5S implementation
CONTENTS:
Introduction & Overview
5S Lays the Foundation for a Lean Enterprise
5S Helps to Eliminate Waste
What is 5S?
Benefits of 5S
5S Principles - Step by Step
How to Conduct a Red Tagging Exercise
Creating a Visual Office
5S Applications
5S Implementation
Starting & Launching a 5S Initiative
5S Audit System & Maturity Levels
5S & Kaizen
Supporting Lean Tools for 5S
Critical Success Factors
To download this complete presentation, please go to: http://www.oeconsulting.com.sg
5S is a Japanese philosophy that focuses on effective workplace organization and standardized work procedures. 5S simplifies the work environment, reduces waste and non-value activity while improving quality efficiency and safety.
5S is one of the most used tools in the Lean Manufacturing tool box, this is an introduction to the 5S system, concepts and tips for initial implementation.
5S Implementation - The first step to continuous improvementAdrian Oprea
Implementing 5S results in obvious improvements within the application area, plus, or even more importantly, in the change of people’s attitude towards their work and towards what they are doing.
5S implementation is the first steps to increase the efficiency in your company and the base for the future improvements.
6S (previously known as 5S) is a visual system for improvement that helps create and maintain an organised, clean, high performance workplace. It forms the basis for standards work, which enables you to measure improvements. The extra ‘S’ was added to the 5S Lean tool to emphasise the importance of safety. The 6S stands for:
o 1. Sort: remove what is not needed
o 2. Set in order: agree what goes where and make easily accessible
o 3. Shine: keep the environment clean
o 4. Standardise: a consistent process agreed by all
o 5. Sustain: continually improve.
o 6. Safety: identify and prevent unsafe conditions
Using 6S will help you to reduce the opportunity for variability in activities by ensuring that everything needed at each step of the process is easily available. This means that any defect in a particular step is easier to see.
5S basic training ppt
http://smartmanagement.info/download-category/5s-forms/
5S represents 5 disciplines for maintaining a visual workplace (visual controls and information systems).
These are foundational to Kaizen (continuous improvement) and a manufacturing strategy based "Lean Manufacturing" (waste removing) concepts.
5S is one of the activities that will help ensure our company’s survival.
The supreme Methodology of Integrity and Enforcing Standardization of across everything around us. The core principle's are the reflection of Japan withstanding in Top Countries
This presentation is based on the book ”Succeeding with 5S” by Oskar Olofsson
Download the presentation together with templates and tools from world-class-manufacturing.com
To become a Lean enterprise, office activities must fully support shop-floor manufacturing operations to eliminate waste. The adoption of 5S throughout all office functions is the first step to increase efficiency.
This presentation provides a blueprint for building a Lean foundation for your office. You will learn how to mobilize and align your management team to launch or improve 5S in your office. The presentation covers 5S and Visual Management key concepts, best practices, step-by-step implementation guidance, and how to kick-start 5S in your organization to achieve sustainable world-class excellence.
LEARNING OBJECTIVES:
1. Understand the benefits of working in a clean and neat environment
2. Identify waste in the office
3. Define the 5S principles, and identify visual tools
4. Explain how to apply the 5S principles and visual tools to enhance office organization
5. Learn how to kick start a 5S initiative
6. Define the critical success factors for 5S implementation
CONTENTS:
Introduction & Overview
5S Lays the Foundation for a Lean Enterprise
5S Helps to Eliminate Waste
What is 5S?
Benefits of 5S
5S Principles - Step by Step
How to Conduct a Red Tagging Exercise
Creating a Visual Office
5S Applications
5S Implementation
Starting & Launching a 5S Initiative
5S Audit System & Maturity Levels
5S & Kaizen
Supporting Lean Tools for 5S
Critical Success Factors
To download this complete presentation, please go to: http://www.oeconsulting.com.sg
5S is a Japanese philosophy that focuses on effective workplace organization and standardized work procedures. 5S simplifies the work environment, reduces waste and non-value activity while improving quality efficiency and safety.
5S is one of the most used tools in the Lean Manufacturing tool box, this is an introduction to the 5S system, concepts and tips for initial implementation.
The 5S workplace organization system applies a set of basic management principles that many companies widely adopt to maximize productivity and organization. As a cornerstone of Lean management, 5S improves workplace morale, safety and efficiency.
In this training presentation, you will learn how to mobilize and align your management team to launch or improve a 5S and Visual Management implementation in your organization. The presentation covers 5S and Visual Management best practices, step-by-step implementation guidance, and the best ways to integrate lean 5S into the organization's culture to achieve sustainable world-class excellence.
LEARNING OBJECTIVES
1. Understand the benefits of working in a clean and neat environment
2. Define the 5S principles, and identify visual tools
3. Explain how to apply the 5S principles and visual tools to enhance workplace organization
4. Learn how to kick start and launch a 5S initiative
5. Define the critical success factors for 5S implementation
CONTENTS
Introduction & Overview
5S Lays the Foundation for a Lean Enterprise
5S Establishes a Baseline for Kaizen Activities
5S as a Cornerstone of Employee Engagement
5S Helps to Eliminate Waste
What is 5S?
What is the Purpose of 5S?
Benefits of 5S
5S Principles - Step by Step
How to Conduct a Red Tagging Exercise
5S Visual Management
5S Applications
5S Implementation
Starting & Launching 5S
5S Audit System & Maturity Levels
Supporting Lean Tools for 5S
Critical Success Factors
To download this complete presentation, please go to: http://www.oeconsulting.com.sg
By the end of the module, one can:
1.) Define and understand the importance of the 5s method
2.) Identify and overcome the barriers to productivity
3.) Improve QUALITY of work
4.) Practice efficiency at all times
Floor Markings, as many facility managers and safety managers know, are an important part of creating and maintaining a safe environment for workers and employees. One of the more apparent examples of this is the creation of safety lanes throughout the facility, keeping humans within safe boundaries - out of the traffic lanes for forklifts or at a distance from dangerous machines.
Floor marking uses are endless and they have their place in almost every industry, coming in many various formats, colors, length and material used. The best of them are made of highly durable materials that can withstand high traffic and extreme environments where solvents, cleaning fluids, oils and other chemical based elements can be found or spilled on to the floor.
Not only the surface material but the adhesive as well need to be able to withstand pressures and other elements that would cause it to buckle, peel or degrade quickly. The most common alternative to floor markings is painting, which can be messy, costly and shut down your facility, or at least a part of it, while the paint is applied and dried.
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SafetyTac adhesive tape is the perfect solution for almost any floor marking project you have. It can handle forklift and truck traffic. It has a thinner profile and stronger adhesive, making it suitable for most any facility. Our 100% smear and scuff resistant "caution" striping is ideal for alerting workers where to be cautious in the workplace.
Hazard striping is ideal for visually warning workers of hazardous work areas. Electrical panels are required to be free from any materials for easy access in case of emergencies. Hazard striping clearly identifies the area and emphasizes the importance of keeping the area clear at all times.
This particular slideshare was constructed to give insight and guidance regarding the various types of floor marking materials available as well as those which are required to be OSHA compliant. While not extensive, nor purporting to be fully authoritative in matter and content, this slide share has many important and interesting elements that almost any facility manager would profit from.
For more information on floor marking, or to order your own floor marking products please visit us at https://www.creativesafetysupply.com/floor-marking-tapes/ of call us at 866-777-1360.
QCL-14-v3 5s OF FUN N FROLIC CANTEEN BANASTHALI VIDYAPITH RIYA JAINRiya Jain
Our project is unique because it deals with the 5s practices of Fun n Frolic Canteen situated in the banasthali vidyapith college. It shows the poor 5s practices also comparison with good 5s practices of another canteen in the same location. Also with the remedial ways.
Lean Thinking is a philosophy of Aligning People to Process to Purpose to Prosper. A Lean leader has to be a mentor, coach and guide for his team. The focus is to minimize daily fire fighting and graduating towards an organization focusing on continuous improvement and innovation.
Hospitals represent 6% of the total energy consumption in the utility buildings sector. The webinar analyses the use of energy, benchmark methodologies and the potential energy savings in the hospital sector, on the basis of theory and practical case studies.
This presentation is designed as a gentle intro to the concept of 5s and shows the benefits clearly.
It is designed to be followed by practical exercises on the shop floor / office
Please feel free to comment, all feedback is appreciated
The original concept of 5S was developed
by Takashi Osadka during the early 1980s
The 5S system is designed to create a
visual workplace—that is, a work environment that is self-explaining, self ordering, and self-improving.
Indian SME Development Programs - ADDVALUE Lean Manufaturning ConsultantsADD VALUE CONSULTING Inc
The Government of India (GOI) has initiated the SEVERAL programs in SME sectors to enhance Productivity and Quality. Get Cluster Development Program for Enhancing Productivity. Improve the product quality of the MSE (Micro and Small Enterprise) sector.
An overview of SME's in India, Why are Indian SEM's Crucial! Find the Reasons for Small & Medium Enterprise(SME) Growth and details about Manufacturing Sectors. The opportunities exists for foreign SMEs looking to expand in the Indian market.
Know about Just-In-Time and Lean manufacturing system. Find benefits and difference between JIT and Lean Manufacturing by Nilesh Arora, a founder of AddValue Consulting Inc.
Know the history of lean six sigma by Nilesh Arora, a founder of AddValue Consulting Inc. He explained What is six sigma and how six sigma process follows?
7 QC Tools are simple statistical tools used for problem solving. Nilesh Arora presented basics of 7 QC Tool training and details about Pareto Diagram.
Nilesh Arora is providing training on lean value stream mapping process. Understand the current and future state Map and how to achieving future state.
Understand the ideas, goals of Lean Visual Management & 5S. The 4 Phases to Visual Management explained by Nilesh Arora, a founder of AddValue Consulting Inc.
ADDVALUE Consulting is a leading Lean Manufacturing Training firm which partners for making Organization Vision and Mission a reality in the smoothest possible way and the shortest possible time.
Lean Manufacturing has been practiced by organisations for decades. From mere tools and techniques, it has evolved as a philosophy, as a culture to be sustained at any cost. More recently, it is seen as the simplest tool which can be applied across the organisation value chain for competitiveness. It is important to understand the Lean basics first and then move on to training and execution journey.
ADDVALUE Consulting Inc (AVCI) is the leader in Operations excellence, Team Excellence, Business Excellence, Life Coaching and Business Coaching across the globe. Nilesh Arora, Founder-Partner, Director of AVCI, with an experience of more than a decade in consulting for manufacturing and service sectors across a vast industrial spectrum, explains the Lean Basics, Pillars and Tools in the most simplified way for organization learning, development and effectiveness.
This Presentation explains:
• How to Create World Class Profitable Organizations?
• What is Lean Manufacturing Management?
• What is Lean Six Sigma?
• What are the benefits of Lean?
• Continual Learning and Development in Organizations
• How to implement Operations excellence, Team Excellence, Business Excellence?
• What are benefits of Lean Strategic Management?
Lean Manufacturing Training Courses: http://goo.gl/XHKHjy
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For complete value addition through Lean Manufacturing by Lean Consultants: http://www.avci-lean.com
The 5S philosophy focuses on effective workplace organization and standard work procedures. It is based on five Japanese words that begin with S. This document contains a translation of those words and their corresponding meanings in values into the English language.
5S programs have been implanted in organizations and the world as a way to improve production values while also improving employee morale and safety.
The 5S philosophy may be applied to most workplace scenario in a short period of time due to its simple nature. However, we are aware that most every organization
has specific needs. If you have questions about how Add Value Consulting Inc can assist you as you implement your 5S program, please feel free to contact us at any
time using the information printed on the front of this booklet.
The 5 s
1s - Seiri
2s - Seiton
3s - Seiso
4s - Seiketsu
5s - Shitsuke
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
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(i.e., industry structure in the language of economics).
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2. Introduction to 5S
• 5S is an approach originally developed in Japan for better house
keeping. Now it is been utilized for keeping better work place.It
includes 5 steps which are to be followed sequentially.
• Following Japanese terms collectively are as called 5S
– 1S - Seiri or Sort
– 2S - Seiton or Set In Order
– 3S - Seiso or Shiny Clean up
– 4S - Seiketsu or Standardize
– 5S - Shitsuke or Sustain
• By Implementing 5S one will get to know how cleanliness,
orderliness, safety practises and better work environment results in
increased free space, higher yield and transparency in work.
3. Requirements of 5S
• To implement 5S following are the requisites
1. Consciousness for
a. Strong determination
b. Training
c. Constant Efforts
2. Ability to
a. Judge what is important
b. Attention to details
3. Continuous implementation through total employee
participation and better communication
4. 1st ‘S’ – Seiri or Sort
Step 1 : Tagging the following
a. Not needed at all
b. Needed But Not Now
c. Needed But Not Here
d. Needed But Not So Much
Quantity
Step 2 : Entry in Red tag Register
Step 3 : Assign Red Tag area and
dump the scrap
It aims at taking out unnecessary items and dumping it
into garbage(i.e Red Tagging)
7. • Red tag anything that is not needed !
• In manufacturing departments that
means checking stock, machines,
equipment, particular locations such as
shelves , etc.
• In clerical departments it includes
documents, stationery and machines .
• However, you should never ever red tag
people, even if you are sometimes
tempted to!
What do we attach red tags to ?
8. Key Indicators
Indicators of success
1. Decrease in unnecessary items and reserved stocks
2. Reduction in sq.ft area consumed
Checklist –
• Do you find items scattered in your workplace?
• Are the boxes ,papers and other items left in a
disorganized manner?
• Are there equipment and tools on the floor ?
• Are all items sorted out and placed in designated
spots?
• Are tools and stationary properly sorted and stored ?
11. 2nd ‘S’ – Seiton or Set In Order
• It aims at arranging the necessary items in proper order
so that they can be easily picked up for use
• Steps for Seiton
1. Systematic Arrangement is a form of standardization
2. 3 Keys are the basic rules for Storage
3. Fixing Position
4. Fixing Quantity
5. Signs for Storage of Work-in Progress
12. Systematic Arrangement
KEYWORD 3 POINTS 3 KEYS
- Anybody
- Immediately
1. Can see
2. Can take out
3. Can return
1. Where?.. Fix position
2. What? …Fix items
3. How many? Fix quantity
3
KEYS
It answers the question
What items are to be kept ,where and in how much quantity ?
13. Rules for Storage
1. Search – Free
2. Count – Free
3. Air – Free
4. Climb – Free
5. Bend – Free
6. First – In, First – Out
7. Heavy/ Tall Things On Bottom Shelves
8. Fast Moving Materials Close To Point-of-use/ Point-of-issue
9. Adequate Lighting
10.Adequate Ventilation
14. Street numbers
Address of bin:
A32=Block A,
Street 3, House 2
House numbers
Block tables
Fixing Position
15. • Limit the size of storage places and shelves.
• Clearly indicate minimum and maximum stock quantities :
Maximum – red
Minimum – Green
• A mark is better than numbers.
• Quantity should be clear at a glance , without the need for
counting.
Fixing Quantity
16. Usage frequency Rules for deciding where
1. Every day - Within “Prime Real Estate” of User (exclusive use)
2. Occasionally -Within the gemba (to be shared by people at the
gemba)
3. Seldom - Within the company/unit (to be shared by all in
company)
• Avoid use of horizontal surfaces for hand tools and light material
generally not applicable to direct material.
• Each piece of an item should be kept separately, as far as
practicable.
• Introduce Kanban cards to facilitate re-ordering in stores.
Rules for deciding where:
17. Tools
• For Eg. Colour coding for files/tools, tool organizer to
organize tools, shelf colour/tagging etc.
• The purpose of 5S Seiton is to find a place for everything
within your working area, everything should be located
as close as possible to where it is needed and at a
location that is both safe and easily reached
• Following are few eg.
26. Seiton for Store
Make your Store:
• Search free
• Air free
• Climb/Bend free
• Count free
• FIFO
• Warehouse is where material is dumped in any quantity.
• Store has Reserved Seats.
34. Seiton
Success Indicator
• Reduction in handling/searching time
Checklist
• Are passage ways and storage places clearly indicated?
• Are commonly used tools and stationery separated from
those seldom used?
• Are containers and boxes stacked up properly?
• Are fire extinguishers and hydrants readily accessible?
• Are there grooves, cracks or bumps on the floor which
hinder work or safety?
35. 3rd ‘S’- Seiso or Shiny Clean up 1/2
• Clean your workplace so that there is no dust. In
workplace, it becomes easy to trace leaks, cracks etc.
• This stage has two goals:
1. Determine and gain agreement on the desired level of
cleanliness
2. Learn how to make new routines so this will become
standardized (in the Seiketsu stage)
• Several questions help this stage to be more than just
"polish until it shines for inspection":
a. How much cleanliness is required for safety, for ease of
use, and to minimize equipment breakdown?
b. How clean should the environment be for comfort and
morale?
36. Seiso 2/2
c. How will cleanliness improve product quality?
d. While cleaning, do we notice maintenance issues that
should be addressed?
1. Surroundings
2. Equipment
3. Storage Areas
Cleaning Targets
38. 1. Are there any unnecessary items around
you ?
2. Are all files & folders immediately
accessible ?
3. Is cleaning done every morning ?
4. Is clearing up done every day after work ?
Maintaining A Spotless Workplace
39. • The purpose of cleaning is to get rid of all dust and dirt and
keep the workplace spotless.
• Do you clean your workplace every day?
1. Decide what to clean.
2. Decide who is in charge of each cleaning task.
3. Decide on cleaning methods.
4. Prepare cleaning tools and equipment.
5. Implement cleaning.
Consolidating Daily Cleaning
Procedures
40. Identifying abnormality during Shine
• After the cleaning is
done, special care
should be taken:
• 1. To reorganize
problem areas
• 2. Fix equipment that
may be leaking
• 3. Take steps necessary
to ensure that the
problem will not persist
in the future.
46. Seiton
Indicators of Success
• Reduction in machine downtime
• Increased life of machine parts
• Reduction in number of accidents
• Reduction in rejection/rework
Checklist
• Are the floor surfaces dirty ?
• Are machines and equipment dirty?
• Are wires and pipes dirty or stained?
• Are machine nozzles dirtied by lubricants and ink ?
• Are shades, light bulb and light reflectors dirty?
47. 4th ‘S’- Seiketsu or Standardize
• This phase draws on the notes from the Seiso stage
• A practical target is to have all workers take five
minutes every day to tidy up after themselves including
the time to complete and sign the checklists
• By dividing the work among all the employees:
a. No-one has a huge burden
b. No-one seems unproductive
c. Morale improves because everyone has a common
purpose
d. Supervisors should monitor compliance with Seiketsu.
The checklists make this both important and achievable.
48. What Is To Be Standardised
• Workstation layout, work area layouts.
• Work in Process (WIP).
• Sequence of work.
• Cycle time of work .
• Material and tools used.
• Machines and their process parameters.
• Quality parameters, methods of measurement, reaction
plan and reporting method.
• “ What, Where, When, Who & How ” of work .
49. Methodology to practice ‘4S’
• Preparation of S.O.P.( Standard Operating Procedure) for all
the activities to be carried out to maintain 1S,2S, & 3S.
• Following areas shall be covered while preparing S.O.P. :
• Machine & Equipment maintenance.
• Manufacturing Processes maintenance.
• Work Place maintenance.
• Quality Standards and Procedures maintenance.
51. Seiketsu
Indicators of Success
• Number of areas/cover made transparent
• Number of new problems exposed & solved
Checklist
• Is the standardization system company-wide ?
• Is the setting, revision , and abolition of standards
encouraged ?
• Have official procedures been laid down for setting,
revising, and abolishing standards ?
• Is accumulation of technology promoted ?
• Are standards being utilized ?
• Are standards up to-date and capable of being put into
practice
52. 5th ‘S’- Shitsuke or Sustain 1/2
• Clear deliverables &
communication.
• Score Keeping
• Continuous improvement with
cyclic mini-5S events.
Tools:
• Training and Awareness of 5S
• Dedicated 5S team
• Clear 5S Map and
Responsibilities/Ownership.
55. STEP II 5S Checklist
Section Class
Checker Date
5S Checking Item
Marks
1. The Red Tag Tactic has been implemented. 0 1 2 3 4
/20
2. There are no unnecessary items at the workplace. 0 1 2 3 4
3. Maximum quantity levels are clear at a glance. 0 1 2 3 4
4. Quantity control is in effect for storage. 0 1 2 3 4
5. There are no extra quantities in the work area. 0 1 2 3 4
6. Office organization and clearing up have been implemented. 0 1 2 3 4
/20
7. Organization of jigs & tools by shape is in effect. 0 1 2 3 4
8. Organization of materials, oil, jigs & tools by color is in effect. 0 1 2 3 4
9. Parts for mass production are stored by product. 0 1 2 3 4
10. Lines for jigs & tools have been created. 0 1 2 3 4
11. Cleaning has become habitual. 0 1 2 3 4
/20
12. Cleaning includes checking. 0 1 2 3 4
13. Responsibility for each cleaning area has been determined. 0 1 2 3 4
14. A checklist for cleaning & checking is being used. 0 1 2 3 4
15. The whole workplace is sparkling clean. 0 1 2 3 4
Unsatis-
factory
Nottoo
bad
Average
Betterthan
Average
Sufficient
Total
SORTINGSYSTEMATIC
ARRANGEMENT
SPIC&SPAN
Contd…
Checklist 1/2
56. STEP II 5S Checklist
Section Class
Checker Date
5S Checking Item
Marks
16. There are standards for the elimination of unnecessary items. 0 1 2 3 4
/20
17. Immediate action is taken if storage becomes disorderly. 0 1 2 3 4
18. Cleaning is initiated whenever if dirt is discovered. 0 1 2 3 4
19. The whole factory is clean inside & out. 0 1 2 3 4
20. The first three steps of 5S have become habitual. 0 1 2 3 4
21. The boss is very active with regard to 5S. 0 1 2 3 4
/20
22. All the workers are enthusiastic about 5S. 0 1 2 3 4
23. The boss gives stern criticism for disorder at the workplace. 0 1 2 3 4
24. Subordinates respond positively when criticized. 0 1 2 3 4
25. Everything is based on 4W1H. 0 1 2 3 4
Total marks
Unsatis-
factory
Nottoo
bad
Average
Betterthan
Average
Sufficient
Total
STANDARDIZATIONSELFDISCIPLINE
Checklist 2/2
57. • So, what were the results of the “5S Checklist”?
• If your total mark was below 30, it’s a good idea to go back Gemba
1. 0 -30 Unsatisfactory Back to Gemba
2. 31-50 Below Average
Review particularly those items with low scores,
and redo the test
3. 51-70 Average Needs reinforcement of weak points
4. 71-90 Above Average But aim even higher
5. 91-100 Excellent Keep up the good work !
Checkpoint : Total marks
The factory where 5S has taken root
58. Shitsuke
• Indicators of success
• High Employee morale
• Involvement of people in the movement
• Checklist
• Are regular 5S checks conducted?
• Do people clean without reminder?
• Do people follow rules & instructions?
• Do people wear their uniforms & safety gear properly?
• Do people assemble on time?
59. How to implement 5S
Define Scope
• Where?-Identify
where exactly
boundary starts and
ends?
• Who?-Define the 5S
team and
participants with the
visuals.
60. How to implement 5S 2/3
Define Scope
• What?-Define the 5S
job responsibility
with required
resources?
• When?-Settle down
a plan for 5S
activities with target
dates and checklist
for routine
61. How to implement 5S 3/3
Collect Baseline Data
Use pictures and data
• Use pictures of Before and After (Inside – outside,Above-
under)
62.
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