The 5S system is a workplace organization method that involves 5 steps: Sort, Set In Order, Shine, Standardize, and Sustain. The goals of 5S are to reduce waste, improve safety and productivity, and establish standardized work processes. Each step is important for continuous improvement. Sort removes unneeded items. Set In Order organizes the workspace. Shine keeps it clean. Standardize develops processes. Sustain trains employees to maintain the system through discipline and correction. Proper implementation of 5S creates a visual and efficient work environment.

1. By
A. masooth mohamed
SYSTEM

2. The Flow
• Introduction to the system
• Elements of 5S system
• Case Study

3. Introduction to the System
• 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, selfordering, and self-
improving.
• Fundamentally, 5S is a housekeeping
technique that enables orderly and neat
• management of items for ensuring their
immediate retrieval.

4. Introduction to the System
contd.
• situation is immediately obvious and
employees can easily correct it.
• Used for achieving: Continuous
quality improvement
• Faster Services
• Waste Elimination

5. What 5S can Do?
• Improves profits, quality and safety
• Reduces wasted time and materials
• Reduce lead time and cost
• Improves efficiency and morale of
• workers
• Simplifies work environment

6. Why 5S?
• Impact on Safety
• Help us identify and eliminate waste
• Low cost and high impact/aesthetic
• value
• Faster services

7. The 5S Elements
• The 5S is a deceptively simple system
• comprising the following system
• Seiri (Sort)
• Seiton (Set in Order)
• Seiso (Shine)
• Seiketsu (Standardize)
• Shitsuke (Sustain

8. S1—Sort (Seiri)
• If in doubt, throw it out. --Red-tagging rule of
• thumb
• The first principle of visual order is to sort out what
• you don't need
• The workplace can get overrun with stuff—parts,
• work in process, scrap, jigs, storage shelves, bins,
• filing cabinets, documents, desks, chairs, racks,
• cabinets, phones, packaging material, tools,
• machinery, equipment, and so on.
• Piles of stuff accumulate and impede the flow of
• work. Hassles increase, and long lead times
• become chronic.

9. S1—Sort (Seiri)
• Learn how to identify and eliminate waste
• Organize your business
• Learn fundamentals for future efforts

10. Red Tagging
• Define what you need to meet your production
• objectives and clear out everything else.
• The key S1 tool is red tagging.
• The red tag is a simple tag containing the following
• information:
• Item classification.
• Item ID and quantity.
• Reason for red tagging.
• Work section.
• Date.
• Red tags are attached to unneeded items during the
• sort phase of 5S.

11. S2—Set in Order (Seiton)
• A place for everything, and everything in its
place. --------Proverb
• Now we are ready to organize what's left so
as to minimize wasted motion.
• How do we place our machines, tools, storage
shelves, and so on, to reduce the muda of
motion?

12. While doing Seiton keep in
mind
• The right location where
the things will be
• used.
• FIFO (First in First out)
arrangement.
• Labeling of the area and
the equipment is very
• important.
• Keep proper gaps
between two things to
avoid confusion

13. Consequences of not following
Seiton
• Things are seldom(Rarely) available when
needed
• Items get lost
• Items get mixed up
• Visual control not possible
• Failure to achieve targets

14. S3—Shine (and Inspect)
• Nothing raises your team's spirit like a clean,
• well-ordered workplace. Nothing depresses
• the spirit more than a bleak, filthy workplace.
• What is our standard? Our 5S team has to
• decide:
• What to clean?
• How to clean?
• Who will do the cleaning?
• How clean is clean?

15. S3—Shine (and Inspect
• Cleaning responsibilities and schedules should
• be prominently posted.
• Team members should sign off on the sheets
• when they have completed their cleaning
• schedules.
• Make "5S-minute cleaning" a part of each job.
• This enhances ownership and mutual respect
• among your team members.
• We want our team members to feel that, "This
• is my work area and my machinery and I am
• going to take care of it."

16. S3—Shine (and Inspect)
• S3 also means inspect. Your production team
• members need to regularly check the condition of
their equipment.
• Train them so they can recognize minor changes
in sound, smell, vibration, temperature, or other
telltale signs.
• Develop inspection check-sheets for machinery to
support this activity.
• Finally train your team members to solve the root
cause of cleanliness problems.
• Why are the chips there? What is causing that
leak? How can we prevent these dust emissions?

17. While Doing Seiso, keep in
mind:
• Cleaning should be done regularly.
• Use the best cleaning agent .
• All the nooks and corners should be cleaned.
• Keep all the labels intact.
• All the labels should correct, visible and
legible
• to all.

18. Consequences of Not Practicing
Seiso:
• Performance of machines deteriorates.
• The quality/aesthetic quality deteriorates.
• Dirty place is unpleasant and hazardous to
• health.
• Sends uncaring and irresponsible message to
• the team members and society at large.
• People working at dirty areas are generally
• found to have low desire to excel and their
• motivation level is low.

19. S4—Standardize (Seiketsu)
• We have achieved a good condition: a clean
• well-ordered workplace that speaks to us.
• But things tend to fall apart. This is the second
law of thermodynamics (or Murphy's Law).
• We must develop and apply standards for S1
to S3. Then, develop standards for how we do
our work. This is standardized work, our
playbook, so to speak.
• The best standards are clear, simple, and
visual.

20. While doing Seiketsu keep in
mind
• The standards should be arrived at
unanimously.
• Always keep the standards flexible to changes
and improvements.
• Standards should be known to all and
displayed.

21. Consequences of not following
Seiketsu
• Dual standards yield multiple results.
• Multiple results lead to conflicts and
• confusions.
• Rework increases.
• Rework increases the basic cost of the
• finished product without any value addition

22. S5—Sustain (Shitsuke)
• If you are disciplined. :
• Rules will always be followed.
• Laid down targets will be achieved.
• Improvements will be promoted .
• The no. of defects will be reduced.
• The cost will not increase.

23. How to practice Shitsuke
• Train all team members on 4-S.
• Correct wrong practices on the spot.
• Punctuality is the backbone of 5S.
• Follow work instructions.

24. 5S Promotion and
Communication
Here are some 5S promotional ideas:
5S Report boards.
5S Catch of the month.
5S Slogan or Logo Contests.
5S core group