This document provides an overview of 5S training. The 5S system involves five steps - Sort, Set in Order, Shine, Standardize, and Sustain - for organizing and cleaning a workplace. It discusses the benefits of 5S including improved safety, quality and efficiency. Key aspects of implementing each 5S step are described such as identifying unnecessary items in Sort, optimizing storage locations in Set in Order, establishing cleaning standards in Shine, and visual management techniques for Standardize. Sustaining 5S requires ongoing communication to ensure standards are followed. The overview explains how 5S creates a more productive work environment through visual controls and waste elimination.

1. 5S TRAINING

2. Learning Objectives
• By the end of this module, participants will be able to:
– Identify the 5 elements of 5S
– Discuss why 5S is considered a CPS foundational element
– Explain some of the benefits of a sustained 5S program
– Describe typical activities occurring in each step of 5S
– Explain how to approach 5S implementation
– Explain how to sustain 5S improvements
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3. What Is 5S?
• Workplace practices conducive to visual control
and waste minimization
– Housekeeping is a byproduct of 5S
• A conditioning discipline for sustainable
continuous improvement
– Emphasizes disciplined work habits necessary to
support other CPS tools
• Creates stability in the process and work
environment
3
Identify and eliminate waste Continuously Improve
Sort Set Shine Standardize Sustain

4. The 5S System
– Designed for workplace organization and
standardization.
– Controlled method for improvement with
employee involvement.
– Creates a “visual factory” to help maintain
desired conditions and quickly signal variance
from standards.
4

5. Successful Workplace Organization
 Verify what
is needed
 Eliminate non-essential
tools
and materials
 Put each item in
its optimal place
 Employ visual
management
 Optimize part
presentation and
tool storage
locations
 Clean the area
and equipment
 Establish a
cleaning program
 Identify
opportunities for
safety and
ergonomic
improvements
Maintain and
improve the
first three steps by
– Providing
standard
procedures and
check-lists
– Using visual
controls
 Employ systems
to monitor
compliance and
to ensure that
5S becomes
part of the
culture
5
Identify and eliminate waste Continuously Improve
Sort Set Shine Standardize Sustain

6. Benefits
•People
– Increased safety & ergonomics
– Increased ownership and sense of
pride
– Easier maintenance
– Cleaner work environment
– Continuous Improvement Process
•Cost
– Reduced Non-Value Added
activities
– Subsequent improvements more
effective
6
Velocity
 Meet customer demand
 Reduced set-up time
 Fewer breakdowns
 Workplace efficiency improvement
Quality
 Easier identification of abnormalities
 Foundation for standard work

7. Why is 5S Necessary?
• Quicker adaptation to changing environments.
– Easier to acclimate to a work area that is organized.
• Prerequisite to the implementation of any
other improvement methods.
– Teaches everyone the basic principles of
improvement.
– Removes many obstacles to improvement.
• Supports elimination of the 8 Wastes.
• Gives workers control over their workplace.
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8. • Sort – involves sorting through the contents of an area and removing
unnecessary items.
• Set – involves arranging necessary items to provide easy and efficient
access and keeping them that way.
• Shine - involves cleaning everything, keeping it clean, and using
cleaning as a way to ensure that your area and equipment in
maintained as it should be.
• Standardization – involves creating guidelines for keeping the area
organized, orderly, and clean and making the standards visual and
obvious.
• Sustain – involves education and communication to ensure that
everyone stays disciplined to the 5S standards.
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The 5S System

9. Visual Elements
9
Identify and eliminate waste Continuously Improve
Sort Set Shine Standardize Sustain
 Red Tag  Labeling
 Tool Board /
Shadow Board
 Color Coding
 Foot printing
 Standard Work
 Daily 5S
Checklist
 5S Audit
Results
 Reinforcement
-Reminders
-Themes
-Slogans
-Celebrate

10. – Integrate 5S into the improvement plans
(proactive approach)
– Quantify the benefits of improved
workplace organization and set
improvement targets
– Apply 5S “narrow and deep” – select a small
area where you can apply all
5 steps before moving to the next area
– See 5S through to completion; otherwise it
will unravel over time
5S is not a
1-time event
 it is a
discipline
10
Keep These Points in Mind
When Implementing 5S

11. Step 1:
Sort
11
Identify and eliminate waste Continuously Improve
Sort Set Shine Standardize Sustain
 Remove items that do not support current production plan.
 Eliminate non-essential tools and materials.
 Identify non conforming parts – including contaminated parts –
that are not needed in the area or have suspect quality due to
contamination
 Use the Benchmarking Guide for Contamination Control (BGCC)
to ensure that all expectations of contamination control are met.
 It is not just throwing out unneeded items or re-arranging items.
 It is leaving only what is absolutely necessary.

12. Your Reference for Contamination Control
• The Benchmarking Guide for Contamination
Control
– Defines the expectations of an effective CC Program
– Provides a measurement of internal quality, both product and
operations
– The Benchmarking Guide for CC is a list of questions that establishes
standard expectations for CC, and it is the tool by which Caterpillar
facilities are rated
– The BGCC addresses the following topics:
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 Assembly Processes
 Cleanliness Validation
 Airborne Contamination
 Facility Cleanliness
 Lubrication Storage
 Fluid Filtration
 Component Protection
 Component Handling
 Component Storage
 Repair and Rework Area

13. •Items to keep
– Safety equipment
– Used daily
– Support production
– Correct quantity
•Items to store offline
– Needed at a later date
– Excess quantity
•Items to remove
– Never used
– Not required for
production
– Worn & broken tooling
– Duplicates
13
Sort: Establish the Rules

14. Example of Items to be Removed
•Production Areas (unused or
outdated)
– Cabinets
– Components
– Documentation
– Gauges
– Machines
– Packaging Materials
– Parts
– Prints
– Shelves
– Tables
– Tooling
•Office Areas (unused or
outdated)
– Books
– Business Forms
– Cabinets
– Catalogs
– Correspondence
– Equipment
– Magazines
– Parts
– Samples
– Shelves
14
Remove all excess supplies and inventory

15. Before
5S
15
After 5S

16. Fluid Fill – Top-off Containers
16
Clean and closed top-off containers on schedule PM program
Exposed container Recommended containers

17. • Lubricants and Brushes
– No open containers of lubricant or assembly grease
– Clean brushes
17

18. 18
Airborne Contamination Control
Fans appear clean and are cleaned on a schedule basis.
Fan filters are used
Fan filter cover attached

19. Red Tag
 Implements organization by putting Red Tags on items that need to
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be evaluated to see if they are necessary.
 Red Tags ask:
– Is this item needed?
– If it is needed, is it needed in this quantity?
– If it is needed, does it need to be located here?
“When in doubt,
move it out!”
RED Tag it

20. Tag and Relocate
 Tag and remove
 Complete and attach a red tag
 Wait for approval and sign-off from all 3 shifts (if applicable)
 Move items to the designated red tag area
 Log each red tag in a red tag log book for tracking
 Any removal of items needs to be documented in the log book
 Appropriately dispose of red tag items (recommend 30 days
maximum)
 Involve a neutral assessor to ensure an unbiased
perspective when disagreements arise
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21. 21
Cat Form Number
Quantity per carton
Tag Dimensions
Red Tag
5S Red Tag Ordering Information
Option 1
Tag Information
01-040823-00
1000 tags
6 1/4in x 3 1/8in
Tag Ordering Options
My Supply Cabinet
Supplier Name Miami Systems Corp
Supplier Code V9691J0
Contact Number 880-541-6806
Fax Number 404-346-4065
Option 2
Facilities with Storeroom Management
System or Tool Crib
Crib Identification Number 3-0126253
Commodity Code 3183
Supplier Name Miami Systems Corp
Supplier Code V9691J0
Contact Number 880-541-6806
Fax Number 404-346-4065

22. Step 2: Set
Identify and eliminate waste Continuously Improve
Sort Set Shine Standardize Sustain
 Put each item in its optimal place
 Employ visual management
 Optimize part presentation and tool storage locations
 Arrange all items so that anyone can easily find them, use them, and then
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put them away again in the correct place.
 Eliminate the 8 Wastes.

23. Set: Benefits
• Sets up visual controls to indicate at a
glance:
– how work should be done.
– what items are needed.
– which areas need access.
– where items belong.
• Reduces waste and errors while:
– searching for needed items.
– using items.
– returning items.
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24. Set: Implementation
• Decide the proper locations.
– Adhere to the Ergonomics Hit List.
– Locate tools, parts, equipment, machinery, and jigs based on
frequency of use.
– Store items that are used together in the same place, in a
sequence based on function or product.
– Implement “just let go” arrangements for tools. (tool balancer)
– Make storage places larger than tools.
– Identify aisles and areas that employees and maintenance need
access.
24

25. • CLMS On-line Training: Ergonomics Hit List -
08C1213
25
Ergonomics Hit List

26. Visual Work Space
•Visual elements help manage and maintain an
efficient work space. By clearly displaying and
putting things in their place, abnormalities are
quickly identified.
 Signage
 Electronic Displays
 Labeling
 Standard Colors
 Shadow boards
26

27. Signage
•Adequate and visible signage
indicates:
 Potential hazards
 Traffic restrictions
 Location of equipment
 Location of area
 Status of area
27

28. Electronic Displays
•Electronic displays help
people become proactive by
providing up-to-the-minute
information on the status of a
process.
 Current unit in process
 Next unit in process
 Time remaining
 Process statistics
28

29. Labeling
29
Labeling helps to visually identify an item’s placement. Place items
used less frequently further away. In the label, make sure to
include:
A
Max Inventory (red)
A-1
112
Min Inventory
Address
A-2 Part #
113
A-3
114
 Part number
 Address
 Minimum and maximum quantity

30. Standard Colors
•Colors are prescriptive and defined
within manufacturing specification
MS2450.
30
Remember to update facility layouts with footprints & aisles

31. Shadow Boards
•Shadow boards have a simple
outline to show where hand
tools go. Effective because:
 Show when a tool is missing
 Ergonomic fit
 Tools are always in the same place
Work area clutter is reduced
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32. 32
Lines on the floor for movable
items
Shadow board for tools
Insert facility photos
Set : Examples

33. Step 3: Shine
33
Identify and eliminate waste Continuously Improve
Sort Set Shine Standardize Sustain
 Identify opportunities for safety and ergonomic improvements
 Clean the area and equipment i.e. bins, shelves, and work
benches
 Establish a cleaning program and include maintenance

34. • A work environment that “shines” will:
– Reduce injuries from spills, shavings, etc.
– Make defects more obvious and less likely to
occur from dirt or shavings.
– Reduce machine breakdown and injuries
because of increased machine maintenance.
– Improve worker morale.
"A clean workplace enhances safety, quality, and pride"
34
Shine: Benefits

35. Shine: Cleaning to Detect Issues
 Thoroughly clean the workplace.
 Tag and promptly repair items.
 Paint or refinish areas (if necessary).
 Establish standard work for cleaning.
 Involve EVERYONE to establish the right cleaning standards.
 Provide proper cleaning and collection tools.
35

36. • Any abnormalities detected during shine should be fixed or improved.
36
No. Phenomena Point Main Response
1. Dirt & Grime Dust, grime, dirt, rush, chips, shavings,
swarf, etc.
Cleaning
2. Oil Leakage, stains, depletion, shortage,
incorrect type, clogging
Add, change, clean
and repair
3. Temperature
& Pressure
Overheating, insufficient heating, excess
pressure, insufficient pressure, abnormal
coolant temperature, off-standard control
devices
Repair to restore
original state
4. Looseness,
slack
Loose or missing bolts & nuts, slack belts,
broken welds
Tighten, replace, and
repair to restore
original state
5. Damage Broken or cracked hoses, broken meters,
cracked glass, damaged switches, broken
wires, damaged mechanical arms,
vibration in rotary mechanisms
Replace and repair to
restore original state
Shine: Response to Typical Issues

37.  Identify cleaning activities and routine maintenance required.
 Develop a Cleaning Supply List for each area that identifies the
proper cleaning and collection tools.
 Develop standard operations and work standards.
 Implement a Daily 5S Checklist.
37
Shine: Implementation

38. 38
Shine: Example
“Before”
Insert facility photos
“After”
"If it doesn't get dirty then it doesn't need to be cleaned"

39. Step 4: Standardize
39
Identify and eliminate waste Continuously Improve
Sort Set Shine Standardize Sustain
 Provide standard procedures and checklists
 Incorporating sort, set, and shine into daily activities through
standards.
 Making standards visual and obvious.
 Preventing setbacks to original states and future problems from
occurring.

40. Standardize: Benefits
 Standards make learning and sustaining
simpler.
 Maintaining standards helps to identify
problems when they occur and facilitates
root-cause problem-solving .
40

41. Standardize: Implementation
 Clearly assign responsibility for the
maintenance of Sort, Set in Order, and Shine.
 Integrate 5S duties into standard work.
 Use Visual Management
– In order to signal abnormalities, establish visual
controls to indicate at a glance the current 5S
conditions.
 Make the work “brief, effective, and habitual.”
 Use checklists to see if levels are being
maintained and improved.
41

42. 5S Checklist
42
Determine Targets
 Warehouse items, equipment, space
Determine Assignments
 Develop a schedule to show who is responsible for cleaning areas and
when
Determine Methods
 Inspection before the shift
 Five-minute shines practiced daily
 Procedures for daily activities & needed tools

43.  Define standards/rules for organizing and
maintaining all workplace components
 Document standards and rules
 Use visual management – lines, signs, signals –
to reinforce standards
 Review and refine standards periodically
43
Standardize: Define, Implement,
and Improve the Rules to Achieve
Consistent Conditions

44. 44
Example: Cleaning Instructions

45. Prevention
• Prevent unneeded items from…
– Accumulating (Preventative Sorting)
– Having to be put back (Preventative Setting in
Order)
– Getting dirty (Preventative Shining)
• 5 Whys and 1 How Approach
– Expose the root cause of the problem by repeatedly
asking why it occurred and how it can be fixed
45

46. 5 Whys and 1 How
(5W1H) Q: Why mop the floor every day?
A: Because oil collects on the floor.
Q: Why does oil collect on the floor every day?
A: Because there’s a leak from the drill press machine.
Q: Why is there a leak from the drill press machine?
A: Because oil is leaking from a valve.
Q: Why is oil leaking from a valve?
A: Because it’s broken.
Q: Why hasn’t the valve been replaced?
A: Because we didn’t notice that it was broken.
Q: How can we coordinate getting that valve fixed?
A: The maintenance team will order the part.
46

47. Preventative Sort
47
Allows only a certain #
of parts to fit, preventing
excess.

48. Preventative Set and Sort
Signboards
identify part
and order of
48
Bin size indicates
correct length of
tube
Bin Size limits
the quantity
steps
Outlines
indicate
placement

49. Preventative Shine
Large rubber bands
prevent garbage from
49
spilling

50. Step 5: Sustain
50
Identify and eliminate waste Continuously Improve
Sort Set Shine Standardize Sustain
 Use systems to monitor compliance and to
ensure that 5S becomes part of the culture.
 Employ visual management.
 Maintaining the 5S program through
discipline, reinforced by education and
communication.
 Following the right procedures.

51. Sustain: Benefits
 Continued recognition and reinforcement for
sorting, setting in order, shining, and
standardizing.
 5S process becomes part of workers daily
work habits and company culture.
51

52. Sustain: Implementation
 Leadership is the key
 Management at all levels must demonstrate
commitment
 Supervisors must ensure that the shop floor meets 5S
standards at the end of each day
 Use 5S Audit for monitoring adherence
 Quantify and display results of workplace inspections
 Make sure employees are aware and understand the
importance of 5S.
 Allow enough time to perform 5S in daily schedule.
 Keep the program structured.
52

53. Sustain: Implementation
 Leadership sets the example:
– Supervisors conduct daily checklist reviews.
– All levels participate in audits.
– All levels ensure countermeasures are implemented.
 Recognize results and reinforce efforts.
 Maintain the initial momentum of area improvement.
 Promote positive results in company communications.
 Remember: Management must lead by example
 We should all take pride in what we do and have a
competitive spirit.
53

54. Sustain:
Implementation
54

55.  Conduct 5S audits to uncover 5S
abnormalities.
 Determine root cause(s) of any 5S
abnormalities.
 Implement countermeasures for abnormality
prevention.
55
Sustain: 5S Audit Process

56. Templates Available on CPS Website
5S Performance Board
•5S Audit Score Sheet •5S Score Sheet History
56
100
90
80
70
60
50
40
30
20
10
0
Oct-06 Nov Dec Jan-07 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2008 2009
5S Status
Actual
Goal
Trend
5S Status
PEOPLE Y

57. 57
Sustain: Clean Area Example
Insert facility photo

58. • Involve everyone to ensure 5S becomes part of the culture
– Senior management to be role models
– Supervisors/managers to audit
– Operators to be accountable
– Positive behavior to be recognized and reinforced
• Perform regular 5S audits to ensure compliance and continuous
improvement
– Divide the plant into different areas, assigning 5S
responsibility for each
– Assign supervisors/managers to audit regularly
– Use visual management to display data regularly
58
Sustain: Managing Performance
through Culture

59.  Get everyone involved.
 Periodic senior management involvement is absolutely
required!
 Integrate 5S standards into daily work requirements.
 Communicate need for 5S, roles of all participants, how it is
implemented.
 Be consistent in following 5S standards in all areas
(office/factory).
 Follow through—5S takes effort and persistence.
 Link 5S activities with all other continuous improvement
initiatives.
 Track audit results and Make It Visual
59
Sustaining 5S Success

60. Resistance to 5S
• Activities seem obvious so people don’t like being
told to do them.
– 5S is not just housekeeping.
• Upper management may think they have more
important things to do.
– 5S creates a foundation for strength and flexibility.
• Things just get dirty again.
– 5S creates higher standards for conditions and defects.
• It takes too much time.
– 5S only takes a few minutes a day after
implementation.
60

61. Resistance to 5S
• Managers think conditions are already good based on infrequent checks.
– 5S is not really being carried out and conditions are
superficial.
• Why now?
– 5S is needed as a foundation for other improvements.
• It will not improve performance.
– 5S will have a positive impact on performance for the
following:
• Total lead time
• Elimination of accidents
• Changeover times
• Employee engagement
• Value-added activities
• Number of ideas per employee
61

62. Recapping Key Points
5S is:
– Standard Work to organize the workplace
– Process that identifies and eliminates waste
– The foundation for process stability
– A critical key to building a successful continuous
improvement environment
– Is not a one-time event – it is a discipline
62

63. Implementation Basics
6
3
 Constraint operations identified through Value Stream Mapping
(VSM)
 Areas are usually characterized by:
– High injury rate
– Crowded work areas
– Cannot find tools or parts
– Excess on-hand inventory covering production problems
– Difficulties improving process flow because of excess equipment
– Outdated items not in use

64. Implement the Process
1. Establish a Red Tag area
2. Establish baseline with 5S Score Sheet
3. Determine resources needed
4. 5S entire project area
5. Evaluate area using the 5S Score Sheet
6. Conduct root cause analysis / establish countermeasures / fail
proofing
7. Repeat steps 4-6 to improve score
8. Post evaluation on CPS metric board
9. Determine audit cycle
10. Update facility layout
64

65. – Integrate 5S into the improvement plans
(proactive approach)
– Quantify the benefits of improved
workplace organization and set
improvement targets
– Apply 5S “narrow and deep” – select a small
area where you can apply all
5 steps before moving to the next area
– See 5S through to completion; otherwise it
will unravel over time
5S is not a
1-time event
 it is a
discipline
65
Keep These Points in Mind
When Implementing 5S