5S- Training.pptx

Topics covered
• Introduction
• Why its required ?
• Benefits
• 5S in details
• Exercise

Benefits of
5S
Why implement work place
organisation?

5S is far more than
housekeeping
• 5S provides a firm foundation on which to build
other Lean improvements
• It is about organising your workplace in an
efficient manner not just Housekeeping
• Standardised operations lead to repeatable and
predictable processes
• 5S makes abnormalities immediately obvious

5S efficiency
gains
• 5S removes instances of the seven wastes
within your working environment;
• Transport
• Inventory
• Motion
• Waiting
• Overproduction
• Over Processing
• Defects

Efficiency
improvements
CopyrightLeanman 2015 Leanmanufacturingtools.org
• Typically in the order of 10% to 30%
• Workspace more Ergonomic
• Items located in easy reach
• No clutter to cause delays

Reduction in
delays
• 5S will reduce delays in your process
• Visual management shows when products and
tools are missing
• Problems highlighted
– Materials out of place
– Leaks and other machine problems

Reduced
setups
• Setup times reduced through the same
process as increasing production efficiency
• Ergonomic workplace
• All tools to hand
• Standardized process

Improved
quality
• The right tools and equipment available
• Standardized processes
• Improved handling so less damage
• Improved reliability of equipment

safety
• No clutter to create obstacles and hazards
• Ergonomic stress free workplace
– No stretching or reaching
– No lifting heavy objects
• Standardized ways of working

Marketing
• A highly visual and tidy workplace
can give a great impression to a
current or potential customer.

Morale and
motivation
• Less stress for operators
• Safer work environment
• Involvement in making own improvements
• Empowerment to make changes

Continuous improvement and problem
solving
• Implemented correctly 5S will drive continuous
improvement of your products and processes.
• Abnormalities are immediately visible allowing
action to be taken
• Can you afford not to implement 5S??

There are basically three
different types of workplaces...
5S
18

The Steps of
5S
•
•  Seiton – Set in order (Configure)
-visually arrange and identify items for ease of use and retrieval
•  Seiso - Shine & Check (Clean & Check)
-keep the workplace clean (not pretty) to allow problems to be identified
•  Seiketsu - Standardise (Conformity)
-continually monitor the level of clearing, organising and cleaning
•  Shitsuke - Sustain – (Custom & Practice, Consensus)
-work towards a shared set of values regarding clearing, organising and cleaning


The First “S”; Seiri or
Sort
• The aim is to remove everything but what is
actually required every day from the work
space.
• Only items that are needed remain in the
workplace, all others are removed or
scrapped.

Why remove clutter?
• Frees up space.
• Removes clutter/obstacles.
• Stops people adding to it.
• Stops hoarding.
• Improves safety.
• Gives control of what is in your area.
• Begins the orderliness process

Who is involved?
• Everyone in the 5S team and the area concerned.
• Team should involve people who are from
outside the area who are more likely to challenge
and question the need for some items.

Sort
process
• Whole team should spend a few hours going through the
entire area (Inside cabinets, under and behind machines,
everywhere!);
• All obvious scrap should be put in the skip
• All unidentified items should be put in the “red tag” /
quarantine / “Crime watch” area.
• All unnecessary items which have value should also be placed
in this area
• Items which are too big or difficult to remove should have red
tag attached.
• Only Items that are required should remain

Red tag / quarantine / crime watch area
• Storage area for unidentified items and items
that are not required but have a value.

Red tag area and
items
• The red tag area should be reviewed after the
clearing process.
• Involve everyone to decide disposition of the items;
• Scrap
• Storage
• Return to area
• Machines and other items with red tags attached
should also be reviewed and disposition decided and
planned.

Before and after

What’s next?
• At the end of seiri (Sort or Clearing) you
should only have the items in your area that
are required.
• The next stage of 5S is Seiton (Set in Order)
where we set those items in order.

5S Seiton – set in order
Configuring the workplace the second stage of 5S
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ngtools.org
Copyright Leanman 2015

Stages of 5S
-clearly separating necessary from unnecessary, and remove
unnecessary
• 
-
•  Seiso - Shine & Check (Clean &Check)
-keep the workplace clean (not pretty) to allow problems to be
identified
•  Seiketsu- Standardise (Conformity)
•  Shitsuke- Sustain – (Custom & Practice,Consensus)
-work towards a shared set of values regarding clearing, organising and
cleaning
 Seiri – Sort (Clearing)

Purpose of seiton – set in order
Leanmanufacturi
ngtools.org
• A place for everything and everything in its place.
• To arrange all necessary items for economy of
movement.
• Place according to frequency of use.
• To have a designated place for everything, label,
classify and make easily visible.
• Provide safe storage - heavy items low, light
items high.
• Ensure safe access.
• Begins the process of standardization.

Organizing the
workspace
• Set in order is not just about labeling
everything and putting it on a shelf.
• What is the best location for an item to reduce
wasted movement in the process and reduce
safety issues?
• How can we make the process more visible?

Set in order
examples
Leanmanufacturi
ngtools.org

Set in order for economy of
movement
• Place items in the most ergonomic position to
reduce reaching, turning and bending;
• Component boxes fed from the rear of the work area.
• Tools hanging from overhead.
• Components presented in the right orientation to prevent
having to turn them
• Scissor lift platforms to deliver items at a uniform height.
• Solutions should be no-cost or low-cost, if we
have to spend large sums of money then we have
not thought hard enough about the problem.

What should be in place at the end of
Seiton
• A place for everything and everything in its
place.
• Should be obvious if anything is missing or out
of place
• Organized ergonomically and for frequency of
use
• Movement and access should be safe without
obstacles

Small
Crescent
Wrench
Small Claw
Hammer
Flat Tip
Screwdriver
Large
Crescent
Wrench
Large Claw
Hammer
5S
41

Stage 1 Stage 4
5S
45
Stage 2 Stage 3

What is after Seiton – Set in
Order
Leanmanufacturi
ngtools.org
• The 3rd and next stage of 5S is Seiso or Shine
and Check;
• In this stage we will inspect and clean
everything to ensure that all items are bought
back to an “as new” condition and maintained
as such.

Stages of 5S
-clearly separating necessary from unnecessary, and
remove unnecessary
-visually arrange and identify items for ease of use
and retrieval
• 
•
•  Seiketsu - Standardise (Conformity)
-continually monitor the level of clearing, organising
and cleaning

Not just
cleaning
• This stage is not just to make everything look
clean and pretty (Although it can do..)
• Thoroughly inspect everything for damage
and problems.
• Bring everything back to “As New”
Copyright Leanman 2015 Leanmanufacturingtools.org

Benefits of
cleaning
• Makes defects easier to detect.
• Better customer perception.
• Creates a better working environment.
• Aids efficiency and reduces accidents.
• Helps standardisation.

Initial clean down
• Correct or schedule repairs for all problems
discovered
• If possible prevent dirt creation – eliminate or
reduce
• Links with Total Productive Maintenance (TPM)

Who, what, when, where, how?
• Cleaning is an ongoing process;
• Define and document;
– Who is responsible for cleaning
– When it will be done
– What needs to be cleaned and where
– How is it to be done
– Provide the required tools for cleaning

It is important that we
establish the first 3S
before we progress to
the next 2S.
5S
63

The next
stage
• The next step is seiketsu or standardization.
• The next stage will build on everything you
have achieved in the last three stages.

Stages of
5S
unnecessary
•  Seiso - Shine & Check (Clean &Check)
identified
• 
•
•  Shitsuke- Sustain – (Custom & Practice,Consensus)
• - work towards a shared set of values regarding clearing, organising and
cleaning

Why
standardize?
Leanmanufacturi
ngtools.org
• It makes 5S routine.
• Sustains all improvements.
• Builds on the improvements already made.
• Maintains agreed procedures.
• Ensures we don’t fall back into our old ways.

How do we
standardize
Leanmanufacturi
ngtools.org
• Document standard ways of working
• Standard Operating Procedures (SOP)
• Standardize labeling, signage and flow
• 5S audits

Standard
work
Leanmanufacturi
ngtools.org
• Document the current agreed way of doing a
process.
– Provides a baseline for improvement
Reduces variation between people/shifts
• Use text
• Camera
• video

Standardize flow and
signage
Leanmanufacturi
ngtools.org
• Common methods to show where work enters
and leaves a cell.
• Standard methods for identifying components
and tool locations
🞭 5S is a highly visual tool
– everything should be
obvious.

5S
Audit
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ngtools.org
• Independent audit of an areas adherence to
5S
• Capture current state – use color Photographs
• Create simple audit sheets – With Score
Example checklist:
Engineering Ltd
Workplace Organisation Audit
• Conduct audits
Filling Line Seven Pass / Fail
1 (max) pallet of bottles in defined location at scrambler
1 (max) pallet of collapsed boxes in stacked in defined location
IBC 1 under mix stand in defined location
IBC 2 next to IBC 1 in defined location
1 litter bin in defined location at labeller, not overflowing
Batch number table surface clear, except magnifying glass
All handtools on shadowboard at filler
Head calibration board on peg and filled in and up to date
Date: Auditor: Score: out of = %

5S
auditing
Leanmanufacturi
ngtools.org
Q: Can you write a clear and fair checklist?
those being measured cannot fail or pass for anything ambiguous
(eg locations, quantity, cleanliness, etc) - there should be no "shades of grey"
If not, revisit "Organising" to visually clarify groundrules and
expectations or rewrite the checklist
Q: Do those being audited agree the audit is fair and reasonable?
have they seen the audit? They can almost certainly devise a better one!
Periodically re-audit (eg weekly, fortnightly) and cross-check using
auditors from other areas to form auditing group
Give immediate verbal feedback from audit, display results on
noticeboard, and chart against past results
Identify problem areas and set targets for improvement
for example, can a lack of cleanliness be prevented through controlling contamination?

What is the next stage of
5S?
Leanmanufacturi
ngtools.org
• The hardest step of 5S is that of Shitsuke or
Sustaining.
• We need to ensure that we maintain and
continuously improve on the gains that we
have made through the first 4 steps of 5S

Stages of 5S
unnecessary
•  Seiton– Set in order (Configure)
•  Seiso - Shine &Check (Clean &Check)
identified
•  Seiketsu- Standardise (Conformity)
• 
•

Sustaining the gains made through
5s
Leanmanufacturi
ngtools.org
• 5S will have allowed you to go from..
To
Do you want to slip back?

The hardest part of
5S
Leanmanufacturi
ngtools.org
• You need to keep the gains..

Sustaining
5s
Leanmanufacturi
ngtools.org
Probably the most difficult step;
Maintain audits
Maintain cleaning
Walk the walk! Management must lead by
example and not ignore issues..

Visual
management
Leanmanufacturi
ngtools.org
• 5S provides a system of visual management
– Any abnormalities are now obvious.
• All locations identified, work flow should be
clear..
– Items and materials that are out of place give a
clear indication of a problem and a need for
action.

What has 5S done for us?
Leanmanufacturi
ngtools.org
• Improves safety.
• A structured approach.
• Applicable to the General Manager and everyone else.
• Improves productivity.
• Improves quality.
• Intolerant to waste.
• Improves morale and teamwork.
• Enjoy - working in a clean, organised, quality,
successful, safe environment.

Show everyone what 5S has
achieved
Leanmanufacturi
ngtools.org
5S
Story board

Continuous
improvement
Leanmanufacturi
ngtools.org
• Use the teams that you have formed to
implement 5S to begin the use of Kaizen
• Use Kaizen and empower your teams to
continually improve on the gains they have
made through 5S – constantly challenge the
teams.
• Instigate daily management walk through.

5S Training Exercise
The 5S paper exercise

A Quick Paper ExerciseTo Demonstrate
5S
• This is a simple and easy to use demonstration of
the power and simplicity of 5S.
• Provide each of the people in the room with a
copy of the pages that follow.
• Ask them to strike out the phrase “Workplace
organisation” one letter at a time in order on the
page and put their hands up when complete.
• When they put their hand up record the time
taken to complete the task.

The First
Task
• This is your workplace before any application
of 5S.
• Score out “workplace organisation” one letter
at a time in order and record the time taken as
your baseline for this exercise.

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A typical work place - Score Out “Workplace Organisation”
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Task 2 – Seiri / Sort / Clearing
• The first stage of 5S is Seiri or Sort
• During Sort we remove all of the unnecessary
items from the workplace.
• So for this exercise we remove all unnecessary
random characters from the sheet.
• Once again score out “workplace
organisation” and record the time.

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Task 2 – Score out “Workplace Organisation”
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Task 3 – Seiton / Set in Order
• We now repeat the exercise with all of the
letters grouped together as if they have been
arranged according to Seiton / Set in Order.
• Once again strike out “Workplace
Organisation” and record the time taken.

a
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Task 3 - Score Out “Workplace Organisation”
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Task 4 – Seiso / Shine and Check
• For this task we apply the principles of Seiso
or Shine and Check.
• We have “cleaned” the sheet by orienting all
of the letters the same way.
• Again score out “Workplace Organisation” and
record the time taken.

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Task 5 – Seiketsu / Standardize
• We now have a standard arrangement for all
of the letters and all are oriented and of the
same case as you would expect with a
standardised process.
• Again strike out “Workplace Organisation” and
record the time taken.

a a a a b b c c c c d e e g g g
h h h I I I I I j k k L L m m n n n
o o o o p p q r r r s s s t t t
u u v v w w y y z z

What DidWe Learn?
• Unless something has gone drastically wrong
you will have noticed an improvement in
times taken between each stage.
• There will have been a SIGNIFICANT
improvement from the first to the last task.
• The simple methodology provided by 5S
allows you to improve your process
significantly with little or no expense.

A FinalTask and an Important Lesson
Regarding 5S
• This time take the two following sheets and
provide half the participants with one sheet
and the other half with the other.
• Ask them to score out “World Class
Manufacturing” and raise their hands when
they finish or if they have a problem
completing the task (But do not mention the
problem) – again record the time.

#
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Task 6 Sheet A - Score Out “World Class Manufacturing”
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Task 6 Sheet B - Score Out “World Class Manufacturing”
a a a a b b c c c c d e e g g g
h h h I I I I I j k k L L m m n n n
o o o o p p q r r r s s s t t t
u u v v w w y y z z

5S Makes Problems
Obvious
• In a disorganised and jumbled workplace it is
hard to see if something is missing or
misplaced.
• In a well organised and logical workplace it
soon becomes obvious if something is not
there.
• Task 6 will quickly show that difference.

5S- Training.pptx

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5S- Training.pptx